When someone joins a new company, the first few months can feel like walking a tightrope. You are learning new systems, new expectations, new relationships and often a new version of yourself at work. Traditionally, this period is labelled as probation – a term that carries stress, pressure, and a sense of being continuously evaluated against an invisible pass-or-fail standard.
We’ve chosen a different approach. Inspired by Lucy Adams, we call it settling in, and it reflects the heart of our culture. This shift might sound small, but language shapes behaviour, mindset, and ultimately performance. And in a world of work that demands adaptability, creativity, and trust, the words we use matter more than ever.
The Problem with Probation
The word probation has been part of HR language for decades, but it comes with unintended consequences. It has criminal associations and implies that someone is under suspicion until proven otherwise. Even when leaders have the best intentions, the label alone can make new hires feel scrutinised rather than supported.
That pressure often shows up in subtle ways. People hesitate to ask questions in case they appear incapable. They avoid admitting when something is unclear. They stick rigidly to what they think is expected rather than experimenting or offering ideas. Instead of learning openly, they perform carefully.
This is particularly damaging in fast-moving, creative, or people-driven industries. These environments rely on curiosity, collaboration, and confidence. Yet probation can suppress all three. When someone is focused on not failing, they are rarely focused on doing their best work.
It also misses the point of what modern employees want. People are not looking to simply survive a three or six month review. They want to belong. They want clarity on how they are doing, what success looks like, and how they can grow. They want to know they are valued for who they are, not just what they produce in the early weeks.
Probation frames the relationship as conditional. You can stay if you meet our standards. Settling in reframes it as mutual. Let’s work out together how you can succeed here.
A Different Approach – Settling In
For us, replacing probation with a settling in phase was about far more than changing a word in a contract. It was a conscious decision to align our onboarding with our people-first philosophy, which is lived daily rather than displayed on a wall.
Settling in is structured, intentional, and supportive. It recognises that joining a company is a human experience, not a test. From day one, the emphasis is on learning, connection, and confidence.
Every new colleague is paired with a buddy or mentor who helps them navigate both the practicalities and the unwritten rules of our culture. This relationship gives new starters a safe place to ask questions they might not feel comfortable raising elsewhere.
Managers hold regular check-ins throughout the settling-in period, not to assess or judge, but to listen. These conversations focus on progress, challenges, energy levels, and goals. They create space for honesty and adjustment, rather than saving everything for one high-stakes meeting at the end.
New starters are also encouraged to get involved quickly. We want people contributing, exploring, and experiencing the business rather than observing from the sidelines until they feel ready. That might mean exposure to different teams, trying new responsibilities, or being invited into discussions early on. We trust people to learn by doing.
Crucially, settling in is a two-way process. New colleagues are learning about Sleek, but we are also learning about them. Their strengths, their motivations, and the conditions in which they do their best work. That insight is invaluable and often lost in traditional probation models.
Building Confidence Instead of Fear
One of the most noticeable differences with settling in is confidence. When people are not worried about being judged, they ask better questions. They share ideas sooner. They speak up when something does not make sense. That confidence compounds quickly and has a direct impact on performance.
For managers and HR, this approach gives far richer insight than a single pass-or-fail review ever could. Regular conversations surface issues earlier, highlight strengths sooner, and allow support to be tailored in real time. It also gives us honest feedback on our onboarding itself, which means we can keep improving it.
Settling in removes the illusion that success can be neatly assessed at a fixed point in time. People do not develop linearly. Confidence fluctuates. Life happens. A supportive framework acknowledges that reality rather than ignoring it.
Recognition From the Start
Another key element of settling in at Sleek is early recognition. Too often, recognition is delayed until someone feels fully established, as though contribution only counts once probation ends. We see it differently.
From the first few weeks, contributions are noticed and celebrated. Our monthly Vibe Awards, peer-to-peer recognition, and informal shoutouts ensure that progress, effort, and collaboration are acknowledged in real time.
This is not about praise for the sake of it. It is about reinforcing behaviours that align with our values and showing people that their impact matters. Early recognition builds momentum. It tells new starters that they are seen and that their work has value now, not later.
That sense of being valued is one of the strongest drivers of engagement. When people feel appreciated early on, they are more likely to invest emotionally in the business and in the people around them.
Permission to Be Yourself
Perhaps the most powerful outcome of settling in is that it gives people permission to be themselves. Probation often encourages people to perform a version of who they think the company wants. Settling in encourages authenticity.
Individuality is not something to be ironed out. It is something we actively encourage. We support this through personalised development conversations, thoughtful line manager matching, buddy systems, values-based feedback, and opportunities to stretch and grow.
People are encouraged to talk openly about what is going on in their lives, what energises them, and where they want to develop. That openness creates stronger relationships and better collaboration. It also leads to higher performance because people are working in ways that align with their strengths.
This approach reflects a broader belief that people do their best work when they feel safe, trusted, and free to try. Not everything will work. That is expected. What matters is learning and progress, not perfection.
The Power of Language and Intention
Rethinking probation does not require a huge budget or complex policy overhaul. It starts with mindset. Language signals intention, and intention shapes culture.
Renaming probation to settling in is a simple change, but it sends a powerful message. Pairing new starters with mentors, holding regular supportive check-ins, recognising early contributions, and encouraging individuality all reinforce that message. You matter here as a human being, not just as a resource.
No organisation gets this right all the time. We certainly do not. But when the intention is genuine, people feel it. They forgive missteps. They engage in shaping something better together.
A Better Way Forward
Scrapping probation in favour of settling in has transformed how people experience their first months at Sleek. It creates psychological safety, encourages open conversations, and builds loyalty from day one. It also reflects our people-first philosophy in action. When people thrive, the business thrives too.
Challenging traditional probation is not a soft or sentimental move. It is a strategic one. In a market where talented people have choice, how you welcome them matters. Trust builds performance far more effectively than fear ever could. It is time more organisations stopped testing people and started trusting them.
