Probationary and Trial Period Guidelines
These guidelines are applicable to the following work groups:
1)Support Staff, Technicians, and Trades
2)Professional and Managerial
What is probation?
For a newly hired permanent or contract employee, the first few months of employment are on a probationary basis. The purpose of the probationary period is to give the new employee the opportunity to learn more about his or her role in the job as well as in the department or unit and to receive the assistance and training required to enjoy a successful working experience. As well, this period allows the employee’s supervisor to establish a dialogue with the new hire and to start building a relationship that will favor development and growth.
During this period, the employee’s supervisor acts as a coach and, together with the employee, ascertains the level of skills and knowledge demonstrated; thus, the supervisor may determine whether development is necessary and, if so, will provide the assistance and resources required to help the employee fulfill his or her new role. The lines of communication must be open: the employee must feel comfortable about asking for advice or assistance and must be kept informed of her or his progress.
Duration of probation period
The period of probation varies according to the collective bargaining unit covering the employee’s working conditions. Employees not covered by a bargaining unit fall under the Human Resources Policy (see Appendix A). When a new employee is hired, a memo from Human Resources outlining the employee’s probationary schedule is sent to his or her supervisor.
If an employee was employed in another capacity within the University prior to assuming the current position, the first few months in the new position are defined as a “trial period” rather than a “probationary period.”
Further details are available in the Collective Agreementsand the Human Resources Policy.
What is the importance of the “Probationary Period” for the employee and for the University?
An employee may have a flawless curriculum vitae, demonstrate excellent skills at the selection interview, and provide references that verify his or her competence and skills, but it is only “on the job” that the employee can really demonstrate the abilities and aptitudes required to fulfill his or her role to the fullest.
The probation or trial period allows the employer to evaluate how comfortable the employee feels in a new role and whether he or she is capable of meeting the set goals. This period also gives the supervisor the opportunity to provide the employee with the support and resources needed to develop key competencies in order to best contribute to achieving the department’s and the unit’s objectives.
As well, the probation or trial period allows new employees to ascertain that the duties and responsibilities assigned to them are in line with the role that they are to fulfill in the unit and department. It also gives them the opportunity to identify developmental needs, discuss them with their supervisor, and agree on an appropriate, realistic course of action.
To better monitor the employee’s integration and progress during the trial or probationary period, supervisors must keep records of demonstrated competencies and observed behaviours. This approach will facilitate the evaluation procedure by providing both the supervisor and the employee with concrete examples.
During the orientation meeting with new employees, supervisors must inform them that a mid-probation evaluation and a final probation evaluation will take place and specify the dates at which they will occur. It is important at that time to explain the purpose of the probationary period and the criteria that will be used in the evaluation as well as to answer questions that employees may have on the matter.
Who should evaluate the employee?
In most cases, the evaluation is conducted by the employee’s supervisor.
However, there are exceptions; for example, when the employee’s work is overseen by a senior colleague, both the line supervisor and the functional supervisor should submit their input and comments.
Generally, only the functional supervisor conducts the evaluation, unless it is a special case; for example, the employee’s inadequate level of competency or termination of employment. In such cases, the manager or department head should be involved and Human Resources should be notified. Supervisors may also wish to consult with an Employment Advisor before meeting with the employee.
The mid-probation evaluation:
The date of the mid-probation evaluation is stipulated on the letter of confirmation of employment. This meeting provides an opportunity to discuss and formally evaluate the employee’s integration and progress. If a good level of competency has been demonstrated, it should be recognized, and the employee should be encouraged to continue demonstrating and developing the competency. If, on the other hand, there is a gap between the required level of competency and the level demonstrated, shortcomings should be discussed and support should be provided to help the employee attain the level of skills and knowledge required to fulfill his or her job role.
The probationary evaluation procedure should unfold as follows:
Mid-probation evaluation meeting
The meeting with the employee should be scheduled at least one week in advance. Supervisors prepare themselves for this evaluation by making notes of the subjects that will be discussed and by reviewing and answering the questions on the probationary form. It is important to be specific when providing examples of behaviour that needs improvement. The objective of the evaluation is to give information on the employee’s integration and progress. The supervisor must request the employee’s feedback on this evaluation, take note of it, answer questions, and discuss possible concerns. The employer must also provide support and resources that will favor the development of the employee’s competencies.
Final probation evaluation meeting
Supervisors prepare themselves for this meeting in the same manner as for the mid-probation evaluation. If the employee has demonstrated an adequate level of competencies and his or her integration and progress are satisfactory, the meeting should be scheduled one week in advance. If, however, the employee has not demonstrated the competencies required to fulfill his or her role in the job nor the ability to contribute to achieving set objectives, the final evaluation meeting must be scheduled at least two or three weeks prior to the end of probation to inform the employee that he or she has not been successful in meeting the requirements of the new role and will not remain in the position. It is critical that supervisors notify Human Resources of such situations prior to meeting the employee and provide, in writing, the rationale and facts that led to the decision.
Employees must also prepare for these evaluations by listing the subjects that they wish to discuss and questions or concerns that they have. When asked to do a self-evaluation, employees should be sincere and realistic. It is important to give examples of good performance and of behaviour that demonstrated a good level of competency. It is equally important to share concerns and to ask for assistance. Admitting to shortcomings is a sign of maturity and allows identifying developmental needs and elaborating appropriate action plans.
Employment Advisors will be happy to provide additional guidance if required.
How to give constructive feedback:
The probationary evaluation is an opportunity to give new employees constructive feedback and to help them develop skills and aptitudes that lead to success in their job role. Here are some pointers to help you prepare for the meeting.1)Make it clear to the employee that you seek a positive outcome.
2)Give specific examples of observed behaviours (positive and negative).
3)Discuss the impact this behaviour has on the unit, the work, the climate, the
Department, and the employee’s own integration and progress.
4)Make it a two-way conversation; ask for the employee’s views and opinions.
5)Focus the discussion on solutions.
6)Focus the evaluation on specific actions and behaviours and not the employee’s character or personality traits.
7) Clarify the feedback if necessary.
8) Inquire about the employee’s concerns.
9) Listen calmly and attentively.
10) Welcome the employee’s suggestions as to how he or she can improve the situation.
11) Agree on an action plan (e.g. additional training) that seeks to produce a positiveoutcome.
12) Set a specific time and date for a follow-up.
Additional tips
The environment must be conducive to an open meeting; for example, a quiet office with a door, some coffee, a table and armchairs.
The meeting must be a dialogue rather than a monologue. The employee will evaluate his or her own performance and competencies as well, making it a two-way evaluation, and both evaluations will be inserted in the employee’s file. This approach will promote a dialogue and foster more openness and receptiveness. If there are some shortcomings, they must be clearly explained so that the employee can understand the areas needing improvement and agree to a realistic action plan to correct the situation.
The meetings must be held on the appropriate dates for the mid- and final probation evaluations as stipulated in the various collective agreements.
Feedback must be provided regularly so that there are no surprises for the employee nor for the employer at the mid-probation or at the final meeting.
Performance and competency evaluation must be an on-going process. Regular feedback, on a daily or at least on a weekly basis, is conducive to a good working relationship and environment.
Extending probation:
Two scenarios may prompt the employer to request an extension of the probationary period:
1)During the probationary period, the employer has begun to question the employee’s ability to fulfill his or her role adequately.
2)There have been extenuating circumstances, such as the prolonged absence of the employee that have delayed or impeded a proper evaluation.
Supervisors must consult an Employment Advisor at least three weeks prior to the end of the scheduled probation period (20 working days for ACUMAE employees) to provide information and discuss their intent to extend the probation.
The Three Types of Probationary Evaluations:
1)Positive
2)Mixed
3)Negative
The Positive Evaluation
What constitutes a positive evaluation?
A positive evaluation takes place when the employee hasdemonstrated the adequate level of competency or has demonstrated a level of competency beyond requirement. In essence, the employee has met or exceeded expectations. In such cases, it is very important that the supervisor recognize the employee’s efforts, progress, good attitude, and aptitudes. The supervisor must let the employee know that he or she is on track and that the behaviours and competencies demonstrated are in line with expectations. It is a good time for the supervisor to speak to the employee about her or his individual and professional development.
The Mixed Evaluation
What constitutes a mixed evaluation?
A mixed evaluation takes place when the employee demonstrated good competencies in some areas but demonstrated a need to improve in other areas. In other words, expectations and standards set at the beginning of employment have not been met in some areas, and additional on-the job training or other form of development is required. In such cases, the supervisor must clearly delineate the expectations, provide concrete examples of desired behaviour, and ensure that the employee understands and agrees with them. The supervisor must provide support through coaching or training and explain how the job role should be fulfilled. A date and time for a follow-up meeting to discuss progress must be established. The time lapse between the probationary meeting and the follow-up meeting will depend on the type of competency issue at hand.
Examples of follow-up for different competencies:
Planning and Organizing (daily follow-up)
Client Service Orientation (daily follow-up)
Interpersonal skills (daily follow-up)
Word and Excel (follow-up every 2 or 3 weeks)
However, some skills and competencies cannot be acquired within a short period of time, and extensive training can prove unpractical and very costly. The supervisor must discuss the situation with the unit or department head and with Human Resources to determine whether the employee should remain at the University’s employment.
The Negative Evaluation
What constitutes a negative evaluation?
A negative evaluation takes place when the employee did not demonstrate the competencies required to fulfill his or her role and when the behaviours demonstrated are not in line with expectations. In essence, quantitative or qualitativeobjectives have not been met, and the employee has failed to pass probation.
Examples of lack of competency include:
Poor organizational skills
Inability to solve problems
Poor interpersonal skills
Slow skill acquisition
The supervisor must discuss the situation with the unit or department head and contact Human Resources to discuss the evaluation prior to meeting with the employee. An Employment Advisor should attend the meeting.
Preparing and Conducting a mixed or negativeevaluation
First, the supervisor must ensure that the poor skills demonstratedare not due to a lack of appropriate on-the-jobtraining and that expectations were clearly defined and explained.
Clear and precise examples of substandard behaviour must be given to the employee. Since feedback has been given throughout the probationary period, the supervisor can bring notes and remind the employee of these situations. Supervisors must keep notes of these conversations and use themif the unsatisfactory behaviours are repeated.
The supervisor mustmake a decision as to whether or not the employee will pass probation. An employee’s passing probation even when his or her performance is unsatisfactory will have repercussions that cannot be underestimated. Supervisors may be tempted to avoid unpleasant or confrontational situations, but this approach would be at the expense of a productive workplace in the mid and long term.
By being well-prepared and focusing on the employee’s behaviour and performance, supervisors can limit the potential negative effect on the employee’s self-esteem. Using thetips for giving constructive feedback on page 4 of this document will prove very helpful. Although it may be difficult to give a mixed or negative evaluation, it is important tohave this meeting with the employee, to provide fair and accurate feedback, and to agree on corrective action. An Employment Advisor will be able to help prepare for the evaluation and should definitely attend the meeting if the employee has failed probation.
If the employee refuses to sign the evaluation form and an Employment Advisor is not present, the supervisormust immediately inform the Director of Employment and Employee Development.
Tasks to be completed post meeting:
Both the supervisor and the employee must sign the evaluation form and add comments for further clarification.
The supervisor must keep a copy for his or her files and give a copy to the employee.
The supervisor must send the original to the appropriate Employment Advisor in a confidential envelope addressed to
Human Resources and Employee Relations, SGW FB 1130
General Inquiries:
If you have any questions or concerns about the probationary period or would like to discuss a situation, we encourage you to contact one of the Employment Advisors:
Appendix A
HUMAN RESOURCESPOLICY
Probation and Trial Periods
Scope
This policy applies to all permanent and temporary employees of the University unless specific provisions of a Collective Labour Agreement or Protocol apply.
Definitions
For the purpose of this policy, the following definitions apply:
“Probation period” refers to the initial period of one hundred and twenty (120) days worked of uninterrupted service starting from the date of hire of any new permanent employee or, for a temporary employee, the one hundred and twenty (120) days worked from the date of hire or assignment to another position.
“Trial period” refers to the sixty (60) days worked of uninterrupted service starting from the date of transfer of the permanent employee into another position.
Policy
- The employee on probation or on trial period is evaluated at mid-term and at the end of the period by their immediate supervisor, using the Evaluation Form supplied by Human Resources. The employee receives a written copy of the completed Evaluation Form and a copy is sent to Human Resources to be included in the employee’s file.
- The permanent employee who successfully completes his probation period qualifies for the status of permanent employee retroactive to the first day of work.
- The temporary employee who successfully completes his probation period retains the status of temporary employee for the duration of the period agreed to in the contract. The immediate supervisor confirms the employee’s successful completion of the probationary period in writing to the employee and forwards a copy of the final Evaluation Form to Human Resources to be included in the employee’s file.
- The permanent employee who successfully completes his trial period is informed accordingly by the immediate supervisor who also forwards a copy of the Evaluation Form to Human Resources.
- During his probation or trial period, an employee must receive approval from the immediate supervisor before applying for another position.
- The probation period and the trial period may be extended up to half the length of the original period if deemed desirable by the immediate supervisor. Before informing theemployee of an extension, the immediate supervisor consults Human Resources. Human Resources issues a letter informing the employee of the new probation end date.
- At any time during the probation period, a newly hired employee who does not meet position requirements and who has been notified twice accordingly, is terminated and given one week notice or pay in lieu. (see procedure for information concerning recommended timeline.)
- When an employee, promoted or transferred to another position further to his request, fails to meet trial period criteria following at least one evaluation, the immediate supervisor informs Human Resources.
- This employee may then be returned to his previous position if the position is still available, or is considered equally with other candidates for any vacant position for which he is qualified.
- If the options presented in paragraph (a) are not available, and if termination is not for just cause as it is defined in policy HR-11 Termination of Employment, the employee is terminated in accordance with the following notice periods considering his years of credited service:
Length of service / notice
from three (3) months to one (1) year / one (1) week
more than one (1) year but less than five (5) years / two (2) weeks
more than five (5) year but less than ten (10) years / four (4) weeks
more than ten (10) years / eight (8) weeks
- Pay in lieu of notice may be used if more appropriate.
Procedure
In all cases where Human Resources is involved in the recruitment and the selection and the hiring processes: