The 30-day review is your earliest opportunity to course-correct a new hire before bad habits solidify. It's not a formal performance evaluation. It's a structured conversation to ensure your employee is heading in the right direction.
Why 30 Days Matters
Most managers wait until 90 days to give real feedback. By then, problems that could have been fixed in week two are now ingrained patterns. Your server who's been giving attitude to kitchen staff for a month won't suddenly become pleasant because you finally addressed it at day 90.
The 30-day mark hits the sweet spot. Research shows that up to 20% of employee turnover happens within the first 45 days. The employee is past the deer-in-headlights phase but hasn't yet decided whether your feedback matters. They're still forming their work identity at your company.
What to Assess at 30 Days
Basic Job Competency
Can they perform the core functions of their job without constant supervision? Your barista should be able to work the espresso machine. Your retail associate should run the register without calling for help every transaction. Your warehouse worker should know where products are located.
You're not expecting mastery. You're expecting they can do the job without someone standing next to them.
Attendance and Punctuality
This is your early warning system. An employee who's late three times in their first month will be late 30 times in their first year. Having a clear absenteeism policy matters from day one. Address it now with clear expectations, not at day 89 when you're fed up.
Coachability
How do they respond when you correct them? Do they get defensive? Do they make the same mistake repeatedly? Can they accept feedback without sulking for the rest of their shift?
Coachability matters more than current skill level. You can train someone who listens. You can't fix someone who doesn't.
Culture Fit
Are they respectful to coworkers? Do they complain constantly? Do they participate in the team or isolate themselves? Do they follow your dress code and phone policy?
Skills can be taught. Attitude is what they walked in with.
How to Conduct a 30-Day Review
Schedule it in advance
Don't ambush someone with a review. Give them 24-48 hours notice so they can prepare questions or concerns.
Pick the right location
Find somewhere semi-private. Not your office if that feels too formal, but not the floor where customers can hear everything. A back office, break room, or quiet corner works.
Start with what's working
"You're doing great with greeting customers. Your register accuracy is solid. The team likes working with you." Lead with positives so the employee doesn't immediately get defensive.
Be specific about problems
Bad: "You need to work on your attitude."
Good: "On Tuesday you rolled your eyes when Sarah asked you to restock. On Thursday you told a customer 'that's not my job' when they asked about returns. That behavior stops now."
Specific examples can't be argued with. Vague complaints invite excuses.
Ask what they need
"What's been confusing? What do you need more training on? What questions do you have?" Most problems come from unclear expectations, not bad intent.
Set clear expectations for the next 30 days
Don't leave it vague. "By day 60, I expect you to open the store independently. That means you need to learn the alarm system next week." Give them concrete goals.
Document it
Write a brief summary of what you discussed. This becomes part of their employee file. It doesn't need to be a legal brief, but you should have notes if you need to reference this conversation later.
Common 30-Day Problems and Solutions
Problem: They're slow
Solution: Distinguish between careful and inefficient. A new server who double-checks orders is being careful. A new server who disappears for 10 minutes between tables is being inefficient. One needs encouragement, the other needs correction.
Problem: They don't ask questions
Solution: Many new employees are terrified of looking stupid. Make it safe to ask questions: "I'd rather you ask me 50 times than guess wrong and serve someone the wrong order."
Problem: They're already calling out
Solution: One genuine sick day is fine. Three absences in a month with questionable excuses means they're testing boundaries. Address it directly: "You've called out three times. That's a problem. What's going on?"
Problem: They don't get along with one specific coworker
Solution: Dig deeper. Is your new hire the problem, or is your veteran employee hazing the new person? Don't assume seniority equals righteousness.
Red Flags That Predict Failure
Some issues don't improve. If you see these at 30 days, prepare to part ways before 90:
- Repeated no-shows or no-calls
- Argumentative when receiving feedback
- Other employees actively avoid working with them
- Can't perform basic job tasks despite multiple training sessions
- Caught lying about small things
- Theft or harassment
Don't convince yourself these will magically improve. They won't.
Questions to Ask in a 30-Day Review
About the job:
- "What part of the job is clicking for you?"
- "What feels hardest right now?"
- "Is there anything you were told in the interview that doesn't match reality?"
About training:
- "Did you get enough training on [specific system]?"
- "Who have you learned the most from?"
- "What do you wish you'd learned in your first week?"
About fit:
- "How are you getting along with the team?"
- "Is this what you expected when you took the job?"
- "Do you see yourself here six months from now?"
The last question is critical. If they hesitate or give you a non-answer, they're already looking for something else.
What Good Looks Like at 30 Days
You're not looking for perfection. You're looking for trajectory. Employees who experience structured onboarding are 69% more likely to stay with the company for three years. A good employee at 30 days:
- Shows up reliably and on time
- Accepts feedback without drama
- Performs basic tasks independently
- Asks good questions instead of guessing
- Gets along with coworkers
- Follows policies without constant reminders
- Shows investment in doing the job right
If you see this, tell them. "You're exactly where I'd hope you'd be at 30 days. Keep doing what you're doing."
The Decision Point
The 30-day review isn't usually a termination point unless something egregious happened. But it is your decision point for investment.
If this employee is struggling with basics, don't give them more responsibility hoping they'll rise to it. Give them more training, clearer expectations, and closer supervision.
If they're excelling, tell them. Give them more challenging tasks. Let them train the next new hire in one specific area.
The 30-day review sets the tone for the next 60 days. A clear, honest conversation now prevents a difficult 90-day termination later.
The Bottom Line
Thirty days is early enough to fix problems and late enough to see patterns. Use this checkpoint to make expectations crystal clear, provide honest feedback, and decide whether this employee is worth your continued investment.
Good employees appreciate knowing where they stand. Problem employees need to know their job depends on improvement. Either way, don't waste the opportunity.
