Probation worksheet - PDF - Flexible Learning Toolboxes

Manage the performance of
probationary employees
Overview
Performance management of new employees is important during the
probationary period – performance gaps identified in this time need to be
continually documented and addressed. This will help employees become
quickly productive … or provide evidence to support a decision not to
employ the person at the end of the probationary period.
This learning resource demonstrates assessment methods and performance
management tools you can use to manage the performance of new
employees.
Key terms
Performance gap
The difference between required performance and actual performance; may
be further analysed by a knowledge gap analysis, or a skills gap analysis
Performance management
A process for creating a shared understanding of what an individual is to
achieve and managing and developing individuals to achieve in both the
short and longer term
Performance outcome
The outcome or result to be achieved from the performance.
Probation
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A specified period, at the end of which an employment contract may be
continued or terminated; is best used in conjunction with a performance
management and appraisal system
Performance management of new
employees
Performance management techniques for new employees could include:
• Regular meetings with their line manager to summarise feedback on
work performance, and clarify the performance standards and
performance criteria of the job
• Periodic review of the induction checklist to ensure all items are
covered and to identify gaps
• Collaborative goal setting (with the line manager) against the
performance criteria for the job
• Knowledge gap analysis and skills gap analysis where the employee
is performing below standard
• Collaborative development (with the line manager) of a learning
plan
• Formal reviews using tools such as performance appraisal forms –
this may be linked with a wider performance appraisal system for
the organisation
Performance management systems can help probationary employees
develop a clear understanding of what is required of them. They can also
provide opportunities for the new employee to ask questions and be
involved in their own training plans and in workgroup decision making.
Think
Remember your first 3 months on a job you have done. What aspects of
your work did you find frustrating What things made you unhappy or
annoyed
Could any of these things been prevented by a more organised approach to
performance management
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Identifying the learning needs of new
employees
The learning needs for new employees, whether identified during selection,
during induction, or soon after being introduced to the job can be identified
though a performance gap analysis. With the requirements of the job
already analysed and described in the job description you will be well
placed to do a gap analysis.
You can then an appraisal form that enables the team leader or supervisor to
make a judgement on the ability of the new worker to undertake the
elements of the job identified in the job analysis.
Example
Consider the following scenario at a large seed propagation nursery.
Vijendra has been appointed the Supervisor of the nursery. Despite having
tertiary qualification in environmental studies and first-line management,
and ten years work experience in nursery work in Victoria, Vijendra has
never worked in Queensland.
The interviewing panel appointed Vijendra based on his extensive and
appropriate knowledge and skills for the job. However, at interview it was
apparent that his unfamiliarity with the local conditions in a relatively
small region of SE Queensland was going to create a problem for a while.
It was recognised that Vijendra had a performance gap in up-to-date
knowledge and practice with local flora.
The panel decided to appoint Vijendra with a proviso, agreed to by
Vijendra and the HR Manager, that a three-month local flora
familiarisation program would be undertaken on-the-job and that this
would be assessed by the Area Manager at the end of this period.
There are two parts to the assessment for Vijendra:
• a knowledge assessment and
• a competency skills assessment.
Two methods of assessment are used because there is:
• a knowledge gap for identifying plants in the field (from where
seeds were gathered for propagation) and
• a skills gap in the propagation process for local native plants.
Based on this gap analysis a training plan can be agreed on by Vijendra and
the Area Manager.
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Step 1: Knowledge assessment - Flora identification
The knowledge assessment is undertaken on a field visit with the Area
Manager. The Area Manager randomly selects 8 plants in the hour-long
field walk, asking Vijendra to identify each. If he is unable to do so, he is
then allowed a minute to find it in the reference text (which he takes with
him).
The following is a simple checklist used for this assessment:
Table 1: A knowledge assessment template for a new employee (3 cols)
Botanical name (common name, if there is
one)
1.
Visual
identification
YES/NO
Textual
identification
YES/NO
2.
3.
4.
5.
6.
7.
8.
Step 2: Skills assessment: Seed preparation competency
checklist
The skills assessment was carried out over the three month probationary
period by observing Vijendra in the workplace. This assessment checklist
was completed every two weeks until competency was achieved.
Table 1: A skills assessment template for a new employee (4 cols)
Skill Competent Not yet
competent
1. Prepares seeds for propagation according to
recognised methodology
2. Indicates the acceptable time for seeds to
ready for propagation (in record book)
3. Prepares seed beds appropriate to germination
requirements
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4. Places seeds on beds
5. Identifies seeds with a bed tag
6. Stores seeds under conditions conducive to
germination
7. Records in-date on tag and in record book
Step 3: Learning plan: Knowledge and skills development
From the gaps that Vijendra and the Area Manager have now identified,
they can then agree on a training plan to address the gaps.
Table 3: A learning plan template for a new employee (4 cols)
Knowledge gap Action Person responsible Measure/date
Skills gap Action Person responsible Measure/date
Performance appraisal of new
employees
The example above demonstrates one approach to performance appraisal
when there is a specific performance gap for a new employee.
When designing a wider performance appraisal system for new employees
you should make it flexible enough to cover a range of performance and
behavioural criteria:
• quality of work
• quantity of work
• timeliness of work
• co-operation and collaboration behaviours
• demonstration of knowledge required in the job
• dependability
• attendance and punctuality
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• knowledge of organisational policies and objectives
• initiative and judgement
• supervisory or technical potential
Tip
Design the appraisal system to be flexible, but only appraise those
things in a probationary employee that are essential and desirable for
immediate job performance, and continuing employment.
Adapted from Open Learning Institute (2003) Learner's Guide
BSBHR506A TAFE QLD; used with permission
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