Eight ways to design an effective trial period for a new hire – Forbes | NutSocia

Hiring new employees for your team is always a risk. While applications, resumes, and interviews can help you make an informed decision about whether you think someone is a good fit for your company, you never really know until you hire them and they start working in their role . For this reason, a probationary period can be a useful next step in the hiring process, one that can help you see how a candidate is tackling real-world problems.

However, to ensure that a probationary period is an effective test of a new hire’s skills and potential, you should develop a thoughtful strategy. To help you, eight members of the Young Entrepreneur Council share their top tips for designing an effective probationary period so you – and the hire – get the most out of it.

1. Customize the trial to the use case

To ensure a trial period is an effective test of a new hire’s skills and potential, it’s best to tailor your trial period to specific use cases. For example, if you are hiring a marketer, design the study to best evaluate a new hire’s marketing skills and abilities. The study should be specifically designed to assess the potential recruit’s ability to effectively design and execute marketing campaigns. This would give recruits a clear message regarding the position they were being hired for. This would also help the company assess the candidates’ skills and determine if they are a good fit for the position. – Stephanie Wells, impressive shapes

2. Create an onboarding plan with goals and milestones

Every new hire should have an onboarding plan with associated goals and milestones. If you give a new employee a defined probationary period, then there should be some defined goals that the employee must achieve during that time. In fact, all of our new hires have a 30, 60 and 120 day onboarding plan with expectations and goals for each phase. We have found that transparent expectations put both the employee and the company on the road to success. In most cases, we share these expectations during the hiring process so new hires have an idea of ​​what’s expected of them before they even agree to fill the role. We have found that this approach creates alignment on both sides and achieves the highest possible success rate. – Arian Radmand, IgnitePost

3. Set check-in times to solve problems

After the first week, report to your line manager. Oftentimes, problems with an overblown resume surface fairly quickly. Document any problems that arise early on and point them out. The goal is to keep the employee and not fire him after the probationary period. Recruitment is too expensive for that. I would do at least two 30 day check-ins before deciding to keep the employee or part ways. We’ve probably all hired someone new and, despite warning signals during the probationary period, continued to make decisions on the side of the doubt. I’ve learned to trust my judgment. If it doesn’t work out during the trial period, cut them loose. Sometimes, no matter how sure you were that you picked the right candidate, you might have been wrong — and that’s okay. – Jennifer A. Barnes, Optima Office, Inc.

4. Assign a project that reflects the actual work they will be doing

Create a specific project with a defined start and end date that reflects the type of work that will be done full-time. This gives the candidate a sense of what the job will be like and the team a sense of what it is really like to work with this person. I believe this helps create a much better alignment and ultimate fit than a typical interview process. – Josh Weiss, Reggie

5. Measure work styles and strengths through personality assessments

I have two tests for new hires: Gallup’s CliftonStrengths test and the DiSC profile. The Gallup test tells me what the top five strengths of attitude are, so I don’t send a person who likes to talk a lot to a library to research all day. By finding out what the new hire’s greatest strengths are, I’m able to link them to their core work responsibilities. The DiSC profile helps me understand their working style. Some people like to tackle a project individually, first understanding it themselves and then collaborating with a team later. I like to think it out loud with a group and then assign tasks of who will do what by when. After learning about the new hire’s work style and strengths, the three-month trial period allows me to use their talents to see if the hire is a good fit. – Givelle Lamano, Law Firm Lamano

6. Ensure open communication at all times

One way to ensure that a probationary period is an effective test of a new hire’s skills and potential is to clearly communicate the expectations and goals of the probationary period to the new hire and provide them with the support and resources they need to be successful. This could include providing them with a detailed job description, giving them access to any training or resources they need, and setting specific goals for them to achieve during the probationary period. It’s important to check in with the new hire regularly to provide support and feedback, and to give them an opportunity to ask questions and address any concerns. This can help ensure the new hire is on track to meet probationary goals and can help identify potential areas for improvement. – Andrew Saladino, Kitchen Cabinet Kings

7. Structure the study around specific KPIs and OKRs

One way to ensure that a probationary period is an effective test of a new hire’s skills and potential is to structure the probationary period around Key Performance Indicators (KPIs) and measure them against the organization’s Objective and Key Results (OKR). . Setting clear expectations ensures that both parties are on the same page and that the new employee can demonstrate their skills, abilities and potential. During the probationary period, it is important to provide feedback and guidance to the new hire in order to maximize the effectiveness of the probationary period. Additionally, it is crucial to give the new hire a reasonable amount of time to focus on their goals. It’s important to ensure you’re consistently evaluating the new hire’s progress to get the most out of this time. – Jay Dahal, Machnet

8. Agree on measures of success

Start with really clear and mutually agreed measures of success. For example: “If XYZ is completed by the end of this study, we both agree that it was a success.” Write down your assumptions before the start of the probationary period and book the time at the end of the probationary period to ensure that you can check your assumptions afterwards. In addition to the hiring manager and the employee, involve others within the organization to ensure this meeting is impartial, as the two directly involved in the decision are subject to confirmation bias. Through this process—which should consist of a set of mutually agreed objective goals and a vigilant review process resistant to confirmation bias—you can ensure an effective trial period with a new hire. – Andrew Powell, Learn to Win

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