How to Manage Employee Probation Fairly and Keep the Right People

A guide for HR and team leads: 30-60-90 day goals, defensible criteria, how to give feedback, and what to know before announcing a probation outcome.

Two months in, a team lead tells HR, "I don't think this new hire is going to make it." Asked whether they have talked to the new hire about it, the answer is "Not yet." This happens often, and it leads to decisions that are unfair to both the employee and the company. A well-run probation helps strong people want to stay and helps people who are not a fit realise it early, without anyone losing face.

What probation is

Probation is the first period of employment, when both the company and the employee assess whether it is a good fit. Its length depends on what is agreed in the employment contract and company work rules. This article uses a 90-day frame as an example.

What HR should know: a document from the Thailand Board of Investment (BOI) cites Supreme Court rulings that a probationary contract is an employment contract without a fixed term, so terminating a probationary employee requires advance notice, and a clause letting the employer terminate at any time during probation is unenforceable. This is general information; consult a labour law professional before acting on a real case.

A 30-60-90 day structure

Setting checkpoints in advance lets both sides know what is expected at each stage, instead of waiting until the end to say it did not work out.

1. Day 30: does the person understand the role, the systems and who they work with?
2. Day 60: deliver a first measurable piece of work and discuss how they work with the team
3. Before the end date: final review and decision, leaving time for notice as required by law and the contract

Example goals for a Marketing Executive

• 30 days: summarise the last 3 months of campaign results and present them to the team
• 60 days: plan and launch one small campaign independently
• 90 days: report campaign results with improvement proposals

Decision criteria

Criteria must be clear, written down from day one and backed by evidence.

• Performance against the goals agreed at the start
• Speed of learning and adapting
• Behaviour consistent with company values
• Communication and collaboration with the team

Be careful with "not a culture fit". If you cannot describe it as observable behaviour, it may be bias. See more on employment contracts in Employment contracts under Thai law.

Feedback during probation

• Hold weekly 1-on-1s in the first month, then every two weeks
• Give feedback right after the first piece of work, not saved for the review
• Keep brief notes of what was discussed and agreed each time

Sample line: "Over the past two weeks, reports came in late twice. I want to understand where you got stuck and how we can adjust so the next one is on time."

A good probation does not scare new hires. It gives them a clear picture of what it is like to be on this team.

When the decision is not to confirm

1. Consult legal or a specialist on advance notice and related entitlements
2. Review feedback records and evidence of performance
3. Tell the person privately and respectfully, never in front of others
4. Plan the handover and pay what the law and contract require
5. If possible, offer job-search support; see Outplacement

When the employee passes

• Confirm it formally, not in passing on chat
• Discuss goals for the next 6 to 12 months
• Adjust benefits or pay as agreed in the offer
• Ask the employee what should change in probation for the next hire

Common mistakes

• No clear goals, so decisions are based on feelings
• Never giving feedback, then announcing a fail at the end
• Passing someone who is not a fit to avoid a difficult conversation
• The team lead and HR using different criteria, so the employee gets mixed messages

How to start

1. Create a 30-60-90 day goal template for every role
2. Book 1-on-1s in the calendar from day one
3. Connect it with Onboarding new employees so they stay
4. Track whether people who pass probation stay through their first year, and adjust the process

If you want to talk to someone who has built this before, book a mentor on Plants.work. A good probation is not about catching mistakes; it is an investment in clarity that pays off in long-term retention.