You hired someone promising. Three weeks in, your gut’s telling you something’s off.

That’s exactly why many businesses use an introductory period; a defined time to evaluate whether a new hire is a good fit.

But handling it fairly, while protecting your business, can be challenging.

What an introductory period actually means

In the US, employment is generally at-will, which means either the employee or employer can end the job at any time, for any lawful reason.

An introductory period isn’t a legal requirement. It’s a company policy that sets expectations for the first 60–90 days (or however long you choose).

It gives you a structured way to:

• Evaluate whether the employee can meet the role’s requirements
• Provide extra support and training during their transition
• Decide if they’re a long-term fit for your business

Employees still have full legal protection from day one, including minimum wage, overtime and protection from discrimination.

How to manage an introductory period effectively

Set clear expectations from the start

Give your new hire a job description with specific, measurable goals for the first 90 days. Make sure they know what success looks like.

Get the basics right

Provide proper onboarding: introduce them to the team, explain processes and give them the tools they need. If performance lags after this, it’s less likely to be an onboarding issue.

Review regularly and document

Schedule weekly check-ins at first, then move to monthly once they’re more settled. Keep notes on discussions, progress and agreed actions. Send follow-ups so that expectations are clear.

Give them a fair chance to improve

If they struggle, ask why. Often small adjustments help: more training, clearer instructions or flexibility in how they work. Sometimes they’ll suggest solutions you haven’t considered.

When it still isn’t working

Extending the introductory period

If you need more time, you can extend the introductory period as a company practice. Just be clear with the employee: put it in writing, explain what needs to improve and set a new timeline.

Ending employment

Sometimes the fit just isn’t there. If you decide to end employment, make sure you:

• Document the performance concerns and discussions leading up to the decision
• Confirm the decision clearly with the employee
• Ensure that the termination isn’t related to any protected category (such as discrimination or retaliation)

This protects your business and shows you acted fairly.

Making introductory periods work for you

Handled properly, an introductory period is a useful tool to reduce risk and set your hires up for success.

The keys are simple:

• Set expectations clearly
• Provide the right support
• Review and document progress
• Act quickly if it’s not working

Not sure if your current process is working? Or dealing with a new hire who isn’t meeting expectations?

Reach out for a confidential conversation about how to protect your business while treating employees fairly.