This articles covers - when managers should start measuring KPI metrics, what is considered a satisfactory level of KPI performance, as well as a framework for determining the outcome of a probationary period based on performance.
{This article outlines the guidelines that all managers should follow in relation to KPI performance for staff members during the probationary period. It contains important information in relation to when you should start measuring KPI metrics, what the company considers to be a satisfactory level of KPI performance, as well as a framework for determining the outcome (PASS/EXTEND/FAIL) of a probationary period based on performance}.
(For a reminder of the process for scheduling & holding formal probationary review meetings – please visit our article on the staff Knowledge Hub).
(For guidance on key steps to take to support a staff member during their probationary period, how to handle performance concerns during the probation, as well as next steps to take after extending or successfully passing a probation - please visit our article on the staff Knowledge Hub)
❔What is the duration of a probationary period at Oxford Global?❔
All staff members are subject to a 6 month probationary period – this is regardless of role, department, & seniority level.
For clarity, contractors & temporary workers are not classed as employees &, as such, do not have probationary periods.
Probationary periods may differ for staff on Fixed Term Contracts (FTC). Dependent on the circumstances of the FTC (including the duration of contract), probationary periods may be unnecessary or shorter in duration.
❔When should I start measuring KPIs for my new starter?❔
- Initial KPI metrics
All departments – initial KPIs from week 3
Managers should begin measuring some form of KPI metric(s) from the beginning of week 3 in role. This is important as it allows us to gain an early understanding of the new staff members output levels (while they continue to settle into the role, team & undergo further training).
At this early stage in role, this should be a simplified KPI – focused on output rather than results, & usually based on a single task (please see examples below).
- Sales teams - KPI metric based on a daily target for no. of phone dials.
- Production & Marketing - KPI metric based on a daily target for lead sourcing.
(When you hire a new staff member into your team, you should meet with HR to discuss the induction schedule & the initial KPI metric(s) that will be put in place).
- Full KPI metrics
Sales Teams (SP & DEL) – KPIs after 1 full month in role
For sales staff, managers should begin measuring the full set of KPI metrics* (as outlined in the career progression document) after 4 weeks in role.
*Note - while we should still record a revenue score in Asana, this will not be taken into account in terms of the staff members overall monthly KPI average until 3 months in role. From month 4 onwards, revenue is included in the overall monthly KPI average.
All other departments – KPIs after 3 months in role
For all other departments, managers should begin measuring the full set of KPI metrics (as outlined in the career progression document) after 3 months in role.
❔KPIs – what is considered a satisfactory level of KPI performance?❔
A satisfactory level of KPI performance is an overall monthly average of 2.5 or above (to calculate the overall monthly average, we take the sum of the individual scores for that month & divide by the number of KPI metrics set).
We recognise that KPI scores for all staff members (probation or permanent) may fall below 2.5 from time to time. However, it is a cause for concern when KPIs scores are under 2.5 on a frequent/recurring basis – this suggests that the staff member is unable to consistently perform to the level expected of them in their role.
❗Probationary periods – KPI framework for PASS/EXTEND/FAIL❗
In order to pass a staff members probationary period, we need to see that they can achieve a monthly KPI average of 2.5 or above on a consistent basis. A framework on when you should PASS, EXTEND, or FAIL a probationary period based on KPI scores is outlined below.
KPI scores achieved by 6 month probationary period:
- KPI scores below 2.5 – no more than twice during the 6 month probation period (with a score of 2.5 or above for all other months) – PASS⭐
- KPI scores below 2.5 – three times during the 6 month probation period (with a score of 2.5 or above for all other months) – EXTEND⏱️ (up to 3 months)
- KPI scores below 2.5 – four times or more during the 6 month probation period – FAIL❗
EXTENSION PERIODS - KPI scores achieved:
(Based on an extension of 3 months)
- KPI scores of 2.5 or above - for three consecutive months – PASS⭐
- KPI scores of 2.5 or above - consecutively, for two out of three months – PASS⭐ (2 months in a row at 2.5 or above is evidence of consistent performance)
- KPI scores below 2.5 - for two months or more during 3 month extension period – FAIL❗
❔I have concerns about my staff members performance during probation – what should I do?❔
- Inform HR – if you have performance concerns about a staff member during the probationary period, you should inform HR as soon as possible. This is extremely important as it means HR can advise & coach you on the best way to handle the situation.
- Weekly 1:1s/regular feedback – you should provide your new staff member with regular feedback throughout the probationary period (what is going well, & anything that is not going well). Feedback should be prompt, specific and backed up by examples. When talking about any areas that are not going so well, ask the staff member for their thoughts on this & any additional training or support they might need.
- Performance Improvement Plan (PIP) – where there are performance concerns, we should implement a PIP for the remainder of the probationary period. A PIP is a document that clearly lays out: the skills to improve, actions to be taken, any additional training or support, what success looks like, & timescales for improvement. It is a key support mechanism for staff who are underperforming – it provides clarity around what is expected and ensures support is in place to aid improvement.
(Note: if your staff member is on a performance improvement plan, they are required to attend the office more regularly (up to 5 days a week) for additional training and support. As a manager, it is expected that you will align your office schedule with your staff member, to ensure they are receiving the increased employee/manager face to face time that they need).