Probation period
A probation period is a trial time at the start of employment during which the employer and the new hire check whether the job and the person fit each other.
What it is
An interview shows how a person talks about work. The probation period shows how they actually work. During this time both sides can usually end the relationship more easily than later. Its length, the notice required and the conditions depend on local labour law and the employment contract. Rules differ between countries, so check the details with a lawyer.
How it looks in practice
A useful probation period has clear expectations written down in advance. An illustrative set for a sales rep: complete onboarding in two weeks; by the end of the first month handle a full chat load; by the end of the period reach at least 80% of the team’s average conversion and a quality score above the agreed threshold.
Midpoint and final check-ins are scheduled from the start, with honest feedback in both directions.
Why it matters
A wrong hire costs more the longer the person stays. A structured probation period lets a manager decide early on facts, not on impressions. It is also fair to the new person: they know what is expected and get a chance to correct course before the final decision.
The typical mistake
Treating probation as a formality and remembering it only on the last day. Then the decision is made on mood, the person is surprised and the conversation turns into a conflict. Another mistake is setting goals that a newcomer cannot reach in that time. Agree measurable expectations on day one, review them at the midpoint, record the results, and if the answer is no, say it clearly and in time.
More in Signals
- How to hire a salesperson who sells in chatA salesperson who will sell in chat is judged by how they write, not by their résumé: a short practical task in chat before the interview shows speed, spelling, how they handle an objection and whether they set a next step. Then comes an interview about real cases and a 2–4 week probation with a mentor, chat reviews and criteria known from day one. The new rep writes to clients from a company work number starting on the first day.
- Sales rep performance review: how to judge the conversation, not the personReview a rep’s work with a scorecard of five to seven criteria and a simple yes, partly, no scale, on a small sample of conversations: a few per person each week, some random and some that matter. Reviewers regularly compare their scores with each other, and the result is discussed one on one: a good example first, a question instead of a verdict, one thing to improve. You judge the conversation, not the person, and the team knows the criteria in advance.