Making the Most of the Probation Period

By Virtual Human Resources
September 7, 2011                           

A probation period or minimum qualifying period exists so that employers can determine if the new employee really is the right person for the job. Many job candidates exaggerate their abilities in order to impress the interviewer and gain an advantage over other applicants. While most people only claim moderate levels of greater ability there are some applicants who just blatantly lie. Even experienced interviewers can get caught out by a highly skilled liar.

It is also true that job applicants rarely include referees who dislike them or have been critical of their performance. How does a person calling referees even know they are speaking to a Production Manager and not a mate from down the road? Referees are only useful for double checking information on a resume to see if the applicant’s claims can be verified. Often people neglect to inform their referees of their exaggerations.

While many job applicants are honest and are able to perform the job well; some are not.
Even those who have worked in the same position in another company may not be able to perform at the level expected in their new position. For example some employees possess the title manager but have never really had the responsibilities of a manager. The title was simply a courtesy title or one incorrectly applied.

For all these reasons it makes sense to view the probation period as an extension of the recruitment process. The job is effectively a temporary position until the qualifying period is completed. Towards the end of the qualifying period management has to determine whether the new employee is capable of doing the job to the standards expected in that company.

To be fair to the new employees, this situation should be clearly stated during the final round of interviews. Even though employees are used to seeing a probation clause in an employment contract, few companies put it into practice. A lack of disclosure prior to them resigning from their previous position, can unnecessary distress the terminated employee.

While a probation period is a useful way to determine if a person is a good fit for a company, it should never be used as a substitute for effective interviewing and assessment methods. It is important not to overuse the opportunity as it can have a negative impact on company morale if people are being regularly dismissed. However if you have a new employee who you suspect is going to be a future nightmare; dismiss them while you still have the opportunity.

It is important to be aware that even though the minimum qualifying period means the dismissed employee cannot make an unfair dismissal claim, they still have some legal recourse through the FairWork adverse action clause as well as unlawful dismissal. This means that even during the qualifying period employers should ensure there are no breaches of anti-discrimination legislations; no victimisation of employees who are seeking to make use of any workplace rights or entitlements, and that all OHS requirements are met.

Why are job descriptions important?

A job description is a basic management tool that will help increase individual and organisational effectiveness.

For employees, a good job description will help all staff understand:
1. Their duties and responsibilities
2. The relative importance of their duties
3. How their position contributes to the mission, goals and objectives of the organisation

Job descriptions are also the foundation for most management activities and required to ensure other management tasks are completed effectively.

Recruitment
Job descriptions that clearly articulate the duties to be performed and qualifications required to conduct a position is essential when recruiting. Interview questions, hiring criteria and the screening process should all be based on the duties and qualification outlined in the job description

Induction / Orientation
The job description helps the employee see how their position relates to other positions in the organization and what's expected of them, helping them to settle in to a new role.

Training
The job description can be used to identify areas where the employee does not adequately meet the needs of the position and requires training. It can also be used when looking to promote internally and employees understand what is required in a higher level role.

Supervision / Management
The job description should be used by the employee and management to help establish a regular work plan as well as agreed outcomes or performance measurements which can then be used for feedback and review purposes.

Compensation
Job descriptions can be used to develop a salary structure, which is based on the duties, responsibility and qualifications of each position in the organisation.

Performance Management
The job description and the work plan should be used to monitor and review performance against agreed measurements or targets.

So, if you haven't got job descriptions in place, or they need review, hop to it!

Making Tough Decisions

Recent events have made me question the ability of managers to make tough decisions in business, especially when it involves people. This statement is not made to offend or alienate, but more to question what is required to make those decisions. Let me explain.

I have been involved with a company that to be successful, requires the development of a high performance environment and where people management is critical. Talent is hard to find and the key issue is retaining the current talent pool, whilst developing and nurturing the up and coming talented individuals.

To do this, the manager requires exceptional communication and leadership skills, with an ability to lead and manage highly competitive, energetic and motivated individuals.

The culture needs to be one that enables individuals to achieve their goals, feeling supported with two-way feedback and open and transparent communication to minimise the risk of losing the talent.

Instead, the current manager has created a culture that is truly ineffective by managing through fear and intimidation, creating systems and processes that lack transparency and levels of communication which are almost non-existent.

Individuals within this business have raised the issues with the manager in an attempt to bring about change and “fix” the culture. The result was disastrous and the individuals were subject to recrimination for raising the issues.

The senior management responsible for this organisation are aware of the problem, concerned about it and aware of the impact it is having on everyone involved—but are unwilling or deliberately choosing not to do anything about it.

So, when did it become hard to make a decision and take action that will ultimately affect your bottom line? Right now, this business has a group of people that lack motivation, are unproductive and not engaged.

Here are my tips for managers that need to make tough decisions:

1) Have courage! Nobody said management was easy and although you may have some short term pain, the long term gain will be worth it.

2) Plan and Prepare. You need to know what the effect of your decision will be and how you are going to handle the fall out.

3) Make the decision. Not making a decision is far worse that making one you think is bad. Not making a decision reflects on your leadership ability.

4) Have alternatives. So you made the decision and it didn’t turn out exactly as you planned. Be flexible and have alternatives to address further issues.

The best piece of advice is that when making a hard decision, think of it like a band-aid. As our mothers always said, it was less painful if ripped off quickly.