90 Day Check-in with Supervisors

Work and Strategic Goal Alignment

  • After 90 days on the job, new employees may be feeling more task and learning oriented and may have lost sight of the big picture.  The next time you provide feedback or “feedforward” (see Resources for info on this topic), frame what you are seeing in relationship to how the employee is meeting or needs to meet the “bigger picture” goals. 
  • Recognizing people with a thank you for their efforts can really engage people.  See the article in Resources for more information about the power of “thank you”.


Feed Forward
“A Little Thanks Goes a Long Way”

Performance Expectations

Research says the best way to improve performance is through goals and regular feedback, both positive and constructive.

  • Have you held a feedback session with your new employee in which you have shared what is working well and what might need some improvement?  Note:  Merit staff are half way through the probationary period.  If you have concerns about the progress your new employee is making, contact your Unit HR Rep to discuss these issues.  Also the article in Resources provides some practical tips to achieve behavioral change.
  • Do we make it easy for new hires to tell us how they’re doing… and how we’re doing? Have you tried “feedforward” instead of feedback? Learn how by using the information listed in Resources under Work and Strategic Goal Alignment
  • If your new employee has leadership responsibilities, are you prepared to have a conversation about his/her development?
  • Are any performance issues due to a language or culture issue?  For help see the resource link.


“Giving Constructive Feedback”
UI Lead
Staff Language and Culture Services

Work Life and Wellness

  • Managing people from a generation different than yours can be a challenge; resources are available to assist. 
  • Engaging with people from different backgrounds than ours can be uncomfortable; UI’s Chief Diversity Office offers resources. 


Leading a Multigenerational Workforce (pgs 14-20)


  • Have you asked the new employee for input about how the job duties could be made more efficient or effective?    Some questions to ask might include:  “What are some things that could be improved so that you can do your best work?” “Have you encountered any obstacles in the workplace that make it difficult for you to  do your job well?”

This can help you see how well the employee understands the job and how it interrelates to other jobs.  It also engages the employee in the expectation for continuous improvement.  New employees see things with a different lens that can enhance the potential for improvements.   Listening and paying attention to what the employee says demonstrates your approachability; keeping an open mind about the employee’s comments demonstrates your ability to accept different perspectives  and the potential for change;  acknowledging the comments supports relationship building; and communicating about what can and can’t be done about the employee’s  needs encourages and supports further employee initiative in presenting ideas and needs.

If a health condition is brought up as an obstacle by the employee, Faculty and Staff Disability Services is a resource for you and the employee.

  • Is your new employee also a leader on your management team? If so, this could be the right time to consider ways to support integration and cohesiveness of your management team. Explore a leadership development consultation by calling 335-2085 or visiting Workplace Consultation


Faculty and Staff Disability Services
Workplace Consultation