Guide to Managing Human Resources
With RSSP specific information for managers and supervisors
<< back to HR Management Guide Table of Contents
Probationary Period - Chapter 6
Campus Office of Human Resources Information RSSP Chapter, printer-friendly version
RSSP Specific Information Downloadable RSSP Sample Documents
Ch. 6: Probationary Period
(external link to UCB HR Web)

Probationary Period

The Probationary Period

It is the responsibility of every performance manager to recruit, select, develop, and maintain qualified employees. You have many tools at your disposal to guide you through each phase.

Following the interview and selection process, you should use the probationary period to ensure that the applicant selected is qualified to perform the job and achieve regular status. During this period, you must carefully evaluate the employee’s performance and general suitability for University employment. There is an article in each contract or policy (each one is different) that defines the agreed upon probation period. Standard probationary period is 6 months, but how the 6 months are calculated differs by contact/policy.

Some differences in the contracts are:

  • how much time worked in limited appointments may be applied to the probationary period
  • rules on extending probationary periods
  • evaluation requirements

To make this decision, you must develop performance standards and objectives, set aside time to observe the employee, provide feedback, and evaluate the employee.

The probationary period can:

  • Help the employee achieve training goals and performance objectives.
  • Ensure that the employee has all the tools to perform the job successfully.
  • Help the employee develop the skills needed to perform the job.
  • Confirm that the best qualified person was chosen for the position.
  • Foster a mutual understanding of expectations, performance standards, and the evaluations process.
  • Help the employee achieve regular status.

What should I do?

During the probationary period, the new employee needs as much support as possible. This is a very crucial time for you and the employee so set aside plenty of time to:

  • Provide the employee with a clear job description.
  • Provide clear performance standards so the employee understands what is expected and how performance will be measured.
  • Acquaint and schedule the employee with office procedures and practices.
  • Provide a good and systematic departmental orientation for the new employee.
  • Explain how and when you'll do evaluations.
  • Provide follow-up sessions as often as needed so the employee can adjust to the new work environment.
  • Provide a desk manual (if available).
  • Tell the employee when the probationary period will be over and explain what it means to become a regular status employee.
  • Evaluate the employee's performance in accordance with applicable policies, procedures, and contracts.
  • Show a continuing interest in the new employee (it's not enough to explain terms and conditions of employment and leave the employee to make it alone).

Probation is the most crucial period to assess your employee. At the end of the probationary period, you should have complete confidence that your employee meets or exceeds performance standards; to know that, you must evaluate the employee midway through the probationary period. Probationary employees should be evaluated in accordance with applicable provisions of personnel policies and collective bargaining agreements.

Under extraordinary circumstances, the employee's probationary period may be extended. Extensions can be the result of a change in responsibilities or supervision (consult the appropriate contract or policy).

Release during the probationary period

Unsatisfactory performers and unsuitable employees should be released during the probationary period without delay. Delaying a release action does little to help the campus or the employee. Ask yourself the following questions:

  • Has the employee received clear performance standards?
  • Has the employee have sufficient time to understand the job duties and demonstrate performance level?
  • Has the less-than-satisfactory progress been discussed with the employee? Has it been documented in a performance appraisal?
  • Has the employee had sufficient time to correct the deficiency?
  • In the case of poor work habits, did the employee know that the behavior was totally unsatisfactory? Once you have determined that the employee should be released, you should:
  • Consult your department head and HR, if necessary, get approval for the release.
  • Review and follow the appropriate staff policy or contract.
  • Consult Brenda Greenwood at 642-0582 or at greenwd@berkeley.edu.
  • Provide a written notice of release in accordance with the appropriate policy contract. (see the Discipline section for a sample letter)
Back to the Top