30-60-90 day check-in template
A new hire check-in form for day 30, day 60 and day 90, with three questions and an overall status at each point and a table for goals.
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30-60-90 day check-in template
Template from https://www.teampredict.ai/templates/30-60-90-day-check-in
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A 30-60-90 day check-in catches problems while they are small.
A 30-60-90 day check-in is three planned conversations between a new hire and their manager, one month, two months and three months after the start date. Each has its own purpose: day 30 asks whether the person is settled, day 60 whether they are contributing, and day 90 what comes next.
The check-ins sit alongside a 30-60-90 day plan, which lists the goals. This form holds both: a short goals table at the top, then three questions and one overall status for each milestone. Each conversation takes about 30 minutes.
Here is how to use the 30-60-90 day check-in template in five steps.
How to use it
- 1Agree the goals in week one
- 2Book all three meetings at once
- 3Let the new hire speak first
- 4Set the status together
- 5Carry the form forward
Agree the goals in week one. Write three goals, one for each milestone, so that each check-in has something concrete to look at.
Book all three meetings at once. Put day 30, day 60 and day 90 in both calendars during the first week.
Let the new hire speak first. Send the questions ahead and start each meeting with their answers, not your assessment.
Set the status together. Agree whether things are on track, and if not, name the one thing to fix before the next check-in.
Carry the form forward. Use the same form for all three meetings, so day 60 opens with what was said at day 30.
Here is a worked example with invented names.
Take an invented company, Quillhaven Software, which hires Rafael Soto as a support engineer. His manager, Ingrid Halvorsen, agrees three goals with him in week one: close ten tickets alone by day 30, join the on-call rota by day 60, and own the billing queue by day 90.
At day 30 Rafael has closed 14 tickets, and the status is on track. He says the billing system is still unclear, because nobody has had time to walk him through it. At day 60 he has joined the rota, but the walkthrough has still not happened, so the status is some concerns.
Worked example
Quillhaven Software, an invented company: one new hire's first 90 days
- New hireRafael Soto, support engineer
- ManagerIngrid Halvorsen
- Day 3014 tickets closed alone against a goal of ten. On track
- Still unclear at day 30The billing system, no walkthrough yet
- Day 60On the on-call rota. Billing walkthrough still missing. Some concerns
- Day 90Owns the billing queue. On track
What he would change
Schedule the system walkthroughs in week one
Ingrid books two sessions with the billing lead that week. At day 90 Rafael owns the billing queue, and his answer to what he would change is to schedule the system walkthroughs in week one.
These mistakes spoil a 30-60-90 day check-in.
- Holding the check-ins as a test of the new hire, when half the questions are about what the company owes them.
- Skipping day 60 because day 30 went well.
- Setting goals so vague that nobody can say whether they were met.
- Hearing about a blocker and leaving it until the next check-in.
- Ending at day 90 with no next goals, so the structure simply stops.
People ask these questions about 30-60-90 day check-ins.
These glossary terms explain the ideas behind it.
New-hire retention is the share of a hiring cohort still employed after a set milestone, commonly ninety days, six months or one year.
New-hire turnover is the share of a hiring cohort that leaves within a set early window, usually the first ninety days or the first year.
A one-on-one is a recurring private conversation between a manager and a direct report about the work, the obstacles and the person's growth.
The cost of a bad hire is what a hire who does not work out costs you in total, from sourcing and onboarding through lost productivity, manager time, exit and re-hiring.
Employee retention is a company's ability to keep the people it wants to keep, for as long as the business needs them.
These pages on this site go deeper.
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