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Discover what you should cover during months three to six of your induction to ensure your new starter can become a valued and productive member of the team.

It’s important to regularly take stock of how your new starter has been developing and celebrate the successes they’ve achieved so far.

This is also the time to look at where they can continue to develop and what support you need to provide for them to do so. How well have they settled into the culture of the organisation, the team, and their role? Does it feel like a good fit?

During months three to six you should focus on:

  • reflecting on their journey so far and celebrate achievements 

  • reviewing performance, competency and effectiveness in role  

  • how they feel about the role and the organisation 

  • any blockers or issues and seek out possible enablers 

  • identifying next steps for learning, supervisions, peer support arrangements and review processes 

  • their future and ambitions. 


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This list can be used to ensure your induction plan covers all the recommended aspects during months three to six.

Learn more about what we recommend you focus on around:


Your peer support arrangements may have ended or changed into a more coaching style as your new starter grows in confidence, reducing their dependency. You should review and reflect on how this has benefited them and consider what future support would best meet their needs. Be prepared to change the peer support relationship or involve different people to help them continue to develop.

Continue to focus on the wellbeing of your new starter as they take on more responsibilities and the expectations of them increase. Use our wellbeing resources to identify any new ways to support them as they advance further in their role.



Supervision should be continuing with regular check-ins to discuss how your new starter is adapting to their role.

  • Have they put into practice the learning and development they’ve undertaken?
  • Are they competent to deliver elements of their role without supervision?
  • Do they need any additional support or development opportunities?
  • What can be done to support them through to the end of the probation or review period?

Though many new starters do feel as though they belong by now, it’s important to ask them for feedback on their induction so far – what worked well, what could be improved or if they have any ideas for how they could be better supported to fully settle in.

Review objectives, targets, competence, and capability following the three-month review meeting to ensure your new starter is set up for the next three months. Reaffirm or adjust induction plans and objectives if circumstances change.



Learning and development

Continue to focus on supporting your new starter through their learning and development journey. In the three-to-six-month induction period this could include: 

  • ensuring all induction training originally identified is complete and signed off
  • support to complete role specific induction, and plan in any additional training needed, adjusting to meet their needs
  • signposting to training options that will support them further
  • discussing aspirations and possible options for their development in the longer-term - use the Care workforce pathway to support thinking about where they want to progress to in the future and how they can get there.

For new staff managers, make sure they have:  

  • read and understood all policies and procedures relevant to their role 

  • know how to support their teams effectively 

  • have opportunities to learn and develop their management and leadership practice.



Three-month review

Schedule a probationary review meeting at the three-month stage to review the new starter’s performance against the objectives set in month one. This enables a formal assessment to be structured and recorded so that decisions about next steps can be made.

It’s important to assess if the new member of staff is suitable for the role, team, and organisation. You should discuss any concerns you have with the member of staff related to their conduct, behaviour or performance and have a constructive conversation about how changes and improvements can be put in place, and any barriers or adaptions you need to be aware of.

Six-month review

Plan an end of induction or probation review around the six-month stage, or whenever it’s relevant in line with your organisational policies. This is to agree they’ve successfully met their objectives and are competent in role.

If they’ve not met their objectives or you have concerns discuss an extension to their probation if they need further support and development.

If you don’t feel they’re suitable for the role or organisation, bring their employment with you to an end. You should consult HR and your organisational HR policies for support with this.

Supporting resources and useful links

For more information and support with managing performance and concerns in the induction and probationary period, you can access: