For most teams, 90 days can fly by in no time at all. One minute you're planning for the new quarter, and the next you're wrapping up initiatives and prepping quarterly reports. But for a new employee, the first 3 months can feel like an eternity without regular check-ins and feedback to let them know how they're doing.
Establishing 30, 60, and 90 day check-ins with new hires is a great way to show them that their job satisfaction is valued, while also helping them outline a transparent roadmap to success (for both immediate projects and long-term career goals). We've outlined a few tips and questions that you can use to get up and running with monthly check-ins during your new hire's first 90 days.
How to Make the Most of 30-60-90 Day Check-ins
Put Aside Time and Prepare
Your new hire will likely be preparing for the conversation, so spend a few minutes preparing for your part of the check in. Think through any specific and measurable outcomes you had you asked your new hire to work toward during their first 30/60/90 days. If you set goals and KPIs, use these when explaining your feedback – either positive or constructive.
Set Expectations for the Meeting
Be sure to communicate to new employees the expectations and purpose of their 30-60-90 day check-in meetings. Depending upon the format and meeting structure, there may be topics you can ask them to consider and brainstorm ahead of time. Be flexible to the new hire's preferences, but offer an agenda if it's a useful springboard.
Have a 2-way Conversation
Start by asking questions, rather than starting off by dumping all of your feedback on the new hire. Give them an opportunity to speak and give their own feedback about their experience. Aim to listen twice as much as you speak, take notes, and signal that you’re engaged (not distracted).
The 30/60/90 check-ins are an especially good time to reassure new hires that you’re on their side, and that you want to help them be successful at your company and meet all of their objectives. Find out what their long-term career goals look like and encourage them to take on projects that will help get them where there.
This is one of the most important steps! Show your employee that you’re invested by checking back in with them. Plan additional follow-up on any items you agreed needed to be addressed (whether those were additional trainings, speaking to another team member, introducing them to someone, making some changes, etc.)
What do you like most about the job and the company?
What are the highlights of your experience so far?
Are you feeling welcomed by the team?
Do you have enough, too much, or too little time to do your work?
Are you being pushed out of your comfort zone to learn more, or do you feel stagnate?
How do you feel that what you’re doing ties into the company’s mission?
Now that you’ve been here _____ month(s), how do you feel the company compares to how we portrayed it in your interviews?
Which of your co-workers have been the most helpful since you arrived?
*(This question can help you identify who should serve as onboarding buddies or ambassadors!)
Do you feel you have the information, tools, and resources you need to do your job successfully? Is there specific training you still need or would like in order to feel more successful?
Are you experiencing any particular challenges that we can assist you with?
Do you feel like you are able to be productive and effective? Why or why not?
How could our onboarding process be improved?
What don’t you understand yet about your job or the company as a whole?
Who do you feel comfortable asking for help when you have questions at work?
Has your supervisor/manager clearly explained and made sure you understand all expectations/KPIs?
Would you say anyone here has become your work “best friend?”
Have you had any uncomfortable situations or conflicts with teammates or customers?