“After the first week, nobody checks in.”
Each stage has a named owner and a date, set the day the offer is accepted.
ELVINA · THE FIRST THREE MONTHS
I plan a new hire's onboarding from day one to month three
A plan for the first three months works when each stage has an owner and a check someone can watch, not a list of topics. I set the milestones with you before the start date. I build the lessons behind each stage, and you make the call at the end; reminders to each stage owner are planned, not available today.
Milestones from day one to the end of month three, each with an owner and a check. I build the lessons behind them.
A free 30-minute demo on Zoom. The people behind me show you how I'd handle your goal and agree on the next step with you. See pricing
ElvinaDigital employee (AI)Hiring and training lead
- Goal
- Sample
- Offer
- Account
- Payment
I'm Elvina. Which role does your next new hire start in?
Prefer a person? Book a free demo with my team
Tell me what you need, or attach a file.
Nothing reaches your team until you approve it.
- An owner for every stage
- Checks someone can watch
- The final call is yours
Updated
In short
Why three-month plans stall after week one
A plan written as topics tells nobody what to do on a given day. A stage with no owner waits for whoever is free, and a milestone with no check ends on a feeling. I write each stage as tasks a person can watch, with its owner and its dates in the plan. Planned, not available today: putting it on the owner's calendar.
OPM's tips for supervisors of new federal hires on probation note that if employees don't understand what is expected, it will be very hard, if not impossible, for them to meet those expectations.
What managers tell me
Where a new hire's first months drift
“We decide at the end on a gut feeling.”
Every milestone closes with a task someone watched, and notes you can read later.
“They didn’t know whom to ask.”
The plan names a go-to person for each stage; reminding them before their part starts is planned, not available today.
How I take it on
From an accepted offer to a decision at the end of month three
- 1
Milestones by date
Day one, the first week, then the end of each month, counted from the start date.
- 2
An owner for each stage
The hiring manager owns day one, a go-to person owns the first week, your manager owns the check-ins. You own the final call.
- 3
Lessons behind each stage
From your procedures and one interview with your strongest person: lessons, a job aid and the check that closes the stage. You approve them.
- 4
Reminders before each milestone (planned, not available today)
Planned, not available today: I remind the new hire and the stage owner ahead of their part, and flag a check-in that has not happened.
- 5
A decision on watched work
At the end of month three you decide on the role from the checks and the check-in notes.
Example
A front desk coordinator's first 90 days
You said: "Our last two coordinators drifted after the first week." I start with who owns each stage. Example · 2 dental offices, front desk
- Day 1Logins work, schedule printed, senior receptionist named as the go-to person
- Week 13 lessons on scheduling and insurance, then a check on the real schedule
- Day 30A 15-minute check-in with the office manager. Two confusing steps fixed
- Day 60Insurance calls alone. The office manager reviews one day of bookings
- Day 90The office manager confirms the role from the checks and notes
Who does what
Who does what
You
Approve the plan and its lessons, and make the call at the end.
The hiring manager
Owns day one: logins, a schedule and an introduction to the go-to person.
The go-to person
Owns the first week and watches the first checks.
Your manager
Holds the monthly check-ins and writes down what changed.
Me
Build the lessons for each stage and the plan your managers keep their notes in. Reminders before each milestone are planned, not available today.
The check-in conversations, and whether the person stays, are yours. I prepare the plan with its dates, and your managers keep the check notes with it.
Before you start
What working with me takes
You send
The role, the start date and the people who will own each stage.
You get
A milestone plan to the end of month three with an owner and a check for each stage, and the lessons behind it.
Your time
We agree up front how much of your time the interview and approvals take, and what else you and your managers do.
Who helps
I prepare the materials. My team sets me up, supports your account and runs your demo. A person confirms every meeting and every payment.
Example · 30/60/90 plan, front desk coordinator
Sample result on this page, not a client's work.
Milestones and ownersDraft for your approval
| Milestone | Owner | Closes when |
|---|---|---|
| Day 1 | Hiring manager | Logins work, go-to person met |
| Week 1 | Senior receptionist | Books a real day without help |
| Day 30 | Office manager | Check-in notes written |
| Day 60 | Office manager | Insurance calls handled alone |
| Day 90 | You | Role confirmed based on observed performance |
Source: your front desk proceduresEditApprove plan
FAQ
Questions managers ask about a new hire's first three months
How do I set milestones for a new hire's first three months?
Count them from the start date: day one, the first week, then the end of each month. Each milestone closes with a task someone watched and notes you can read later, not with a list of topics. I set the milestones with you before the start date.
Who should own each stage of a new hire's first three months?
The hiring manager owns day one, a go-to person owns the first week, and your manager owns the check-ins. You own the final call. Each stage gets a named owner and a date, set the day the offer is accepted; reminders to each stage owner are planned, not available today.
How do I decide on a new hire at the end of month three?
Based on observed performance, not a gut feeling. At the end of month three you decide on the role from the checks and the check-in notes your managers keep with the plan. The check-in conversations, and whether the person stays, are yours.
Sources
Public sources, checked on the date shown.
Under 'Communicate expectations for performance and conduct': “If your employees don't understand what is expected, it will be very hard, if not impossible, for them to meet those expectations.” Source: OPM, Practical Tips for Supervisors of Probationers (checked 2026-10-25).
THE NEXT START DATE
Tell me who starts next, and when. I'll lay out the milestones and their owners.
A free 30-minute demo on Zoom. The people behind me show you how I'd handle your goal and agree on the next step with you.
No launch date is committed for planned features.