90 day review presentation

90 Day Review

What Is a 90-Day Employee Review?

Why you should meet with employees at the end of their third month.

• Ensuring that the employee is a good fit for the position and company . By the three-month mark, you should have enough information to assess whether a new hire has successfully acclimated to your company or whether they may not be the right fit for the position.
• Gain insights into the effectiveness of your onboarding process . Feedback from the employee and their overall progress can provide insight into how effective your onboarding process is in preparing employees for their role.
• Provide feedback for employees . If there are any areas where an employee is having trouble, you can provide constructive criticism to help identify the issue and potential solutions.
• Determine long-term goals. Encouraging your employees to create long-term goals shows the employee that you value them, and can improve retention .

How to Conduct a 90-Day Review

Step 1: know what you want to accomplish, step 2: schedule a specific time to conduct the review, step 3: write a one-page performance review, step 4: go over the performance review and ask questions, step 5: follow up, other tips for a successful review.

• Gather feedback from supervisors and co-workers to write your performance review . If there are other employees who work more closely with the individual you are reviewing, ask them for feedback to better inform your performance review.
• Give constructive criticism and provide ways that employees can improve in areas they are struggling. If an employee is struggling, don’t just highlight the areas they are underperforming. Provide concrete ways to work on their skills and improve .
• Provide questions before the meeting so the employee can prepare thoughtful answers . Give the employee a chance to prepare their responses to your questions so you can get the most out of your review.

15 Questions to Ask During a 90-Day Review

Questions about onboarding.

• How would you grade us in terms of our extended onboarding program, and what suggestions would you make to strengthen it? This question will give you a high-level assessment of your onboarding process and let the employee know you value their input into improving the program.
• What was the most (and least) helpful part of the onboarding process? Identifying what areas were most helpful to the employee can help you incorporate similar methods into your process to make it even better.
• What future training would you be interested in? Not only can you identify areas that may need to be expanded in your current onboarding program, you also gauge what areas the employee is interested in learning more about.

Questions About the Position

• How has the role lived up to your expectations? This question can help gauge whether you accurately described the role in your job description .
• What do you like about the position? What do you dislike? You will learn about an employee’s preferences through this question, and their answers may provide insight into what components of a job need to be restructured or improved.
• How would you rate your job performance thus far? This question helps you understand the employee’s self-awareness, and can help address areas where they feel that they are struggling.
• How do you feel about your decision to work here? While an employee is unlikely to say they are unhappy with their decision to work for you, their initial response to the question can help you gauge how they are truly feeling about the position .

Questions About the Team

• Which co-workers have been most helpful since you arrived? This question helps you identify valuable employees who you can potentially recruit as mentors in the future.
• When you have questions about your work, who do you talk to? Do you feel comfortable asking? Use this question to assess the work dynamic and who the employee feels most comfortable with on their team.
• What difficulties have you experienced working with supervisors, co-workers or customers? How can we help? If there is a specific instance that you called out in your performance review, this is a good time to address it. Otherwise, this opens up the floor to the employee to share any instances where they experienced difficulties with their team.
• How do you feel your ideas are valued by your teammates? An employee who feels valued is likely to remain with the company. This question assesses how the employee is feeling in relation to their value to the team and organization.

Questions About Their Goals

• How clearly do you understand what’s expected out of you? This question addresses whether the employee understands what they’re expected to achieve.
• What areas do you want to improve in order to achieve your goals? Digging into self-assessment abilities, the employee can identify areas that they feel they need to work on in order to better perform their job and move up in the company.
• Where would you like to see yourself in the long-term with the company? Not only does this get the employee thinking about their role with the company, but opening a conversation about long-term goals will likely make the employee feel valued and improve retention.

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The Definitive Guide to 90-Day Performance Reviews (with Examples)

Performance Management

Oct 28, 2021

Many companies today are adopting longer onboarding processes that span three months. By doing so, they provide the ongoing support that new hires need. 90-day performance reviews take place after an employee’s first three months on the job. This formal meeting marks the end of the onboarding process. Moreover, it helps employees gain clarity on how they’ve been performing.

Software solutions can assist you in delivering 90-day reviews. You probably have many points to cover, and the right tools can keep you organized.

We know these reviews can feel daunting. That’s why we’re going to guide you through every aspect of the 90-day review process. We’ll begin by exploring what it involves before delving into key benefits and challenges. We’ll then share essential guidance on planning and conducting the 90-day review. 

1. What 90-Day Performance Reviews Entail

2. why hold 90-day performance reviews, 3. challenges in conducting 90-day reviews, 4. planning 90-day reviews.

Let’s take a more in-depth look at the reason for holding 90-day performance reviews. Then, we’ll consider who you should conduct these reviews for and their typical format.

The Purpose of 90-Day Reviews

• Helping managers confirm that a new employee is the right fit. (If the company has hired wisely, this will probably be the case.)
• Providing the new hire with valuable guidance. By this time, the manager has a solid understanding of how the employee performs. The review allows for in-depth reflection on whether the employee is on the right track. 
• Helping to course-correct early on, if need be. If issues are identified, the manager and employee can work to resolve them.

Managers should frame the 90-day review in this way to avoid causing stress. Simply put, it serves as a chance to learn and grow.

Who Should Receive 90-Day Reviews  

Conduct 90-day reviews with all of these employees:

• New hires who recently joined the company.
• Those who have transitioned laterally to a new role.
• Those who were recently promoted.

Some of these employees are brand-new to your company and its culture. Others may have been with your company for years. However, they are navigating a brand-new role that brings a new set of challenges. They may be joining a new department or managing a team for the first time. They need support just as much as new hires. This means they will also benefit from a thorough 90-day review.

Format: Best Practices

The 90-day review can have a very similar format to any other performance review. These days, you may be delivering reviews virtually. Fortunately, you can hold effective reviews by video chat or in person. We’ll share tips that apply to both situations.

Download Now: Free 90-day Performance Review Templates [Get Your Copy]

The 90-day review can bring all of the following benefits:

• Establishing expectations. You may need to clarify existing expectations. You may also need to set new ones for the future.
• Helping employees understand how they’re performing. They’ll gain a clear overview of their progress over the past several months.
• Strengthening areas of weakness. The review provides a chance to create a plan for improvement.
• Gaining valuable input about the onboarding experience. Managers gain feedback about what is working and what could improve.
• Boosting job satisfaction. Holding thoughtful performance reviews boosts employee engagement. They feel valued when their manager actively nurtures their growth.
• Establishing an ongoing feedback loop. Set expectations for how often you’ll check in about progress. For instance, plan to hold formal meetings once per quarter.
• Enhancing the employee/manager relationship. The 90-day review strengthens the foundation of this relationship by providing critical support.

The employee experience in the first three months can be a game-changer—for better or worse. Consider that 33% percent of employees quit within the first 90 days . However, holding 90-day performance reviews can help you earn their loyalty. By promoting engagement and nurturing growth, you’ll help employees envision a future with your company.

Let’s take a look at two common challenges and how to address them.

• Problem: They can cause more anxiety for employees than the typical review. Employees may fear they could be let go if they haven’t met expectations. They may not yet have an established track record of success within their position. They may, therefore, be more likely to fear they are falling short. Solution: Avoid calling it a “probationary review” or referring to the first 90 days as a “probationary period.” This language suggests employees might be let go if they don’t measure up. (Plus, it may be legally inaccurate !) Emphasize that the review will promote their professional growth.
• Problem: Holding a performance review over video chat may feel awkward. Communication may not flow as smoothly. And as we all know, body language is harder to read through a screen. 

Solution: Carefully communicate the format of the review. Share the agenda by email a day or so in advance. When you start the review, set guidelines for who will speak when. You might say, “I’ll begin by pointing out some of your accomplishments for your first 90 days. Then, I would like to hear your perspective on what you’ve accomplished.” Do the same as you introduce each agenda item. That way, you won’t be interrupting each other or waiting for one another to speak.

Also, take a moment to lighten the mood at the beginning of the review. Smile and engage in a bit of chit-chat. An upbeat attitude promotes a candid conversation.

Thoughtful planning will help you get the most from 90-day reviews. Take the following steps to set yourself up for success.

1. Begin by setting an agenda

Your agenda will structure the discussion. Include items such as these:

• Assess progress toward goals set for the first 90 days. Determine whether the employee has achieved them. If not, pinpoint what will bring them closer to these goals.
• Set new goals for the future. You might first agree upon goals for the first six months on the job. Then, you might determine goals for the year. The new goals will probably be more ambitious than those set for the first 90 days.
• Gain feedback about the onboarding experience . The employee may have valuable input for your organization. Make communication a two-way street. 
• Discuss key challenges the employee is experiencing. These could include technological or communication difficulties. 
• Learn how the employee feels about the scope of the role. Consider whether the new hire has a balanced workload or feels confused about job responsibilities.
• Assess culture fit. Consider how to better help the employee connect with their team if need be. For instance, enhance collaboration by establishing new team communication norms. Consider scheduling more social time for hybrid teams. Or re-explain workflow processes to the employee.
• Determine training and mentorship needs. Consider whether the resources you provided early on proved beneficial. Evaluate whether the employee needs more training to overcome a challenge or enhance a strength. 
• Communicate whether responsibilities have increased at this point. Convey whether expectations have changed, too.
• Provide reminders about important policies. Employees may not have absorbed all of these details right off the bat.

Use the same agenda for all employees (or those in similar roles). This will help ensure consistency and fairness. HR might keep forms that managers can use to structure reviews.

Further, choose a target time limit for each point. That way, you can cover them all in a balanced way.

2. Review key performance indicators in advance

Never rely on memory alone to assess performance! Look at metrics that show whether the employee is excelling or struggling. Assess specific data that illustrate areas of strength and weakness. Refresh your memory about the tasks assigned to the employee. Then, evaluate how effectively the employee carries each of them out. Review your notes on employee progress from the past three months. Bring your findings to the review to discuss with the employee.

Ask employees to reflect on KPIs as well. Invite them to bring evidence of their own success whenever feasible. Clear examples of how they are struggling will help you support them as well.

3. Decide on a list of questions

The performance review should be a dialogue, so ask plenty of questions. As with the agenda, HR can maintain appropriate lists of questions. They may differ by role to some extent. Again, maintaining consistency will help ensure fairness. Group questions under relative agenda points for an easy reference.

Asking questions on the following topics will help you gain insights from the employee. Remember that employees may still be getting up to speed in their new roles. That’s completely normal. Maintain a supportive tone, as it takes time to fully master a role.

R esults Achieved

• What accomplishments are you most proud of?
• Can you discuss any specific outcomes you have achieved so far?
• What deliverables do you aim to achieve in the next three months? Six months?

E ngagement

• What helps you to do your best work?
• Is your current schedule working for you?
• What do you enjoy most and least about your job?
• Do you feel appreciated for your contributions?

C hallenges

• What have you found most challenging?
• Tell me about your time-management strategies.
• What could help you be more productive?
• What skills do you want to improve?

C ommunication

• What mode of communication do you prefer?
• Do you want more frequent check-ins with me? With your team?
• Are you and your fellow team members collaborating effectively?
• Are you developing strong relationships with team members?
• Is your mentor providing valuable guidance? Would you benefit from another mentor?
• Do you need to amend any of your goals or their timeframes? Is there a strategic reason to change direction?
• Do you see opportunities to set any stretch goals?
• Do you need any additional support or resources to reach your goals? 
• What training and development opportunities would you be interested in?

90-day Performance Review Templates

Wondering what type of questions to include in a 90-day performance review? Download our free templates to find out! It includes 3 sample questionnaires to conduct a 90-day performance review, a 30-day and a 60-day check-in!

Encourage the employee to ask questions as well. Leave space for employee questions within each agenda item.

Some of these questions deal with progress toward goals and objectives. Meanwhile, others pertain to how you can support the employee moving forward. (If the employee isn’t feeling like part of the team, assign them a peer mentor, for instance. Pair people up with different work buddies each week. Hold social events virtually.) Strive to gain clarity about how the employee learns, works, and communicates best. That way, you can tailor your approach to her needs.

4 . Clearly record your conclusions

Concisely write down your findings prior to the actual review. This helps you share them clearly with the employee. Make notes of any changes or additions that arise during the review. 

Here are some typical employee-facing statements found in 90-day performance reviews:

Note: Feel free to begin each statement with “employee,” “he,” “she,” “they,” or make it more personal by using a first name.

• Employee produces quality work.
• He communicates clearly with the team.
• She completes work in a timely manner.
• They understand core responsibilities.
• John asks for advice and support when needed.
• Employee clearly understands goals and objectives.
• He actively seeks out and learns from feedback.
• She maintains a positive and professional attitude.
• They are working to strengthen areas of weakness, including presentation skills and ability to teach others.
• Susan needs assistance with time management.
• Employee is motivated to pursue stretch goals.
• He works to solve problems that arise.

State specific achievements of goals and objectives as well. Point out particular obstacles and challenges the employee has faced, too. Keep a careful record of these observations for your future reference. You should reflect on them before your next review.

Following these best practices will deliver more successful performance reviews. Employees will leave with clarity on where they stand. They’ll also know what areas of weakness to strengthen. And they’ll have the support needed to improve. While they won’t have mastered every aspect of the role just yet, they’ll be well on their way. 

By this point, employees should feel confident in how to carry out their roles. They should be fully integrated into their teams and comfortable collaborating with team members. They should demonstrate a proactive approach to learning, showing steady progress toward goals. And, of course, they should be motivated and engaged in their roles.

Use the right tools to enhance the 90-day review process. Quality software that helps you track performance and plan reviews will maximize results!

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HR Glossary › What is a 90-day review?

What is a 90-day review?

Saray Ben Simhon

Head of Human Resources, Connecteam

Saray is the Head of Human Resources at Connecteam, where she leads a team of HR specialists. She has a diverse background in recruiting and HR management and deeply understands the unique challenges presented to high-growth companies. Saray has strong managerial and business leadership skills, making her a relentless force in solving company issues. Saray holds a BA in Behavioral Sciences.

Why Conduct a 90-Day Review?

How to conduct a 90-day review, 12 questions to ask during a 90-day review.

A 90-day review is a performance review conducted at the end of an employee’s first three months with an organization. It typically marks the end of the formal onboarding process for a new hire. 

30 and 60 -day reviews are more often focused on the onboarding process for new employees and getting them settled into the organization. 

A 90-day review is a final touch point with an employee before they complete the onboarding phase and should contain an element of performance review.

The first 90 days in a new position are likely to involve a steep learning curve as an employee familiarizes themselves with the organization, the duties and expectations of their role, and the company culture. It’s also a key period for establishing professional relationships with coworkers, clients, customers, and other significant stakeholders. 

An employee’s onboarding experience has a direct impact on their overall job satisfaction, engagement, and productivity. Companies with formal onboarding programs can see 50% better retention and 62% greater productivity among new hires, so getting the onboarding experience right is also a key factor in reducing employee attrition rates. 

If you only conduct 30 and 60-day reviews, it will most likely be another 10 months before an employee has their annual review—and you could miss the opportunity to address any issues that arise during this time. 

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What should be the focus of a 90-day review?

A 90-day review is a good opportunity to evaluate your new hire’s performance, revisit their longer-term goals discussed during the 60-day review, and obtain their feedback on the overall onboarding experience. 

After three months in the role, an employee should have a good understanding of their day-to-day tasks and broader responsibilities, as well as organizational processes. 

90 days is also a good point to get a measure of the employee’s performance based on their manager and coworkers’ observations. Identifying any areas of concern and providing constructive feedback at this time helps an employee to grow and address any issues before they become a bigger problem. 

Here are some best practices for conducting effective 90-day reviews with your new hires. 

Before the review

• Give the employee sufficient notice of the review . In addition to mentioning it at the end of their 60-day review, send a reminder to the employee several weeks prior so they have time to prepare. 
• Define the objectives of the review . Identifying what both you and the employee hope to get from the review will help keep the conversation relevant and productive. 
• Prepare a short performance evaluation . As this is the key part of the 90-day review, a structured evaluation will help guide the process and allow you to refer to examples if necessary. Base this on the feedback you’ve obtained from the employee’s manager and colleagues. 
• Provide the employee with a short list of questions in advance . To ensure the review is collaborative rather than one-sided, give the employee time to prepare for the questions you’ll be covering. 

During the review

• Focus on reflection rather than a probationary period . Employees may feel anxious about a 90-day review as you will most likely be evaluating how they’ve performed during their probationary period. But employees shouldn’t be expected to operate at 100% in a new role from day one. Their first three months should be spent learning the role as well as the organization’s culture and processes. A 90-day review allows for reflection on this so you can provide constructive feedback on areas of improvement, if necessary. 
• Facilitate a conversation, not an interview . This review is also an opportunity for the employee to raise any concerns they may have. Give them the space to provide their feedback on the onboarding process, their role, and the organization more broadly.
• Set out goals and expectations moving forward . As the employee won’t have another review for some time, it’s important to revisit and reinforce ongoing progress at the 90-day mark. You can also help the employee to plan how they will achieve these objectives. 

After the review

• Keep a record of the performance evaluation and review. As well as being best practice from a record-keeping perspective, it’s useful to revisit the notes made as part of the 90-day review before an employee’s annual review. The employee should also be provided with a copy of these notes. 
• Explain the next steps . As there may not be any further formal reviews before the employee’s annual review, advise them of this and explain how they can raise any concerns or questions in the meantime. 

Use an employee management app with a timeline feature so you can oversee your employees’ previous and upcoming milestones for more productive evaluations.

As you’ll be evaluating the employee’s performance so far, ensure the review is a two-way conversation. 

You want to ask a variety of questions during a 90-day review relating to the position as well as the employee’s experience within the company. Here are some examples:

Questions about the training process

• Can you describe your experience with the onboarding process?
• What aspects did you find most helpful, and what areas do you think could be improved?
• How effective did you find the training provided in preparing you for your role? Were there specific areas where you felt more or less prepared?
• Did you feel adequately supported during your initial days? Were there sufficient resources and guidance available to you when you had questions or faced challenges?

Questions about the role

• How clear are you on your role and the expectations associated with it? Are there any aspects of your job description or responsibilities that you find unclear or need more clarification on?
• What challenges have you faced in your role so far, and how have you addressed them?
• How satisfied are you with your current role and responsibilities? Are there aspects of your job that you particularly enjoy or find less engaging?
• Do you feel you have the support, resources, and tools necessary to perform your job effectively? If not, what additional support or resources would be helpful?

Questions about their goals in the company

• What are your immediate goals within your role, and how do you plan to achieve them in the next few months?
• Looking ahead, what are your long-term career aspirations within our company? How do you see your role evolving to achieve these aspirations?
• What skills or knowledge do you feel you need to develop to reach your professional goals here? How can the company support you in this development?
• How do you see your personal career goals aligning with the company’s vision and values?

As always, ensure the employee has the opportunity to raise any questions or concerns they have during their 90-day review. Their responses can provide crucial insights into how they’re adjusting to your organization. 

A 90-day review is often the final review during an employee’s formal onboarding process. Three months into a role is an ideal time to conduct a small performance evaluation, identify any areas for potential improvement, and address any concerns that either you or the employee may have. 

The value of 30, 60, and 90-day reviews should not be underestimated as they can be a useful tool for understanding early factors that might affect an employee’s performance or long-term commitment to your organization.

Learn How to Easily Make Timelines of All Your Employees’ Milestones with Connecteam

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Related articles

30 Day Review

A 30 day review is a performance review conducted at the end of an employee’s first 30 days with an organization. 

A 360 review is an employee performance review in which feedback is gathered from many sources, including vendors, clients, managers, and colleagues to give a full picture of an employee’s performance.

60-Day Review

A 60-day review is a performance review conducted at the end of an employee’s first two months in a new role. 

Quicklinks ‍

How to run a 90 day review that makes your employees successful in your company.

Imagine a meaningful milestone for your new hires. Not a year. Not half a year. Just 90 days. Quick, right? Yet, in the corporate world, those first 90 days? They're golden.

For a new hire , this period is often the steepest learning curve . For managers and HR professionals ? It's the litmus test. The opportunity to nurture, guide, and cement the foundation for long-term success.

Enter the 90-day review—not a mere formality nor a check-the-box exercise. It's the bridge that transforms a newcomer into an integral team player. It's a chance to identify gaps, celebrate milestones, and outline the roadmap ahead.

After reading this article, you'll: 

• Know what to cover in a 90 day review . 
• Hold 90 day reviews that transcend the usual metrics, start honest conversations, and ensure that the company and the employee reap tangible benefits (Think: growth, performance, retention).
• Get practical examples of how to give feedback during this review to motivate progression and change, regardless of how the first 3 months went. 

And if you're short of time, download our 90 day review template and start to use it today. 

📅 What is a 90 day review ?

A 90-day review is an assessment taking place after an employee's first three months in a new position or with a new company. This review aims to evaluate the employee's performance, integration, and alignment with company values and goals during this initial period. It provides an opportunity for both the employee and the supervisor to discuss achievements, areas for improvement, and expectations and to clarify any questions or concerns .

The 90-day review is particularly valuable for ensuring new hires are on the right track and have the resources and support they need to succeed in their role.

The 90 day review looks at different areas, including: 

• overall performance;
• productivity; 
• key challenges;
• organizational adjustment;
• company culture;
• training or development needs ;
• feedback about the onboarding process ; 
• revision of company policies (like rules around sick leave or vacation days);
• future potential. 

Usually, the 90 day review is the first time the employee gets constructive feedback . During earlier assessments (after 30 and 60 days), it's often too soon to properly evaluate performance . Those meetings aim to make employees feel welcome and integrated and assist with learning needs.

As with all performance reviews, a 90 day performance review is the perfect occasion to boost motivation and show your employee you value their work. (If they've done a great job, that is.) 

How is a 90-day review different from a probation period review?

While both reviews aim to ensure the right fit and performance levels , the 90-day review is more feedback-driven and developmental, while the probation period review is more decision-driven regarding the continuity of employment. 

The probationary review is held before the probationary period ends . (The duration of a probationary period can vary depending on the organization and the role. It could be shorter than, equal to, or longer than 90 days. The typical probationary period is 3-6 months.) It determines whether the employee meets the organization's standards and should be confirmed in their role or if employment should be terminated.

If the employee hasn't met the expected standards, they might not pass the probationary period, leading to termination or extension of the probationary period in some cases. As a result, the probationary review carries more weight regarding employment continuity than the 90 day review. 

In contrast, the 90 day review is more developmental in nature . It evaluates how well the employee integrates into the company, identifies areas of strength and growth, and ensures the employee has the resources and support they need.

Feedback is crucial at this stage to set the employee on the right trajectory. So, the outcome usually focuses on supporting growth through coaching or additional training or resources.

                                                                        

90-day review	Developmental	Feedback-driven and developmental	Within 90 days of employment	Feedback, coaching, and potential additional training or resources
Probationary review	Decision-driven	Determines employment continuity	Before the probationary period ends (typically 3-6 months)	Confirms the employee's role or may lead to termination or extension of probationary period

🎯 7 Objectives of a 90 day review

Assessing cultural fit

Even if you've assessed your employees against the company culture during the hiring process, you can't truly know if it's a match before they start. After 90 days, you should be able to tell whether your new hire fits into the company culture. 

This goes both ways – ask your employees for feedback about the company culture and whether they feel integrated and aligned with company values. 

Gauging the employee's understanding of their role

This is the opportunity for your employee to ask questions about their responsibilities. And also to check if they're clear on the scope of their tasks. 

Do they think their daily tasks fit the job description and expectations?

What do they enjoy the most?

Could you assign more of that and less of what they aren't as passionate about?

Perhaps they need support in the parts that don't feel like a fit. 

Evaluating their basic competencies and early performance

Naturally, your employee will make mistakes during their first 90 days. Depending on the complexity of the role, they're probably not yet up to speed. That said, around the 90-day mark, you probably have a fairly good picture of their performance.

You should also have an idea about their key strengths and competencies. Which leads us to the next point:

Addressing any concerns or gaps early on

Just like in a relationship, conflict can be avoided by addressing concerns as soon as they arise. That's the big advantage of regular performance reviews – you don't want to wait until the yearly review to signal any mishaps. 

Getting employees comfortable with regular reviews

Invite your employees to share what they think is working well, too. The sooner you can get them comfortable with regular reviews, the better! Regular performance reviews have many advantages.

"The challenge with annual reviews is that they're a collection of indirect, out-of-context feedback that a supervisor or boss is supposed to deliver long after a project has ended, so the feedback is no longer educational or useful," says Susan Clarke , co-founder of Thrive, a coaching and consulting firm.

She means that feedback is more efficient when it's given regularly. "That way, you're able to clarify expectations before a team member or colleague gets too far ahead in a task or a project."

Setting a foundation for future performance metrics

The first few weeks shouldn't be about performance. They should be about getting familiarized with the daily tasks and the team and getting up to speed. 

Around 90 days in, however, you'll want to increasingly shift the focus toward performance. 

🎯 For more guidance about when you can expect your new hire to become profitable, check out our guide on time to productivity .

Look at the performance metrics relevant to the role and use these as the foundation for setting goals. 

Determining overall job satisfaction

This includes asking about the onboarding experience. You'll get invaluable feedback to improve the process for future hires. 

Side note: Avoid postponing the meeting once you've set a date. Even if you send over an agenda and share what they can expect, the 90 day review can be stressful for new employees and something they want to mentally prepare for. 

Plus, remember to show appreciation for the employee's first few working weeks. Starting a new job means a lot of new things to learn, names to remember, and a culture to adapt to. A seamless onboarding experience definitely helps, but it's normal for the employee to still feel a bit overwhelmed.

✈️ Afraid you've missed something? We've got you covered – download our new hire checklist to ensure you've got it all down. 

🕵️‍♀️ How to conduct a 90 day performance review ?

So, how do you conduct a successful 90 day performance review?

Gather feedback from those who've worked closely with the employee

As a manager or HR representative, it's natural that you haven't micromanaged your employees or watched their every move. 

Instead, you can check in with those who've seen the employee's performance up close. It can be someone in a similar but more senior role or someone the employee has communicated with daily. 

Ask as many people as possible for a fair and well-rounded picture.

Establish goals for the next phase

What do you want to accomplish during the next phase of working together? The 90 day review is usually the first time you set clear goals for the coming period. You want the goals to be clear and specific and centered around relevant employee performance metrics.

🎯 To learn more about employee goals , check out our dedicated article.

Create a development plan

An employee development plan is a way of mapping out the employee's intended growth and career path, including key competencies and goals. It helps identify any additional training or resources the employee might need. 

👀 Check out our examples to get all set with your employee development plans .

📝 Free 90 Day review template

Feeling a bit overwhelmed with all the information so far? No worries – we've created a 90 day performance review template for you.

It includes: 

• a checklist with preparation tips for managers;
• questions for you to fill in before the assessment;
• questions to ask your employees during the meeting.

❓ 90 Day review questions

So, what questions should you ask during a 90 day review? We have divided them into different categories:

Pre-meeting questions for managers

• Have there been any instances where the employee was uncertain about their role or tasks?
• Has the employee demonstrated alignment with company values and culture?
• Have there been any mistakes worth mentioning? 

Pre-meeting questions for peers

• How well has the employee integrated into the team?
• How well does the employee know their tasks? 
• On a scale of 1-10, how autonomous is the employee?
• Does the employee respond timely and clearly when communicating via email/chat?
• How does the employee respond to constructive criticism?

During the meeting

Culture fit: .

• What do you feel about the company culture? 
• Can you give an example of when you acted in alignment with the company values or vision?

Role understanding:

• Can you describe the responsibilities and expectations of your role? Is there something that needs clarification or needs to be more aligned compared to the job description?
• What are the main objectives and key performance indicators for your role?

Performance:

• What are you most proud of having achieved during these first 3 months?
• Where would you need more support to be able to focus more and perform better?

💬 90 Day review examples

Example for some exceeding your expectations: "Project X was a major success, and you deserve credit for your role in it. Your performance when it came to tackling new issues was much appreciated, and we will keep in mind your problem solving capability for future project considerations."

What makes it effective feedback: The feedback is specific by mentioning the project it concerns, as well as what the employee did well (problem-solving when tackling new issues). It's also objective since it talks about something measurable (performance). 

Review examples for someone who meets most expectations: "We think it is essential to cycle project leads and allow everyone to manage a team. Your performance during Project X was quite good. I know you don't like being the center of attention, but if you work on your public speaking, I think you have leadership potential."

What makes it effective feedback: Like the previous example, it's specific and clear. The employee gets where there's room for improvement – in this case, public speaking. It's also personal ("I know you don't like being the center of attention"), which makes the employee feel seen. The comment is encouraging by touching on the leadership potential. Bonus point for ending on a positive note! 

"I wanted to talk about your productivity. While your quality of work and output were sufficient, your productivity score was consistently under 50%. While this isn't a significant concern since your results were adequate, we can find a better way for you to stay active during your shift."

What makes it effective feedback: Once again, we see the specificity. Feedback is more fair and gets better received when it's backed by data.

A bad example would be "your productivity score was low," but this example presents the exact numbers to avoid ambiguity. It also balances the constructive feedback with the parts that went well. 

Example for someone who does not meet expectations: "I'm sorry to say that you missed too many deadlines over the past quarter. The quality of your work has been good, but time management is also important. Let's talk about how we can ensure you stay on schedule this upcoming quarter."

What makes it effective feedback: As for the other examples, the clarity and neutral approach. \It also takes a solution-oriented approach by not dwelling on the underperformance but instead looking for how the employee can improve moving forward. The example uses inclusive language (" we "), which can make the employee feel less exposed despite constructive criticism. 

📊 You'll find more performance feedback examples in our complimentary guide. We've also created a guide specifically for constructive feedback examples since giving constructive feedback can be more challenging. 

🧑‍🎓 Want to learn about the entire training process for new employees? Check out our 15 best practices for training new employees effectively .

📈 What are the next steps after the 90 day review , especially if there are performance concerns?

Rightly used, the 90 day review is the springboard to increased performance and motivation.

There are several activities you can offer to keep the momentum going:

• Coaching: Coaching is excellent for motivating your employees. It also teaches them to become more self-sufficient and look for the answers from within. Plus, they'll get to know themselves, their weaknesses, and their strengths better. Coaching can help your employees feel acknowledged – one of the most critical factors behind employee satisfaction and retention.
• Extra training: What knowledge gaps have you noticed during the first 90 days? And what's the feedback from your employees about what they want to learn better? Get clear on where you'll need to give additional training. Prioritize the most urgent areas to get your employees up to speed.
• Shadowing a more experienced team member: This is one of the simplest and most cost-effective forms of extra support for new hires. What's great about it is that two of your employees reap the benefits – the new hire and the experienced team member. Teaching is the fastest way of cementing skills, and they can feel acknowledged to get the possibility to guide a newcomer.

🤔 Still unsure about exactly what kind of support to offer your employees post 90 day review? Check this analysis of the difference between coaching, feedback, and mentoring .

➡️ Conduct meaningful 90 day reviews with Zavvy

90 day reviews are critical as a rite of passage in an employee's journey. It marks the end of mostly learning and absorbing information and the beginning of the expectation to perform. 

90 days might seem like a blink, but they set the trajectory for an employee's journey in your organization. With Zavvy, make every day of that crucial period count and lay the groundwork for long-term growth:

• Beginning with onboarding , Zavvy ensures that new team members aren't just filling seats; they're diving headfirst into your company's culture and processes, setting them up for success from day one.
• When it's time for that pivotal 90-day review , our streamlined performance review software efficiently captures the achievements, milestones, and challenges the employee faces. (You can trigger this review automatically 90 days after the hire date. Set it up once, and all your future hires will get the reviews automatically scheduled.) Our robust feedback mechanisms ensure that assessments are comprehensive, incorporating insights from peers, superiors, and self-assessments.
• But what happens after the review ? That's where Zavvy truly shines. With our career frameworks and employee development software , each employee is presented with a clear growth pathway, ensuring their momentum isn't lost post-review.

📅 Book a demo with Zavvy to get an idea of how much time and effort you'll save – and how much more value you and your employees will get from reviews!

Keke is Zavvy's expert in learning experience. On our blog, she shares experience and insights based on her studies in learning design and experiences made with our customers.

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90 Day Review Templates

90 day review templates (& printable examples).

It is traditional for new employees to be given 90-day probation. The new employee spends this time getting acquainted with the new work environment. They use the same time to decide if the job is what they expected. The employer uses this time to observe the employee at work. From the observations, they can tell if the new worker has the right skills for the job. Once the 90 days are over, the HR manager uses the 90 day evaluation form to help them make the final decision.

Table of Contents

• 1 90 Day Review Templates
• 2 What is a 90-day evaluation?
• 3 90 Day Evaluation Forms
• 4 Why is a 90-day review important?
• 5 Benefits the new employee gets from the 90-day evaluation meeting
• 6 90 Day Review Forms
• 7 What should a 90-day review include?
• 8 90 Day Review Samples
• 9 How do you ask for a 90-day review?
• 10 How do you write a 3-month performance review? 

What is a 90-day evaluation?

After the recruitment process, the new employee is given 90 days to learn the job and decide if they still want to work with the company. The employer also observes the employee determine if their experience and soft skills apply to their new position.

The 90-day evaluation is done once the probation is over. It is a performance-based evaluation that reviews how the worker has performed within the last three months. It is also a time for the worker to review the work conditions in the new company and decide if they want to keep their new job or quit.

Mostly, the meeting is held between the new employee and their direct manager. If the company is not big, the HR manager can arrange the meeting and conduct the review. If the new employee is okay with the work environment and the manager is okay with them, they can sign the letter for permanent hire.

90 Day Evaluation Forms

Why is a 90-day review important?

A 90-day review is important due to the following reasons.

• It is a time to review the overall performance: This is the time when the manager uses the 90 day evaluation form to determine the overall performance of the new worker. They use any useful metrics or information that tests how the new worker performed in the last 90 days.
• It is a time to review employee productivity: The new employee might not be expected to attain a high level of productivity since they are still learning. However, the 90 days can tell a lot about how likely the employee will become productive.
• The new employee learning pace: Workers take different times to adjust and learn the rules of a new work environment. The 90-day review helps the manager measure if the new employee has adjusted fully to the new work environment.
• Business culture: The new employee can share at this time how they feel about the business culture. They can share how they feel they are fitting in.
• Professional and career development goals : The manager helps the new worker to set goals to guide them for the rest of the year. They discuss with them if there is a need to train and the training opportunities available.
• Future: If the employee is ready to continue working with the company, they may receive additional tasks if they have proved productive.

Benefits the new employee gets from the 90-day evaluation meeting

The new employee will have an opportunity to share their experiences verbally and will also answer questions in the 90-day evaluation form. They will gain different levels of benefits.

• They can share their onboarding experience:  The company managers often look for opportunities to improve services, such as their hiring processes. This is the chance for the new employee to share their onboarding experience. It is important to be specific and share both the good and bad experiences. The information will be useful to the management.
• The employee receives feedback:  It is an excellent opportunity to receive feedback from the manager. The feedback touches on performance and productivity. It is also a good time to ask the manager about their expectations moving forward. It reflects positively on the new worker to show they are ready to move forward.
• It is a time to seek guidance:  The employee might have some work-related concerns. They can use this time to raise them and seek guidance from the manager. The concerns might touch on work culture, expectations, productivity, or clarification of some issues.

90 Day Review Forms

What should a 90-day review include?

A 90-day evaluation marks the end of probation or an onboarding process. The evaluation mirrors back the last three months since the new employee joined the company. The meeting should be two-sided, where the manager allows the new employee to share their feedback.

The manager must have ready with them the 90 day review form and the questions they will ask the new employee. It is the best time for the new employee to read some 90 day review samples to get an idea of what to expect during the meeting. The 90-day review form should include the following:

Onboarding questions

Onboarding questions address the onboarding process. They help the manager get ideas on what is working for the company and what areas require improvement. The manager may ask questions such as:

• How would you rate our onboarding program?
• What recommendations would you suggest to help you make it better?
• Which part of our onboarding program did you like most?
• Which one did you like least.? The ideas the employee gives for this question will help the company improve its onboarding experience.
• Is there any training you might be interested in? This question helps the manager identify the areas the new employee requires support in terms of skills.

Questions about the new employee designation

Questions about the new employee’s job roles will help the manager figure out which tasks the employee could still be struggling with. They will also know which tasks the employee is best at. This section could ask questions such as:

• Has your role in this company met your expectations? The answers the manager gets can help them figure out if they described the roles accurately.
• What issues do you like about your job?
• What issues do you dislike about your job? This question helps the manager learn what the employee prefers most. It can help the manager restructure the roles by removing or adding some.
• For the last 90 days, how would you grade your position? The question helps the manager learn about the worker’s self-awareness.
• What’s your feeling about working here? The answer they give will give the manager an idea if the employee is ready to continue working with the company. They might not directly say it but their words will tell if they are already looking somewhere else.

Questions about the work team

These questions dig deeper into the work team dynamics. The employee shares how they feel about working with their teammates. The questions help measure how well the employee is fitting into the new work environment. The team could also be hostile to the employee refusing to cooperate. The manager can have in the 90 day review form questions such as:

• Within your team, who has been most resourceful to you? This is another way to identify the most valuable workers. They can be recruited as mentors.
• Who do you approach most anytime you need to ask something?
• Are you comfortable speaking to them? The question helps the manager to assess dynamism at work.
• Have you had any challenges working with your supervisors, workmates, or customers?
• What help can we provide? This is the best chance for the employee to open up and share their work experiences. It is also the best chance for the manager to bring up any issues they might have noticed with the employee.
• According to you, are your work ideas valued by your workmates? One of the reasons an employee may feel they want to quit is if their ideas are always devalued. If this is the situation, the manager can take this chance to correct it.

Questions about short-term and long-term goals

These questions help the manager get an idea of what the employee expects both in the short-term and long-term goals.

90 Day Review Samples

How do you ask for a 90-day review?

Sometimes the manager might not ask for a 90-day review. The employee can take the step to ask their manager for a review. It can help the manager receive important feedback that can help them improve performance .

It will be a good time to receive insights from the manager concerning work expectations. Check some 90 day review examples to know what happens during the review. It will be important to know how to ask for a 90-day review. Here are the steps to follow.

• Timing is important. The manager could be busy, which can be the reason they are not asking for a review. The best time to approach them is when they are relaxing during their lunchtime. Another good time is when they are catching up on the news in the morning before the official work time begins. If they come to your desk on an official work routine, use the chance to ask for a review.
• Make a formal request. You can get ideas from the 90 day review examples on how to make a formal request. If you make a verbal request, the manager may accept it but they can easily forget due to work engagements. It is best to make a written request that they can file and act as a reminder.
• Highlight the benefits. The reason you are asking for a 90-day review is that you want to benefit from it. It is important to highlight these benefits. The manager will value your request and honor it. Acquaint yourself with the question by reading 90-day review examples.
• Get ready with your goals. Since you are the one who requested the 90-day review, it is best to get ready with your questions or goals. Have an agenda for the review. Make a list of questions you would like to ask the manager. Mark the areas you would love to improve on. The manager will come with their set of questions but make sure you have yours too.
• Create a feedback strategy. Feedback helps an employee improve work performance. It can help them improve on their efforts and mindfulness of their role. Sometimes even old workers request for review to help them know how they are performing.

How do you write a 3-month performance review? 

The main purpose of a 90-day review is feedback. The manager provides feedback to the employee and vice versa. The main focus should be to help the employee become better but not to criticize.

The feedback should be approached positively. Get the right three-month review template. You may read the 90-day review samples to help you choose the right template to use. This is how you write a three-month performance review.

• Write your goals. The 90-day review must be tagged on goals. The goals focus first on the past, then the present and future. The past focuses on how the employee has performed in the last 90 days. The present focuses on where they are at the moment. The future focuses on where they are headed or what is expected from them.
• Create the review time. Do not create a tentative 90-day review time. Instead, create a specific time. Give the employee a specific day and time. Let the meeting be in a private setting to avoid distractions from customers or employees.
• Write the performance review. Apart from the verbal feedback, prepare written feedback that the employee can take. It will help them spend time later to read the feedback and let it sink in them. In the written review, include some specific examples of how the employee has been performing.
• Prepare the 90-day review questions. To ensure the review meeting goes on smoothly, prepare the sets of questions relevant to the meeting. These are the questions that will help you get a lot of insights from the employee. The answers they give will help you know the best strategies to help them. After your set of questions is over, give the employee time to ask their set of questions.
• Prepare the follow-up strategy. It is important to do a follow-up after the review meeting. There will be issues that you highlighted that require your attention or another manager’s attention. If the employee requires more training, ensure it is provided. If they require more or lesser tasks, find a way to help.

More Templates

Emergency Contact Forms

Employee Write Up Forms

Employee Evaluation Templates

Personal Information Forms

Corrective Action Plan Templates

Peer Evaluation Forms

Performance Review Questions to Ask at the 90-Day Mark

Navigating the initial 90 days of a new hire’s journey or assessing an employee’s progress within this period is no small feat. This crucial juncture can set the tone for future performance and alignment with company goals. It calls for a deliberate approach, emphasizing the right performance review questions to ensure both parties are on track to meet expectations. The importance of constructive feedback, goal-setting, and establishing performance improvement plans during these check-ins cannot be overstated. They are key components of fostering a productive work environment and guiding employees toward success.

This article dives into the essence of a 90-day review, offering a comprehensive guide for managers prepping for this pivotal phase. It outlines key questions to include that cover goals, feedback, expectations, and suggestions for performance improvement plans. Moreover, it shares best practices for conducting effective 90-day reviews that enhance communication and set a positive trajectory for employee development. Whether you’re aiming to fine-tune your approach to performance assessments or looking for fresh insights on nurturing talent, the forthcoming sections promise to equip you with practical tools to make the most of these critical check-ins.

The Importance of a 90-Day Review

The 90-day review is a critical juncture in the onboarding process, serving as both a checkpoint and a springboard for future success. Initially, it allows both the employee and manager to assess how well the new hire is integrating into the company culture and adapting to the job. This period is not just about evaluation but also about establishing a strong foundation for ongoing development.

Understanding the Purpose Behind 90-Day Reviews

The primary purpose of the 90-day review is to provide an early indicator of employee performance and fit within the company. It offers a structured timeline for new hires to adjust to their roles and demonstrate their capabilities. Importally, it also allows managers to address any issues early, ensuring that new employees are on the right track and fully aligned with the organization’s goals.

Benefits for Both Employees and Organization

For employees, this review period is an opportunity to receive constructive feedback, clarify expectations, and understand the areas in need of improvement or enhancement. It’s a chance to reflect on their initial contributions and integrate into the team more effectively. For the organization, these reviews help in gauging the effectiveness of their recruitment and onboarding processes, potentially leading to higher retention rates and better employee performance. By investing in thorough 90-day reviews, companies can significantly enhance their talent management strategies, ensuring that new hires are well-positioned to contribute to the organization’s success.

Preparing for the Review: A Manager’s Guide

Setting Clear Objectives for the 90-Day Review

To ensure a productive 90-day review, managers must first clarify what they aim to achieve. Reviewing previous documentation from 30- and 60-day evaluations can help identify trends and persistent issues. Whether the employee has exceeded expectations or needs improvement, setting realistic, specific goals for future performance is crucial. This step sets the stage for targeted discussions and measurable outcomes.

Gathering Feedback from Various Sources

A comprehensive review should include insights from those who work closely with the employee. Managers should collect feedback from supervisors and peers to gain a well-rounded view of the employee’s performance. This feedback is invaluable for providing a detailed performance review that addresses all areas of the employee’s work life, from daily tasks to overall contributions.

Creating a Conducive Environment for Open Discussion

Scheduling the review at a specific time and in a private setting is essential to give the employee undivided attention. Prior to the meeting, managers should prepare a one-page performance review summary that highlights key achievements and areas for improvement. During the review, it’s important to encourage open dialogue, allowing the employee to respond to feedback and discuss their role and experiences. This approach not only makes the review more interactive but also helps in understanding the employee’s perspective and fostering a supportive atmosphere.

Key Questions to Include in Your 90-Day Review

Assessing Employee Adjustment and Engagement

• How clear are you on your role and the expectations associated with it? This question helps gauge how well the employee understands their responsibilities and clarifies any confusion.
• What challenges have you faced in your role so far, and how have you addressed them? Understanding the obstacles encountered provides insights into the employee’s problem-solving skills and resilience.
• How satisfied are you with your current role and responsibilities? This inquiry allows the employee to express their contentment or concerns, which can be crucial for their continued engagement and satisfaction.

Evaluating Progress Towards Goals and Expectations

• What are your immediate goals within your role, and how do you plan to achieve them in the next few months? Discussing short-term objectives ensures they are on track and aligned with organizational goals.
• How do you see your personal career goals aligning with the company’s vision and values? This question aligns individual aspirations with the company, fostering a sense of belonging and purpose.

Identifying Areas for Improvement and Future Aspirations

• What skills or knowledge do you feel you need to develop to reach your professional goals here? Identifying skill gaps is essential for personal development and organizational growth.
• Where would you like to see yourself in the long-term with the company? Discussing long-term career aspirations helps in planning future development and roles that align with the employee’s growth trajectory.
• Do you have any suggestions to improve the onboarding process? Feedback on the onboarding process can provide valuable insights to refine and enhance the initial experiences of future hires.

Best Practices for Conducting Effective 90-Day Reviews

To ensure that a 90-day review is both effective and conducive to employee development, managers should focus on several best practices.

Ensuring Constructive Feedback and Positive Reinforcement

It’s crucial to share constructive feedback with employees about their performance over the past three months. Highlight both strengths and areas for improvement, ensuring that the feedback is specific and actionable. Recognizing accomplishments not only boosts employee morale but also encourages continued excellence. Providing clear examples of where improvements can be made helps employees understand expectations and how to meet them.

Fostering a Two-Way Conversation

A 90-day review should be a dialogue, not a monologue. Managers should encourage employees to express their thoughts on their roles, the onboarding process, and the organization at large. This approach helps identify any concerns early and allows employees to feel valued and heard, fostering a stronger connection with the organization.

Setting the Stage for Future Development and Growth

The final part of the 90-day review should involve setting clear goals and expectations for the future. Managers need to work with employees to outline achievable objectives and provide the necessary resources or training to help them succeed. This not only sets a clear path forward but also demonstrates the organization’s commitment to the employee’s growth and success.

Through the comprehensive exploration of the 90-day review process, we’ve underscored the significance of constructive feedback, goal-setting, and the establishment of performance improvement plans as pivotal for fostering a productive work environment and steering employee success. These elements collectively facilitate a smoother integration of new hires into the company culture and the fine-tuning of their alignment with organizational goals. Emphasizing the dual benefits for both employees and organizations, the discussion laid out a clear roadmap for managers to prepare, execute, and capitalize on these critical early assessments, thereby enhancing both individual and collective achievements.

The dialogue around this topic has not only illuminated the procedural nuances and best practices for conducting effective 90-day reviews but also emphasized the importance of setting a positive trajectory for employee development through open communication and collaborative goal-setting. As organizations strive to refine their talent management strategies, the insights shared here serve as a foundational guide to maximizing the potential of 90-day reviews. By taking these lessons to heart, managers and employees alike can look forward to a future where growth, improvement, and success are not just goals, but expectations cultivated from day one.

Need help with onboarding new employees? DataPerk can handle all of your new hire’s tech needs!

What should be discussed during a 90-day review.

A 90-day review should cover the performance of the employee, providing a detailed yet concise evaluation of their progress. It’s an opportunity for the employee to voice any questions, concerns, and suggestions for improvement.

Which questions are essential for a 90-day review?

Essential questions include evaluating the company’s onboarding program, identifying the most and least helpful aspects of the onboarding process, and discussing any future training interests the employee might have.

What topics are covered in a 90-day employee feedback survey?

The survey typically explores the employee’s feelings after three months at the company, their most enjoyable experiences, the success of the onboarding process, and any surprises they’ve encountered regarding their role or the company.

What are some critical questions for new employees in their first 90 days?

Key questions include whether the employee feels welcomed by the team, if they have an appropriate amount of work, whether they’re being challenged to learn, and how they see their work aligning with the company’s mission.

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Making human connections leads to better recruiting.

How to prepare for the 90-day performance review.

Monday, June 8th, 2015

While the initial relief of landing a new job offers momentary relief, that triumphant feeling is often short-lived. Now that you’re sitting at your desk, working away, the reality sets in: now you have to perform, and live up to your résumé. With the 90-day performance review looming on the horizon, “settling in” quickly isn’t an option—it’s a requirement.

It’s human nature to fear any kind of review, especially one that happens on the heels of the feeling-out process. However, new recruits should look at the 90-day performance review as an opportunity, and prepare accordingly. Here are three things to consider as this three-month milestone approaches:

Treat Your Review Like an Interview

Sure, you interviewed to get your position. Obviously, you were successful. But now, you can impress your boss further by coming prepared. For example, have you saved your employer money, or generated revenue? Have you gone beyond the call of duty on a particular project? Selling yourself—as you probably did in your initial interview—shows how well you’ve adapted to your new role, and how you’re fitting into your new company culture. That’s why you should view your 90-day review as a presentation, one that highlights your contributions.

Be Prepared for Constructive Criticism

Unless you’re a rock star, you’re probably going to receive some negative feedback along with the good. This is only natural since you’re still getting your feet wet in your new position. Your 90-day performance review is also an important part of the onboarding process for management, so remember to put yourself in their shoes—they’re on your side, and want you to succeed. While constructive criticism can sting at first, it’s valuable information that allows you to show improvement between now and your next evaluation.

Don’t Be Afraid to Ask Questions

In many ways, the 90-day performance review also serves as a way to clarify any confusion you might be having about your performance requirements, company policies, or what resources you might not be utilizing effectively. This is also a great time to ask when your next review will be, since some employers have another one mid-year, while others might do reviews annually. This is the time to ask any of those burning questions you might have. If you treat the review as an open forum now, there’s far less chance of surprises later.

Your Attitude Is Everything

Like many things in life, your attitude going into a 90-day performance review will go a long way toward having a successful one. While some mild anxiety is to be expected, taking a deep breath and focusing on what you’ve done over three months will start to make you feel more confident. Again, the review allows you to quantify what you’ve done, and uncover what you can do better. When you break it down like that, there’s really no reason not to view it as yet another opportunity. Now, rather than securing a job, you’re taking a step toward securing long-term employment instead.

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The Right Way to Conduct a 90-Day Performance Review

What is the right way to do an evaluation of a new hire.

Many companies have a 90-day "probationary period" for new hires . At the end of this, the manager is supposed to do a sit-down evaluation with the new employee. It's such a standard thing that we often don't think about it, but we should. It's actually an area which can cause your business big trouble if you don't do it right. Here's the right way to conduct a 90-day performance appraisal.

Stop Saying "Probationary Period."

This is not just a language thing--it's a legal thing. In the United States (with the exception of Montana), all employees are at-will unless they have a contract (such as a union). You do not want to do anything to jeopardize the at-will status. So, stop referring to the first 90 days as a probationary period because it implies that the rules change at day 91. If you can be fired without notice on day 75, does the end of the probationary period mean something's changed and now you can only be fired for cause? You don't want to get in the legal battle over that. Just say, "We're going to do a review at 90 days."

Aim for 90 Days.

We don't call it a 90-day review for nothing. The 90 days isn't critical. You could do a 60-day review, a 120-day review, or a 75.5-day review (over lunch!). The critical part is to do it when you've told the employee you will. Put it on the calendar on your new hire's first day.

Why? Because performance reviews stress the heck out of your new hires . If you postpone or don't get around to scheduling, it makes it difficult for your employee. She doesn't know where she stands. So, if you say you're going to do it, do it.

Have an Agenda.

If you sit down and say, "So, how are things going?" you're going to miss important things. You can certainly have that type of conversation, but not at an official review. A review should have, at a minimum, an agenda. If this is official company policy, there should be a form.

You want to stick to the agenda and cover these things (plus whatever is important for the particular position):

• Areas where the new hire needs additional training
• Cultural fit
• Gaps in knowledge
• Workload evaluation
• The employee's observations
• Things that need changing
• Things that are working well

Make Sure the Employee Has a Chance to Speak.

This is not just about you giving feedback, it's about you receiving feedback. What is and what is not working? Are there improvements that your new hire wants to make? Are there concerns you should know about? It's better to learn about these things now than have problems appear later on.

Remind the New Employee About Policies.

Most people aren't going to take a day off in their first few months, so they may have forgotten the proper procedures to request time off. The new employee may not have submitted an expense report or had to buy plane tickets for travel, but she will in the future. It's a good time to go over these things so that the employee never feels uncomfortable.

And if the 90 Days Were a Failure?

If it was a total failure, then that should not be a surprise to anyone at the review. If you've been attempting to fix the problems for the past 90 days, it's time to let the employee go. However, if it was a disaster because you didn't provide training and support, you need to fix that. Bringing in someone new won't fix the company's onboarding process.

But if the employee is definitely the issue, it's better to part ways sooner rather than later. Get the paperwork in order and get everyone to sign off and bid the person good luck in their future endeavors.

Say Thank You!

You know what a new job is? Hard. It's far more difficult than a job you've had for three years. You get decision fatigue just because everything is new--you have to develop new patterns and new techniques. You have to deal with new people and learn their quirks. It's tough. So thank your new hire. She's survived 90 days, and that's not easy. Let her know you're thankful.

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5 steps to writing a ‘First 90 days in the job’ presentation

Written by Iain Flinn

Helping business leaders in the enterprise software, Cloud/SaaS/PaaS and emerging technology sectors to identify talent and build high performing teams across EMEA.

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Writing a ‘First 90 days in the job’ presentation doesn’t have to be daunting, follow our guide and create a presentation that gets you the job of your dreams.

Are you preparing for the final stage of an interview for your dream job? Don’t let the thought of creating a ‘First 90 days in the job’ presentation overwhelm you. This presentation is your opportunity to showcase your skills, demonstrate your understanding of the business, and impress your potential employer. In this guide, we’ll show you how to create a presentation that stands out from the crowd .

Like a honeymoon, only you’re much easier to ditch

The first 90 days of a new role is a grace period, You’re getting to know the people, the business and the culture. But this crucial first 90 days on the job is also the time that lasting impressions are made. Remember, you’re a risk to the business and your employer will be using this period to establish whether they made the right decision. That’s why the ‘first 90 days in the job’ presentation is as much for you, as it is for your future employer. You stand to gain a lot from laying down the foundations for the first three months.

That’s why it’s important, here’s how to write one:

Start researching in your first interview.

If you’re already past this stage, it’s fine, just try to recall the information and don’t be afraid to revisit conversations if necessary. You need to know all about the business needs and ambitions, so ask questions, probe for answers and listen. Then build your presentation around their key objectives and goals. Good questions to ask:

• What’s your mission statement and vision?
• What is the company trying to achieve?
• What are you (the hiring manager) trying to achieve?
• What challenges does the department face?
• What do you expect from me?
• What critical projects are you managing at the moment?

You’re looking for multiple ways to help them. Have this in your mind throughout your interviews, it’ll put you in a great head-space to be inquisitive and retain control.

Focus on your potential employer’s needs

This is why you need to do the above research. Your presentation isn’t just about you, it’s about your employer , so you’ll need to understand their needs and place them at the centre of your presentation. Get a full understanding of the objectives of the role, the goals of the hiring manager and the department as a whole. Then, demonstrate how your experience and knowledge can support these objectives.

Add your strengths, carefully

Shouting about your skills in a vacuum will get you nowhere, but align them to the goals of your potential employer and they will start to see the real tangible  value of your experience . Think feature and benefit, not just feature. For example: Feature: “I’ve delivered £multi-million field marketing campaigns”. Feature and benefit: “I’ve built and delivered £multi-million field marketing strategies for my current employer, so in the first three months I’d review the company’s strategy for the roll-out of similar campaigns. Using my industry knowledge, I’ll ensure we’re using the right channels, to target the right audience with the most impactful messages. Furthermore, with my experience of using an array of marketing automation platforms, I’ll ensure we’re using the right systems and tools to correctly measure the impact of our strategy and the overall ROI. At my previous employer, in my last marketing campaign, I was able to deliver this under budget by £18,000, whilst generating a 156% increase in leads for our sales team which resulted in a 71% year-on-year increase in sales.” Use proven and tangible real-world examples to align your skill set to their objectives. Ensure your examples showcase your skills and experience, but make sure your pitch is in line with their goals.

Say what you’re going to do, day-to-day

Explain to the  hiring manager how you’ll fill your days. This will vary depending on your role, but use the actions below as a foundation for more specific contributions:

• You’ll get immersed in the department and brainstorm how your input can increase company growth.
• Having gotten a better understanding of the business, you’ll start advising, leading and contributing to the conversation.
• See more of your colleagues’ desks than your own. Get out amongst the team and get to know them by name, their role, ambitions, challenges and more.
• Go above and beyond by taking on some tasks outside of your remit. Remember – you’re there to help.
• Behind all of this sits one unshakable focus – your boss’s expectations of you. You’re always aware of them, and what actions and decisions will you take to ensure that you meet them?
• Time-stamp your objectives for the first 90 days, and put a tangible project plan in place to show that you’ve thought it through.

How will you over-deliver?

Giving your employer more than they expect is business as usual, but how will you raise the bar and show them what excellent looks like? Towards the end of the third month, you should be feeling comfortable and confident in the role, so use these foundations and consider discussing how you’ll go ‘above and beyond:

• You’ll be proactive when it comes to relevant company situations and events.
• You’ll be aware of new projects coming on-stream and prepare potential solutions.
• You’ll be getting more involved by joining a club, council, board, or committee.
• You’ll make yourself available to other departments if there’s a need for your skills.
• You’ll take on work outside of your responsibilities to accelerate business growth.

Do all that and you’ll turn from a risk into an asset

Remember, a strong 90-day presentation will reassure your employer that you’re going to make a positive difference in their organisation. It outlines the skills you’ll bring, how they’ll help and the value you’ll add, making it easier for the business to see their potential return on investment. And for you, it provides focus and confidence at a time when an unfamiliar routine (or lack of a routine) can cause added stress. Channel that pressure to impress and use it to create a ‘First 90 days‘ presentation that puts you way ahead of the competition.

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The 30-60-90 Day Plan: Your Secret Weapon for New Job Success

When you’re starting a new job, sometimes deciding whether to pack a lunch the first day is a struggle—forget about planning out the next few months. So if you’ve been asked to make a 30-60-90 day plan for your new job—or even earlier during the interview process—you might have a few questions like What? And How? And Do I really need a job or can I live off the grid in a cozy little cave?

But we promise, making a 30-60-90 day plan is possible and it can help you set yourself up for success at your new gig. We’ve got detailed instructions on when and how to make a 30-60-90 day plan, plus a template to guide you and an example to inspire you.

What is a 30-60-90 day plan?

A 30-60-90 day plan is what it sounds like: a document that articulates your intentions for the first 30, 60, and 90 days of a new job. It lists your high-level priorities and actionable goals, as well as the metrics you’ll use to measure success in those first three months. Done well, it will help you make a positive first impression on your new employer—or the hiring manager you hope will be your future boss.

Download The Muse’s 30-60-90 day plan template here .

When to make a 30-60-90 day plan

Many 30-60-90 day plans follow a similar structure, but the level of detail may vary depending on your situation. There are two main times when you might make one: preparing for an interview or starting a new job.

Note: If you’re a manager who wants to make an onboarding plan to help your new hires hit the ground running (without constantly having to ask you what they should do next), you should consider using our self-onboarding tool , a template for outlining your month-one goals for a new hire, as well as creating a week-by-week plan with a thorough list of meetings, readings, and tasks they should tackle in their first month on the job.

For an interview

If you’ve made it to a late-stage job interview, you may be asked something along the lines of, “What would your first 30, 60, or 90 days look like in this role?” It’s a good idea to prepare to answer this regardless of what level role you’re interviewing for, but it’s more common for higher-level positions.

With interview questions  like this, the hiring manager is likely trying to understand your thought process going into the job more than anything. They want to know: Do you understand the role and what it would require of you? Can you get up to speed quickly and start contributing early on? Do your ideas show that you’re the right candidate to fill this particular position?

Even if you’re not explicitly asked this interview question, coming prepared with a plan can help you wow the hiring manager and stand out among other applicants. “Employers are looking for people who are agile and proactive,” says leadership consultant Michael Watkins, author of The First 90 Days: Proven Strategies for Getting Up to Speed Faster and Smarter . “By talking about how you would approach your first 90 days, you demonstrate agility and proactiveness.”

In other cases—more commonly for higher-level management or executive roles—you may be asked to do an interview presentation . Creating a 30-60-90 day plan to present is a great way to show the hiring manager that you understand the challenges a company or department is facing and you have a clear plan for tackling them.

Be sure to include a few specific ideas in your interview presentation—depending on the role you’re interviewing for, that could be suggestions for ways to cut costs, increase sales, or improve customer satisfaction. You want to convey: “I’ve got five good ideas, and when you hire me, I’ve got 50 more,” says career coach Eliot Kaplan , who spent 18 years as Vice President of Talent Acquisition at Hearst Magazines.

For a new job

If you’re starting a new job, your new manager may explicitly ask for a 30-60-90 day plan in writing, or you may want to create one for yourself to help ease the transition to your new role. In either case, the goal is to set yourself up to hit the ground running—and to be sure you’re running in the right direction.

“If you come in without a game plan and try to tackle everything, you’re going to get nothing done,” Kaplan says. “Come up with a couple things you can accomplish successfully.”

If you’ve already started the position, you’ll have access to internal resources and your new coworkers, which will make it easier to create a detailed, realistic plan. If there are things you’re unsure about—like goals, expectations, or typical benchmarks—ask! You’ll likely impress your new colleagues with how proactive you are, but more importantly, you’ll gather the information you need to be successful.

Elements of a 30-60-90 day plan

Before you’re ready to get down to the details of your 30-60-90 plan, you’ll want to think about the high-level elements it needs to include. As the name suggests, you want to think of your plan in three 30 day phases that translate to your first 30, 60, and 90 days on the job. For each phase, you’ll need to:

• Determine a specific focus
• Set your top priorities
• Make concrete goals that support those priorities
• Determine how you’ll measure success

Here’s how to fill in the major parts of your plan for each of the first three months: 

Your specific monthly focus might change based on your role and the company, but typically, the broad focus of each 30-day period will look similar:

• The first month (days 1-30) of a new job is about learning.
• The second month (days 31-60) is about planning and beginning to contribute
• The third month (days 61-90) is about execution and—when applicable—initiating changes to the status quo.

Within those broad monthly buckets, outline your high-level priorities for each phase. For instance, your priorities for different phases could include learning internal processes, performing your role independently, or proposing solutions to a problem facing the company. Your priorities should be more specific than your focuses, but broader than individual goals.

Setting goals is all about making a plan for how you’ll achieve your overarching priorities. For each phase, set goals that ladder up to your stated focus and priorities. (See our example 30-60-90 day plan below for inspiration.) If it’s helpful, break your goals into categories like learning, performance, and personal goals.

• Learning goals: To set these, ask, “What knowledge and skills do I need to be successful? How can I best absorb and acquire that information and those abilities?”
• Performance goals: These are concrete things you want to accomplish or complete as part of your new role. To set these, ask yourself, “What progress do I hope to make within the first 30/60/90 days?”
• Personal goals: These goals are more about getting to know the people you’ll be working with and finding your place within your new company or team. To set these, ask, “Who are the key people I need and want to build relationships with? How can I establish and foster those relationships, so that I’m seen as trustworthy and credible?”

For each goal, determine at least one metric you’ll use to track your progress. Ask yourself, “What does success look like and how will I measure it?” Not sure how to do that? Keep reading!

6 tips for writing a 30-60-90 day plan

So how do you figure out your focus, priorities, goals, and metrics for a brand new role? You’ll need to gain a deeper understanding of the challenges that the company or department is trying to solve and reflect on how you can make a positive impact within the first 90 days. Here are six tips to make that easier:

1. Think big picture .

Before you start writing out specific goals and metrics, reflect on your overall priorities. “Start with what’s important to you and work out from there,” says Muse career coach Yolanda Owens . “What are the things you’re going to need to know in order to be successful? Use [those] as your compass.” Identify why they hired (or are looking to hire) you, and set priorities that deliver on that purpose. For mid- and high-level roles, you’re likely being brought in to solve a specific problem or lead a particular project. For more junior roles, your priority can be getting up to speed on the basics of your role and how the company works.

2. Ask questions .

Whether you’re new to a company or still in the interview stage, asking questions is crucial. In order to set realistic goals and metrics that ladder up to your high-level priorities, you’ll need a baseline understanding of the status quo. Ask things that start with, “What’s the average…” or “What’s typical for…”

You can ask your new coworkers these questions or use early stage interviews to ask questions that could help you make a 30-60-90 day plan later on. Muse career coach Tamara Williams  suggests asking up front, “What can I tackle in the first 90 days that will allow me to hit the ground running as well as make a significant impact in the organization?”

3. Meet with key stakeholders.

Establishing healthy working relationships is key to success in any role. If you’ve already started the job, set up meetings with the following people within the first 30 days:

• Your manager
• Other coworkers on your team with whom you’ll work closely
• Other colleagues who are in your role or a similar one
• Any cross-functional partners (on other teams) you’ll work with regularly
• Any external partners (outside of the company) you’ll work with regularly
• Your new direct reports (if you’re a manager)

In each meeting, learn about your coworkers’ roles within the company—and also get to know them as people. Ask lots of questions about the company culture, internal processes, reporting structures, team and company challenges, and other questions that come up as you’re learning the ropes. It’s important to have these conversations before you make plans to change the way things are currently run.

“Too many times, [people] come into the role and say, ‘At my last company, we did it this way,’” Williams says. “That turns people off. You need to be a student before you become a teacher.”

4. Set SMART goals .

Once you’re clear on your high-level priorities, set specific goals that ladder up to your priorities for the 30-, 60-, and 90-day phases. These goals should be SMART: specific, measurable, attainable, realistic, and time-bound.

For example, instead of “Understand our SEO,” a SMART goal would be, “Within the first 30 days, identify our top 10 target keywords and assess how we’re currently ranking for them.”

5. Determine how you’ll measure success.

This will likely be different for each of your goals. Metrics are often quantifiable (revenue, pageviews, etc.), but some goals might have more qualitative metrics, like positive customer feedback. However, try to make even qualitative metrics measurable—for instance, the number of five-star reviews you receive.

6. Be flexible.

Don’t worry if you don’t end up following the plan precisely. Every job is different, so tailor your plan based on what you know about the role and organization, but accept that it will likely change. Ask for feedback throughout your first 90 days (and throughout your tenure at the company). If you have to course-correct as you go, that’s totally fine.

If you’re a team lead or executive, consider adding, “Conduct a SWOT analysis of my project, team, the department or the company as a whole,” to your plan during month two or three. SWOT simply stands for strengths, weaknesses, opportunities, and threats. Once you complete this exercise it might help you adjust the rest of your plan as well as set longer-term goals and strategies.

Also, don’t stress about the length of your written plan—it’s the quality that counts, Kaplan says. “I've gotten [90-day plans] that were two pages long and were perfect, and ones that were 40 pages long and were useless.”

30-60-90 day plan template

If all that feels a bit overwhelming, or you’d just like some more guidance, check out our (free) downloadable 30-60-90 day plan template .

Not a fan of our formatting? (Or just need the words and nothing else?) Copy and paste the text below for each month of your plan.

My 30-60-90 Day Plan

Prepared by: [Your name] Prepared for (optional): [Hiring manager or manager’s name, Company Name] Date: [MM/DD/YYYY]

Days [1–30/31–60/61–90]

Focus: [Your focus for your first month]

Priorities: [Your priorities for your first month]

Learning Goals

• [Your first goal.] ( Metric:  [How you’ll measure your first goal])
• [Your second goal.] ( Metric: [How you’ll measure your second goal]
• [Your third goal.] ( Metric: [How you’ll measure your third goal])

Performance Goals

• [Your first goal.] ( Metric: [How you’ll measure your first goal])

Personal Goals

30-60-90 day plan example

Use our 30-60-90 day plan template to start creating your own plan. If you’re stuck on how to fill it in, this example can provide some inspiration.

Focus: Learning

Priorities: Get up to speed on my role, team, and the company as a whole. Understand the expectations my manager has for me, learn how the internal processes and procedures currently work, and start to explore some of the challenges facing the company and my role.

Learning goals:

• Read all of the relevant internal materials available to me on the company wiki or drive and ask my manager for recommendations of articles, reports, and studies I should review. ( Metric: Reading completed)
• Get access to the accounts (email, task management software, customer relationship management platform, etc.) I’ll need to do my job. Spend time familiarizing myself with each of them. ( Metric: Task completed)
• Listen to five recorded sales calls by seasoned teammates. ( Metric: Five sales calls listened to)
• Meet with someone on the account management team to learn about what new clients can expect from the onboarding process. ( Metric: Task completed).

Performance goals:

• Make my first sales calls to key clients and prospects. ( Metric: Three sales calls completed)
• Ask my manager for feedback on my output and performance. Document the feedback so I can incorporate it in my future performance. ( Metric: Task completed)

Personal goals:

• Meet with my manager and as many other new coworkers as possible. Introduce myself and learn about their roles within the organization. ( Metric: Five meetings held)
• Set up recurring meetings with everyone I’ll need to work with on a regular basis—including cross-functional and external partners. ( Metric: Regular meetings set and attended)

Focus: Contributing.

Priorities: Perform my role at full capacity, with a decreased need for guidance. Start to explore how I can make a unique impact within my role and the company.

• Complete an online training course to learn how to better use our customer relationship management platform. ( Metric: One course completed)
• Shadow a seasoned member of the team, listen in on at least three of their sales calls, and document what I learn from observing their approach. ( Metric: Task completed)
• Make five sales calls a week to key clients and prospects. ( Metric: 20 calls completed)
• Ask a seasoned member of the team to observe at least one of my sales calls and give me feedback about how I can improve. ( Metric: Task completed)
• Listen to at least four of my own recorded calls and note self-feedback ( Metric: Four calls listened to)
• Ask for feedback from my manager and coworkers, and document the feedback so I can incorporate it in the future. ( Metric: TBD)
• Schedule coffee or lunch with someone from the company I haven’t gotten to know yet. ( Metric: Task completed)

Focus: Taking initiative.

Priorities: Start assuming more autonomy and finding small ways to practice leadership skills. Start to explore goals for the rest of the year.

• Identify and sign up for a conference, webinar, or online course that will aid in my professional development. ( Metric: One conference, course, or webinar signed up for)
• Analyze my performance so far and establish key metrics I care about (sales, leads, revenue, etc.). Implement a test to try to improve that metric. ( Metric: Task completed)
• Perform my core responsibilities at a higher level based on the metrics I outlined. (Close more sales, increase revenue, etc.) ( Metric: TBD)
• Develop an idea for a new project or initiative I can spearhead, and pitch it to my manager. ( Metric: Task completed)
• Complete the project or initiative I outlined and get feedback from key stakeholders. ( Metric: Project/initiative completed and feedback received from three key stakeholders)
• Get involved extracurricularly within the company by signing up for the corporate volunteer day or a company-sponsored club or sports team. ( Metric: Task completed.)

With our 30-60-90 day template, examples, and guidelines, you’re well-equipped to land the job you’re after or tackle your first 90 days in your new role. Happy planning!

Regina Borsellino also contributed writing, reporting, and/or advice to this article.

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15 types of employee performance reviews (with templates and examples)

An employee performance review is a meeting between a manager and their employee to discuss how the team member is pacing toward organizational goals. Though simple in design, there are many ways to create a more effective process that brings your reviews to life. See the top 15 performance review templates to measure success and improve your review skills.

Measuring success is a key piece to leading an effective team. After all, you can’t improve until you know what skills you need to build. 

You can measure success in different ways—from peer reviews to self reviews and different performance evaluations in between. To figure out the right review style for your team, we’ve put together 15 employee performance review templates to measure job performance effectively.

What is a performance review?

An employee performance review is an evaluation where managers, peers, or other stakeholders assess a team member’s job performance over time. While the performance review process differs depending on the period you evaluate and who is leading the review, there are a few key pieces to a successful review. 

Your performance review process should include:

Employee strengths: Always include feedback and praise regarding the team member’s strengths, such as effective problem solving and communication skills. This offers insight into what the employee is doing well.

Employee weaknesses: It’s also valuable to discuss any weaknesses or areas of opportunity for the team member. Areas of focus could include the ability to work in a team setting or when and how to share ideas more effectively. This is an opportunity for the team member to gain insight into where they have room to improve.  

Rating system: To determine areas of improvement, your performance review should include a rating scale to gauge each employee’s skill level in pre-set categories. A common example is rating employees based on standards such as: consistently exceeds expectations, often exceeds expectations, consistently meets expectations, needs development. You might use these ratings to evaluate the employee across different categories, like strategic mindset, communication skills, and team collaboration.

Review period: During the performance review process, you will measure an employee’s performance relative to a set period. Each organization does this slightly differently, but common periods include annually, bi-annually, or quarterly. 

Set goals: Clear SMART goals give employees a sense of where they can improve and what they should focus on in the future. SMART stands for specific, measurable, achievable, realistic, and time-bound. This helps to clearly define performance expectations for your employees. 

Every performance review will have the above elements, but there are other considerations to keep in mind—such as individual skills—that can’t be easily measured. These skills could include your ability to brainstorm in a team setting or support team members for the good of the organization.

Time-oriented performance review templates

Let’s take a look at the first type of employee performance review templates: time-oriented review periods.

1. Annual performance review

Review frequency : Once a year. 

An annual performance review measures a team member’s accomplishments over a year’s time. Overall performance may focus on core competencies as well as individual goals relative to performance management. 

An annual review is a great way to analyze performance history over the course of a year. Be sure to write the performance review down in a shared space. Documenting work in a central source of truth allows you and your employee to review what they did over the course of the year. This creates transparency around expectations and milestones . 

2. Mid-year performance review

Review frequency : Twice a year. 

A mid-year performance review measures a team member’s accomplishments bi-annually. This is a great option for teams who want to create transparency around performance.

That’s because giving team members an opportunity to see where their performance lands every six months allows them to gauge their performance and implement changes where needed. On the other hand, positive performance also gives team members a sense of what they’re excelling at. 

3. Quarterly performance review

Review frequency : Four times a year. 

Take transparent communication one step further with a quarterly performance review. A quarterly performance review evaluates a team member’s success four times a year, and gives your employee a more consistent opportunity to turn weaknesses into strengths. 

Just as other performance review styles, it’s also important to focus as much time and energy on positives as you do on constructive feedback. Both encourage good performance.

4. Year-end performance review

A year-end performance review measures a team member’s success against the financial success of the company. This review is commonly scheduled alongside the evaluation of long-term company goals and is used frequently for operations and marketing teams. This is because their work is closely aligned with financial revenue goals. 

While each company starts and ends their financial year on different timelines, it’s common for a year-end review to happen around the end of the calendar year.

5. 30-60-90 performance review

Review frequency : Once a month for the first three months of employment.

A 30-60-90 day performance review measures a new team member’s success. Often paired alongside a 30-60-90 day plan , this method reviews the new team member against job expectations after their first, second, and third months in the role. 

This review is a great way to give new team members a baseline of how they're meeting their role expectations. It also creates transparency around areas where they should focus more energy and time perfecting skills. Employee onboarding is tricky, and your team members may need to adjust their expectations, focus areas, and priorities as they learn more about the role. Without doing a 30-60-90 review, a new employee might not get a performance review for their first 6+ months working at a company—so they have very little understanding of how they're performing. 

As a manager, one of the most valuable things you can do for new team members is to provide multiple feedback sessions often to show that you're involved, engaged, and invested in your new team members' growth.

Team-oriented performance review templates

As a manager, you have a unique understanding of how your team member is performing in their role. But you can’t always see everything they’re doing. Employee performance review templates centered around team goals are a great way to gather feedback from other members of the team. Use these in combination with more traditional manager feedback to get a holistic review of an employee’s performance. 

6. Self evaluation review

Review frequency : Annually, bi-annually, or quarterly. 

A self-evaluation is where a team member evaluates their own performance. This gives you a better understanding of how each team member views their skills. It’s important to know that a self evaluation isn’t used to take work off your plate. Instead, it has its own benefits such as giving the team member a chance to communicate their viewpoint. 

Oftentimes you will then provide your employee feedback on the self-evaluation, using a physical or digital form. This creates balance between manager vs. employee viewpoints to ensure both are aligned. This is done during a one-on-one meeting where you’ll both chat about your feedback to perform a holistic performance review. 

7. Peer review

Review frequency : Annually or bi-annually.

Oftentimes, annual or biannual reviews will also have a peer review component. This gives peers an opportunity to answer questions and evaluate their coworkers—most commonly in written form. To use this feedback, collect the peer feedback, your feedback, and any self-review feedback during an annual or biannual review period. 

The main value of a peer review is giving team members an opportunity to see their value and areas of opportunity from other perspectives. Depending on the size of your team and your relationship with the team members, you may not have insight into everything each team member does. Peer reviews are an opportunity for team members to share that perspective with you, so you have a more holistic picture of the employee's performance.

8. Team performance review

A team performance review is where a group of individuals rate the performance of the team as a whole. Hearing multiple opinions from different individuals can help you understand the group’s needs, as well as identify where growth opportunities lie. This type of review is most valuable for managers. 

You can do this by asking each team member to fill out a self-assessment and answer questions about the team and the team’s goals. For example, you might ask:

How well did the team work together as a group?

Name one example of good team collaboration in the last period. 

Name one example where team collaboration was less effective in the last period.

How comfortable are you communicating feedback to your peers? What about your manager? 

What improvements could be made to enable better team collaboration?

Performance review templates

If none of the above performance review templates felt quite right, take a look at general employee performance review templates that work for most situations and teams. 

9. Simple performance review

A simple performance review focuses on performance phrases rather than numbers. This is because it’s crucial to give team members context about how they’re doing. Providing a rating without context can be confusing to team members and hinder their growth. 

A simple performance review helps keep expectations as clear as possible, without confusing the employee. Overall, it’s the best style when looking for a basic yet effective way to communicate performance.  

Center a performance review around goals and use examples to back up data. Without that, it can be challenging for team members to understand exactly how they can improve and meet expectations.

10. Goal setting review

Review frequency : Annually or bi-annually. 

Goals setting reviews focus on a team member's expected objectives. These goals can focus on an employee's professional objectives and how they align with the company's long-term strategy. For example, as a team lead , your goal over the next quarter might be to streamline cross-functional communication. This aligns with the company’s goal to create greater transparency across all departments.

Goal setting reviews should follow the SMART goal acronym to ensure they are specific and measurable enough to evaluate. SMART stands for s pecific, m easurable, a chievable, r ealistic, and t ime-bound. 

11. 360 performance review

A 360 performance review measures an employee’s performance from the perspective of all relevant team members. This includes self-feedback, peer feedback, manager feedback, and employee feedback about the manager if applicable. 

This type of review is particularly useful for managers who want feedback from their direct reports. Use this review template if you want insight from the people you work closely with, regardless of how their role relates to yours.

12. Professional development review

A professional development review measures a team member’s personal goals. This is important when you’re looking to evaluate a team member’s career trajectory. It ensures they’re meeting their role’s needs and developing personal objectives such as growing their leadership skills. 

By connecting job and personal goals, the employee can better understand how their role is supporting their career development. For example, imagine your employee shared that they eventually want to grow in a leadership position. Part of their professional development plan is to identify areas where they can get involved in a more strategic role. During your professional development feedback session, you can review the concrete steps they took towards that goal and outline additional next steps they can work towards.

13. Performance improvement review

Review frequency : Only when an employee is underperforming.  

Before using a performance improvement review, make sure you have an improvement plan in place. It’s important to communicate the expected performance goals ahead of time so the individual has a chance to meet their expectations. Once objectives are clear, you can use a performance improvement review to measure the team member’s success against previously defined expectations.

An improvement review measures your team member’s success based on a previously established performance plan. Use an improvement plan to clearly define expectations on how an employee can work to meet those objectives. Put a performance plan into place when an individual is underperforming based on their job description. 

14. Compensation check-in

A compensation check-in is a review of a team member’s performance to evaluate the merit of a raise. This type of review doesn’t guarantee a promotion, but it can  help create transparency around the expectations associated with an annual raise.

To do this effectively, be sure to provide examples of work where the employee went above and beyond their job description. This will create transparency around performance and promotion trajectory. 

15. Excelling feedback review

Review frequency : Only when an employee is excelling in their role.  

On the opposite end of the spectrum, use an excelling feedback review to measure and detail an individual’s successes. This review template gives the employee additional context about how their excellent work has positively impacted the team or company. This is why it’s commonly used in unison with a compensation check-in.

Taking a moment to acknowledge this performance can help boost employee morale , giving you both a moment to reflect on what went well.

Sample performance review example

Now that you understand the 15 most popular employee review templates, it’s time to craft one of your own. We created a sample performance review to give you an idea of what a general review template might look like. 

Employee name: Daniela Vargas

Review period: Q4

Date of review: January 1

Employee rating: Often exceeds expectations

Strengths: Daniela had an excellent quarter. She excelled in team collaboration by stepping up to help team members brainstorm solutions in order to meet deadlines. It’s clear that Daniela really cares about her work and her teammates and embodies Apollo Enterprises’ core values. 

Opportunity: While Daniela excelled in collaboration, I believe she could improve her thought leadership. There are opportunities for Daniela to learn new skills by attending workshops and keeping up with industry news which she can then bring back to the team. 

Learn one new industry skill a month in Q1. 

Lead two team meetings to share thought leadership by the end of Q2.

While you can use this sample as a starting point for your own effective performance review process, remember to put your own team flare into it. 

How to prepare for a performance appraisal

A performance review is a two-way conversation between an employee and their manager to discuss their strengths, quality of work, and future goals. Preparing for a performance appraisal, whether you're in human resources, a manager, or an employee, creates an evaluation process that helps to fairly evaluate and document employee progress and engagement.

For managers:

Thoroughly review the employee's past performance. Consider using an annual performance review template to assess employee development and any areas needing improvement.

Set clear, achievable long-term and short-term objectives for the next performance review cycle. These should match the company's goals and support both employee progress and organizational growth.

Have an open dialogue to boost employee engagement. Offer clear examples of past performance and provide constructive feedback to guide the conversation.

For employees:

Reflect on your performance. Identify strengths and areas for growth. Use the employee self evaluation form to organize your thoughts and achievements.

Think about your career goals. Set key performance indicators (KPIs) that support these goals, and prepare to discuss them with your manager.

Prepare specific examples of your work to discuss , including achievements, challenges, and the support you need moving forward to improve your performance rating and growth.

Employee performance evaluation follow-up

Both managers and employees should actively engage in follow-up actions after a performance evaluation. This ensures that feedback and action plans are effectively implemented, setting the stage for professional development. Here’s where employee development plans and performance improvement plans turn evaluation insights into actionable growth strategies.

Employee development plan

An employee development plan outlines a roadmap for an employee's professional growth and skill enhancement. Here are a few details to include:

Define specific goals based on appraisal insights to guide employee progress.

Identify essential skills and competencies for career development.

Set clear milestones, metrics, and timelines for achieving professional growth objectives.

Maintain ongoing communication and make necessary adjustments to the development plan as needed.

Employee performance improvement plan

When a performance review form identifies areas for improvement, an employee performance improvement plan specifies those areas and outlines specific, measurable goals for boosting performance.

To ensure accountability, establish realistic metrics and timelines for achieving each goal.

Conduct regular employee progress reviews to monitor advancements and tackle challenges.

Provide continuous support and adjust the plan as needed to ensure the employee's success.

How to give constructive feedback

Before you dive into the structure and style of various performance reviews, you must understand how to give constructive criticism effectively. Constructive criticism focuses on providing helpful feedback supported by specific examples. This gives team members the context they need to understand why they received the feedback they did.

To give effective and detailed feedback , be sure to do the following. 

Notify the employee before you meet

If you don't have a lot of experience giving feedback, it can be tempting to launch into a feedback session and get it over with as soon as possible. But in fact, the opposite is true. The more time you give your team member to prepare to receive the feedback, the more valuable the session will be. That’s because team members who are notified in advance can get into the right mindset to receive feedback openly without becoming defensive or passive. 

Be sure to let the employee know about the feedback session before you sit down for the official conversation. If possible, tell the employee what the feedback will be about. For example, you might say “During our quarterly performance review next week, I’d love for you to walk through your three proudest accomplishments from the last quarter and three things you want to focus on during the next quarter. Then, I’ll share the same thing. Together, we’ll come up with next steps and focus areas for you to dive into in the coming months.” This will give them time to prepare for the meeting and prep any relevant questions on their end.

Communicate in private

It’s easy for constructive feedback to accidentally turn into a negative experience if you share it in a group setting. No matter the type or style of performance review, make sure you’re communicating feedback in a private one-on-one setting. This ensures the employee doesn’t feel targeted in a group setting. 

If the type of performance review style you’re using includes feedback from more than one person—for example, peer reviews—it’s your responsibility as the team manager to aggregate that feedback and present it to your team member in private. Keeping the feedback session between you and your team member gives them a chance to process the feedback on their own time.

Offer actionable feedback

To ensure your feedback is constructive, always pair it with data-backed insights and actionable next steps. Doing so creates transparency around why the employee got a specific review based on their work. Offer specific feedback with details around what's been working well, what they can improve, and how to get there.

For example, imagine your team member has missed some important deadlines. You want to share that feedback with them so they can prioritize hitting their due dates in the coming months. In this example, it's significantly more valuable if you can include specific examples of due dates they missed. That way, you and your team members can refer to specific instances, work to figure out what went wrong, and then come up with concrete action items and processes they can implement in the future.

Document feedback in writing

Be sure to document constructive feedback in writing. You can do this in a feedback system or a tool like Asana . This way, you and the employee can look back on past performance and measure objectives accordingly.

This goes for positive as well as constructive feedback. Oftentimes, we overlook documenting positive feedback since, well, it’s positive. But keeping track of the team member’s major wins is a great way to increase team morale while reducing impostor syndrome and burnout .

Boost collaboration with performance review templates

A performance review is an excellent way to measure a team member’s performance. It offers transparency around expectations and serves as an opportunity to communicate honestly with your team. 

Making the process as transparent as possible is the best way to foster honest feedback and the desire to improve performance. Communication is at the center of an effective review process. 

From giving feedback with context to streamlining collaboration, Asana can help. Improve your communication not only during a performance review but every day with Asana’s team communication software.

Related resources

How to give and take constructive criticism

4 ways to establish roles and responsibilities for team success

Listening to understand: How to practice active listening (with examples)

Unmasking impostor syndrome: 15 ways to overcome it at work

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• 30-60-90 Day Plan Template &...

30-60-90 Day Plan Template & Guide [+ Free PowerPoint & Excel Download]

30% of new employees quit within the first 90 days on the job. Creating a 30-60-90 day plan helps engage your new hires from the very start, setting them up for long-term success in record time.

What is a 30-60-90 day plan?

HR’s role in the 30-60-90 day plan

• Helping employees visualize how they align their work and goals to the business and connect day-to-day tasks to the larger purpose of work
• Working with managers and employees to create a clearly defined plan based on specific and measurable goals
• Regularly checking that the plan is being followed and key metrics are being achieved.

Benefits of a 30-60-90 day plan

For organizations.

• Better alignment : A structured 30-60-90 day plan ensures that the employee understands how their work contributes to shared objectives and the company’s strategic goals. This clarity encourages collaboration and helps team members work together more effectively toward common goals.
• Improved onboarding : Creating a smoother and more structured onboarding process with a clear plan reduces the time it takes for new hires to become productive contributors.
• Early identification of issues : By tracking an employee’s progress through the 30-60-90 day onboarding plan, managers can identify potential challenges or skill gaps early and enable timely interventions and support to keep the employee on track.

For employees

• Clear expectations : A 30-60-90 day plan provides employees with a clear understanding of what is expected of them in their new role, reducing uncertainty and anxiety.
• Goal-oriented progress : Employees work to achieve specific, measurable goals, which boosts their confidence and motivation as they see tangible progress.
• Accelerated learning and integration : A clear plan encourages rapid learning and adaptation to the new role, helping employees integrate more quickly and effectively into the team and company culture.

Types of 30-60-90 day plans

30-60-90 day onboarding plan for new employees.

• Clarifying the role of new employees, ensuring they understand their responsibilities and deliverables
• Providing valuable insights through discussions with new hires, giving managers a better understanding of their skills and abilities, as well as what they know about the business
• Facilitating the building of relationships with new hires through regular communication and check-ins
• Helping new employees manage their time effectively by providing focus and direction for their tasks during their first 90 days.

Learn how to effectively onboard new hires

The 30-60-90 day plan for an interview.

The 30-60-90 day plan for internal promotions

• Setting clear expectations aligned with high-level objectives
• Alleviating new job jitters by clearly reminding employees of priorities, empowering employees to self-manage their work, and supporting goal setting.

HR pro tip Adjusting the 30-60-90 plan for internal promotions is an excellent way to highlight and encourage the behavior that earned the employee their promotion in the first place. Work with them to outline their skills and the value they bring to their team, department, and the business, and then align these with their short- and long-term goals.

30-60-90 day plan examples

1. 30-60-90 day sales plan example.

	s
	Number of market research reports completed	Develop actionable insights and present them to sales leadership	Synthesize findings to identify top 3 market opportunities	Develop actionable insights and present to sales leadership
	Size of qualified leads database	Build a database of 50 potential prospects	Qualify at least 25 prospects through initial outreach	Develop a target list of 10 high-potential leads
	Number of initial contacts made	Initiate contact with 50% of qualified prospects (at least 12 contacts)	Secure 5 introductory meetings or calls	Convert 2 prospects into active opportunities with follow-up meetings
	Product knowledge assessment score	Complete product training and pass a knowledge test with a score of 80% or higher	Participate in a product demo with a senior rep	Conduct an independent product demo, scoring 90% or higher in a peer review
	Number of new techniques implemented	Attend two sales training sessions on advanced techniques	Implement 2 new sales techniques in prospect interactions	Mentor a junior sales rep on 3 key techniques and share success stories with the team
	Sales revenue achieved	Set up the sales pipeline and forecast potential revenue from qualified leads	Close the first sale, achieving 10% of the quarterly sales target (e.g., $10,000 if the target is $100,000)	Achieve 30-50% of the quarterly sales target (e.g., $30,000 – $50,000) by closing additional deals
	Strategy effectiveness rating	Develop an initial outreach strategy based on market research insights	Test and refine the strategy through A/B testing with 10% of prospects	Fully implement the optimized strategy, targeting the remaining 90% of prospects
	Performance improvement rate	Track key metrics (e.g., contact rates, conversion rates) weekly	Analyze performance data and identify 3 key areas for improvement	Create a detailed report with actionable recommendations for optimizing sales processes
	Team collaboration rating	Schedule and attend weekly team meetings, actively participating in discussions	Collaborate on at least one cross-functional project with marketing or product teams	Lead a team initiative to improve a sales process or tool, presenting results to management
	Skill improvement assessment score	Identify 2-3 key areas for personal growth with manager feedback	Attend a relevant workshop or training to develop these skills	Demonstrate improved skills through a presentation or project, receiving positive feedback from peers or manager

2. 30-60-90 day plan for managers example

Goals/Actions	Key metrics	30 days	60 days	90 days
	Employee satisfaction survey results	Conduct individual meetings with each team member to assess dynamics and performance	Identify top 3 areas for improvement and create development plans for team members	Implement initiatives to improve satisfaction, targeting a 10% increase in survey scores
	Goal achievement rate	Meet with each team member to understand their personal and professional goals	Align individual goals with broader organizational objectives, setting SMART goals for each team member	Track progress on goals and adjust strategies to ensure at least 70% of goals are on track for completion
	Employee feedback and clarity of messages	Establish regular team meetings and one-on-ones, and create a communication schedule	Ensure consistent messaging by reviewing team feedback and adjusting communication as needed	Implement feedback mechanisms to enhance clarity and increase communication satisfaction scores by 15%
	Performance improvement plan effectiveness	Review recent performance data and identify at least 3 key skills gaps within the team	Provide targeted feedback and initiate coaching sessions for improvement in identified areas	Measure performance improvement with a goal of 20% enhancement in key performance areas
	Efficiency improvement percentage	Conduct a process audit to identify inefficiencies in current workflows	Develop and roll out a process improvement plan targeting at least 2 major inefficiencies	Measure and monitor process efficiency, aiming for a 15% improvement in overall workflow efficiency
	Employee development plan completion rate	Assess the development needs of each team member and create individual development plans	Implement at least 2 training and development initiatives tailored to team needs	Evaluate employee growth, aiming for at least 50% completion of development plans and tangible skill improvements
	Stakeholder satisfaction and feedback	Identify key internal and external stakeholders and their expectations	Build and strengthen relationships through regular check-ins and updates	Achieve a 20% improvement in stakeholder satisfaction and engagement based on feedback
	Time to resolution for key issues	Identify the top 3 challenges or problem areas affecting the team	Develop and implement targeted solutions for each identified problem	Monitor and refine problem-solving approaches, aiming for a 30% reduction in time to resolution

3. 30-60-90 day plan for executives example

Goals/Actions	Key metrics	30 days	60 days	90 days
	Number of strategic initiatives identified	Conduct a comprehensive assessment of current business landscape and gather data from all departments	Define 3-5 strategic goals and objectives based on initial analysis	Develop a detailed strategic plan with clear timelines, resources, and responsible parties
	Employee engagement survey results	Conduct individual and team assessments through surveys and one-on-one meetings	Address identified areas for improvement by creating tailored development plans	Implement initiatives to build a high-performing team culture, aiming to improve engagement scores by 15%
	Number of key stakeholder meetings	Identify and map out key stakeholders, both internal and external, and understand their needs	Hold at least 5 initial meetings to establish rapport and open communication channels	Foster strong partnerships by organizing regular updates and collaboration sessions, targeting a 20% increase in stakeholder satisfaction
	Profitability and revenue growth	Review and analyze the latest financial statements and key performance indicators (KPIs)	Conduct a comprehensive assessment of the current business landscape and gather data from all departments	Develop and begin implementing financial strategies aimed at achieving a 10% improvement in profitability and revenue growth
	Efficiency improvement percentage	Identify key bottlenecks and inefficiencies within current processes through analysis and team feedback	Implement process improvements, including automation of at least one major task, to enhance efficiency	Monitor and measure process efficiency, targeting a 20% improvement in overall workflow efficiency
	Employee satisfaction and adoption rate	Assess the organization’s readiness for upcoming changes through surveys and readiness assessments	Develop a comprehensive change management plan, including communication strategies and training sessions	Execute change initiatives, measure adoption rates, and aim for a 25% increase in employee satisfaction regarding the changes
	Key performance indicators (KPIs)	Review existing performance metrics and identify gaps in current KPI tracking	Set clear, measurable performance targets and align them with the overall strategic objectives	Evaluate team and individual performance, providing feedback and adjustments to ensure at least 70% of targets are on track
	Employee retention rate and leadership feedback	Identify key leadership development needs and opportunities within the team	Implement leadership training programs and establish mentoring relationships	Evaluate leadership effectiveness and growth through feedback, aiming to increase retention rates by 10% and improve leadership competency scores

4. 30-60-90 day plan for an internal promotion example

Goals/Actions	Key metrics	30 days	60 days	90 days
Transition and learning	Adaptation and knowledge acquisition rate	Meet with current HR Manager and key leaders to fully understand new responsibilities	Shadow current HR Manager and complete role-specific training to grasp complexities of the HR Manager role	Demonstrate proficiency by independently managing key HR functions and decision-making processes
Stakeholder management	Stakeholder satisfaction and feedback	Identify and map key internal stakeholders and their expectations	Hold one-on-one meetings with stakeholders to establish relationships and gather feedback	Implement strategies to enhance stakeholder satisfaction, aiming for a 15% increase in engagement scores
Team leadership	Employee engagement and productivity	Conduct a team assessment to understand dynamics, strengths, and areas for improvement	Provide tailored support and guidance to team members, setting clear expectations	Implement initiatives to improve team collaboration and productivity, targeting a 10% increase in engagement scores
Strategic planning	Alignment of HR initiatives with organizational goals	Review and align with the company’s strategic goals, identifying where HR can contribute	Develop HR strategies and initiatives that align with the company’s objectives, gaining leadership approval	Begin implementing strategic HR initiatives, monitoring alignment and impact on organizational goals
Performance management	Employee performance improvement rate	Review existing performance management processes and identify areas for enhancement	Implement at least one performance improvement initiative, such as a new feedback system	Evaluate the effectiveness of performance management initiatives, aiming for a 20% improvement in employee performance
Talent acquisition	Time-to-fill key positions	Review and assess the current recruitment process to identify bottlenecks	Streamline the recruitment and selection process, reducing time-to-fill by 10%	Improve recruitment efficiency by filling key positions with higher-quality candidates, achieving a 15% reduction in time-to-fill
Employee development	Employee satisfaction and career development plans	Identify development needs through discussions with employees and performance reviews	Implement targeted training and development programs, focusing on key skill gaps	Evaluate the impact of these programs on employee growth, aiming for a 20% improvement in satisfaction and professional development outcomes
HR policy and compliance	Compliance with HR regulations and policies	Conduct a thorough assessment of the existing HR policy and compliance framework	Update HR policies to reflect current regulations and best practices, ensuring clear communication to all employees	Measure and monitor compliance adherence, aiming for a 100% compliance rate and resolving any identified gaps

How to write a 30-60-90 day plan for new employees

Checklist: 30-60-90 day plan for new employees .

• New employee welcome
• Planning get-to-know meetings
• Clarifying short and long-term priorities
• Creating SMART goals
• 30-day goals
• 60-day goals
• 90-day goals
• Defining metrics of success
• Feedback and review checkpoints

1. New employee welcome

The welcome should include:.

• Role details
• How the role supports the broader organization’s objectives
• A summary of expectations and the support the employee should expect from their manager.

HR pro tip Personalize the welcome to the employee, their role, and how they will add value to the business, clients and colleagues. This will set the stage for a memorable onboarding experience.

2. ‘Get to know’ meetings

The ‘get to know’ section should include:.

• Who the employee is meeting, including their name, role, and responsibilities
• The key objective of the meeting
• Why this meeting will help the employee in their new role
• What topics should be discussed and suggested questions that the employee can ask to gain the most they can from the meeting.

3. Outlining high-level goals

The long-term goals section should include:.

• A list of outcomes-based goals to be achieved in 30, 60, and 90 days
• Context around how this goal relates to their position. For example: As a sales executive in this organization, one of your roles is onboarding new clients.
• A clear understanding that the employee should be aiming for fluency in their role by the 90-day mark and that this plan will help them achieve this goal.

HR pro tip Align long-term priorities to the organization’s key strategic goals. From there, work backwards to determine where the employee should be at the end of their first 90 days to be best positioned to support those priorities and which short-term goals need to be achieved within 30 and 60 days support key outcomes at the end of 90 days.

SMART goals

• Time-bound.
• Work with the new employee and their manager to define between three and five goals.
• Encourage the employee to learn as much as they can and to suggest which goals they believe they need to reach.
• Highlight that the employee is not working in a vacuum – they should be encouraged to ask questions, learn.
• It is important not to overwhelm the employee as this plan is formulated as the new hire arrives.
• Work with the employee and their manager to extend their roadmap, but make it clear that they are not expected to be able to meet these goals as they start their role.
• Ensure the employee understands this is the last month before they are expected to fully transition into their role.
• Set goals and expectations that can be used as the basis for the first performance contracting conversation.
• Allow the employee to also state what support they need during this last month to be able to fully transition into their role.

HR pro tip The third month is when the strategy mapped out during days 31 – 60 is executed. By this phase, the employee must be actively contributing to projects and working with their team to achieve results. Key metrics must reflect this.

4. Defining metrics of success

5. feedback and review checkpoints, hr’s role.

• The employee to give feedback
• The manager/leadership team to give feedback
• Metrics to be reviewed against goals
• Planning around additional support if metrics have been missed.

HR pro tip To support both managers and new employees in this journey, you can create a short template that helps them to document what was covered in the meeting, including a recap of goals, metrics, what was achieved and any key outcomes or learnings.

Free 30-60-90 day plan templates

30-60-90 day plan template: powerpoint.

30-60-90 day plan template: Excel

Nadine von Moltke

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Interview tips: building a 90-day presentation that’ll get you noticed

Like a number of us, I was affected by the impacts of the coronavirus. But not unlike you, I know this is not the time to panic but an opportunity to refine my interview skills, polish up my resume and continue to push forward in hopes of securing my next role.

When going through the interview process, you will likely have to present on several topics that might include presenting:

• Your GTM plan and strategy
• Your first 90-day plan
• An effective content strategy
• On how to put together a successful win/loss program.

For this article, I will focus on what I believe equates to a successful 90-day plan .  Before you get to this point in the interview process, you have likely had several interviews where you gained a better understanding of the role within the company, the opportunity, or challenges that lay ahead and have a better understanding as to where you would focus your time if given the opportunity.

This is where the hard work begins.

This is where you can demonstrate how you would approach your first 90-days in the role.

Think about how you would organize your thoughts and make a strong case for your employment.

You are not only evaluated on your ability to put together a comprehensive and articulate 90-day plan. Your delivery, execution, and overall presentation skills will put under a microscope as well.

The presentation will likely be 15-20 minutes in length. Be prepared to answer questions and be specific in your response. This will show you have prepared and put in the effort to demonstrate exactly how you will react in certain situations.  

Remember, everything you do is being evaluated and critiqued. Make sure you make eye contact through the presentation. Prepare your talk track. You don't want to appear as though you are reading from a script.

The first thing I recommend is to create your presentation outline. My recommendation is seven core slides.

Now let's dive a litter deeper.  

Within slides three through five above , this is where you can set yourself apart from the competition .  Be very specific as to what you will be doing. Again, this detail will prove that you understand the role, the company and that you gleaned enough detail from the interview process to highlight items specifically mentioned as gaps, needs, and critical responsibilities .  

For each of the "phases" listed above, break down the slide into four categories: Learning, Personal, Initiative, and Performance goals.  Under each category, you will need to demonstrate you understand the position and vital responsibilities required of the role. Remember, your goals will look much different in the "Education" phase than in the "Execution" phase.

Upfront, you will have more learning goals than performance goals.  As you progress through your first 90 days, your initiative and performance goals will become more extensive, and your learning goals less prominent.

To summarize, the purpose of this activity from the employers' standpoint is to:

• Evaluate your knowledge of the role
• Evaluate your presentation and delivery skills
• Narrow down the candidate pool from roughly three candidates to the person who will receive the offer.

Creating a 90-day presentation that will land you that job offer is not easy; it takes time and should demonstrate why you are THE person for the role. Keep this in mind, and you will ROCK this exercise.

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Resource Hub

90-day review with self-review.

This is what our 90-day review template with self-review looks like inside Teamflect. Teamflect users can send this template out to their direct reports across Microsoft Teams, or Outlook. You can customize this annual employee review template inside the Teamflect admin center and change questions, question types, review results criteria, and more!

90-day Review with Self-review Template

Our 90-day review with self-review template will help create a review that captures the most important aspects of an employee's performance and growth in the first 90 days. The 90-day review helps managers decide whether an employee is ready for promotion, whether they will be able to handle more responsibility, and how they will fit in with the team.

90 days review with self-review is also key to figuring out if the employee has reached their goals. This time can also be used to see if they have met quality requirements and work efficiently enough that they can adapt to the company's operations more quickly. With the self-review part of the 90 days review template, employees can evaluate themselves on their goal progression for the last three months, how well they've adapted to working at the company or team and what their plans are going forward.

What is the purpose of 90 day review with self-review template?

How often/when should i conduct 90 day review with self-review, how does 90 day review with self review contribute to the company, what topics/areas does the 90 day review with self review template focus on, what should a 90 day review include, what is a 90 day review like.

Volvo's EX90 SUV was (mostly) worth the wait

A much needed three-row ev alternative is finally entering production..

There's a big trend in electric SUVs right now, and it probably isn't what you think. It isn't a longer range. It's not more advanced battery construction, super-fast charging or even NACS plugs. No, the real trend in electric SUVs is being delayed. Porsche's electric Macan took its sweet time going to production, as did its sibling the Audi Q6 E-Tron, which was also delayed for months.

Volvo's EX90 has suffered from the same fate. Originally slated to be on the market in 2023, it, plus its corporate cousin the Polestar 3, are only now finally starting to stumble out of Volvo's manufacturing facility near Charleston, South Carolina. Finally, Volvo let me behind the wheel of a pre-production model on a test drive to see whether it was worth the wait.

Was it? Yes and no, but I'm happy to say it's mostly yes.

Let's start with what it is. As the name implies, the EX90 is something of a battery-powered counterpart to the brand's XC90 SUV, the biggest in its lineup. Like the XC90, the EX90 is a three-row SUV with seating for six or seven, depending on configuration, a big, upright stance, and, of course, more safety features than you can shake a stick at.

But Volvo didn't just gut an XC90 and slap a big battery pack in where the engine, exhaust, and fuel tank once lived. This is a dedicated EV platform, an all-new one, designed from the get-go to be electric. It houses a 111-kilowatt-hour battery pack (107 kWh usable) and has a pair of electric motors, one at the rear and one at the front, delivering all-wheel drive.

Whether you go for the base, the $79,995 Plus, or the more luxe $84,345 Ultra trim, you get the same dual-motor configuration making 402 horsepower and 568 foot-pounds of torque. If that's not enough, you can spend $5,000 more for the Twin Motor Performance option, which turns the wick up to 510 hp and 671 lb-ft of torque. Both versions are rated for up to 310 miles of range on the EPA test, depending on which options you select.

Interestingly, though, the two models have exactly the same motors and other related hardware. What do you get with the extra $5,000 then? A different set of software and a little white badge on the back that says "TWIN PERFORMANCE." Welcome to the future.

At six feet tall, I could barely squeeze into that third row. There just wasn't anywhere for my feet or knees to go. The second row was much more comfortable, with plenty of headroom, but I still wouldn't call it spacious, with nothing like the generous legroom found in the second row of a BMW iX or even a Hyundai Ioniq 5.

Thankfully, I spent most of my time in the front seats, which are excellent. Volvo offers a pair of interior fabrics, Dawn Quilted Nordico, which has a leather-like feel, or Tailored Wool Blend, which feels like a higher-end woven upholstery. My favorite is the latter, by far. Those seats offer generous adjustment and a surprisingly comprehensive massage. Ventilation is about the only thing missing, and that is a bit of a shame.

The rest of the interior is quite stark and clean. The white trim over the charcoal fabric on the machine I drove looks fantastic, as does the raised grain on the wooden dash insert, let down only a bit by the unfortunate bands of chrome running around it.

The highlight of the dash, though, is the 14.5-inch portrait touchscreen that sits upright in the middle. On it, you have access to the Android Automotive system that controls the entirety of the user interface, including the 9.0-inch gauge cluster behind the steering wheel and the projected heads-up display.

Volvo's interface here looks similar to what they started offering about five years ago , but it's so much more comprehensive and responsive to use than before. Google Maps running natively is a great experience, as is being able to do things like adjust vehicle settings via voice with Google Assistant. The inevitable Gemini integration should only make it more powerful.

Android Automotive also gives access to numerous media apps, including Tidal, which offers Dolby Atmos streaming. For the first time, Volvo has a sound system capable of taking advantage of it. A new Bowers & Wilkins system with a whopping 25 speakers fills the cabin with rich, crisp sound. It's available as part of the Ultra trim, which nearly makes it worth the upgrade cost over the base EX90 on its own.

The EX90 I test drove was outfitted with the company's largest wheels, 22 inches, and those were wrapped in sticky, European-spec summer tires instead of the more moderate all-season tires American EX90s will feature. Despite those two factors, the EX90 offers superb ride quality.

It was smooth, quiet, and comfortable over every separation joint on the highway and the few broken bits of asphalt I could find. Only a hint of wind noise at the highway speed betrayed the fact that I was moving through space and time and not just the latter. All that conspires to make it an even better soundscape for each of those 25 speakers.

The suspension is tuned for compliance, and the EX90 tends to float a bit after striking larger bumps or the like. But, despite that, it was still reasonably engaging on tighter, twistier canyon roads. I wouldn't say it was sharp or necessarily sporty, but it was genuinely fun.

It turns well and has minimal body roll for such a tall thing, thanks in part to situating that big battery pack down in the floor. And, yes, it has plenty of acceleration. Perhaps too much, actually. The throttle pedal is a bit sharp, which may have rear-seat passengers with sensitive stomachs turning green. Perhaps another reason to skip the white interior, lovely as it is.

The one-pedal driving mode is likewise quite sharp, promptly bringing the EX90 down to a complete stop. If that's not to your liking, you can disable it. When off, the EX90 is happy to coast along. There's a third option, too: Automatic. Here, the car coasts most of the time, but if there's a car ahead, it'll more aggressively apply regen to maintain distance.

That's just one aspect of the car's advanced driver systems, which were a bit hit-or-miss.

Big sensors

The most interesting styling cue of the EX90, an SUV that is very smart and sophisticated looking but rather understated, is the sensor pod perched above the windscreen. Inside lives a Luminar Lidar pod, scanning the road ahead and generating a 3D point map of every obstacle. Or, at least, it will.

Right now, that little bit of roof decor is just that. But Volvo said they'll light that sensor up and start collecting data via software update next year. At some point in the future, it'll start integrating better into the car's adaptive safety system, basically acting as another point of reference to augment the other sensors.

What's in there now feels more or less like Volvo's current machines. The Pilot Assist system provides comprehensive active lane-keep assistance, meaning it'll keep the car centered in the lane. Volvo has also added an automatic lane-change feature, but you still need to trigger it manually with a full press of the turn stalk. It's all good enough, but a decided step behind the hands-off systems available from Ford, General Motors, and BMW. I also had some issues during my drive, with the lane-centering system refusing to engage on secondary roads.

There were other problems, too. The car uses UWB (ultra-wide band) connectivity with smartphones to work without a key, but our car struggled to detect the phone, leaving me stuck for a few minutes of annoying fiddling every time I got out of the car. It also struggled to detect that my hands were on the wheel, going so far as to disable the active steering system at one point because it thought I wasn't paying attention. (I was.)Finally, the entire active safety suite threw errors twice, once requiring a technician with a laptop to fix.

After all the delays for the machine, I have to admit I was expecting a more polished experience. That said, I'd suggest not holding that against the EX90. I'm confident Volvo's engineers can fix these issues before the SUVs start showing up at dealerships, which Volvo says will happen sometime before the end of the year.

That the active safety suite lags behind the competition is a bit unfortunate, but surely Volvo has bigger plans for the EX90. The company didn't throw that Lidar sensor on the roof just for looks. Those things are expensive.

Which brings us to the price. Again, the EX90 starts at $79,995 for a dual-motor version with up to 310 miles of range, which puts it in the same ballpark as the Rivian R1S or the Tesla Model X, two other premium three-row SUVs. However, the upcoming Polestar 3, built on the same platform but lacking the Lidar sensor on the roof and the third row of seats out back, starts at $5,000 less.

Is the Volvo worth the extra cost? We'll have to wait until we get some seat time in its corporate cousin until we can say for sure. Stay tuned for that.

Update, September 3 2024, 6:01PM ET: This story has been updated to remove two paragraphs that inaccurately described the dimensions of the EX90 due to a conversion error.

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