A new joiner should know what a good first month looks like before it starts. Niyuk lets a manager write the first 30, 60 and 90 days as real goals, check in against them at day 30 and day 60, and run the review when the ninety days are up.
A 30-60-90 day plan is a short written plan for someone's first three months in a job. It says what they should learn in the first 30 days, what they should be doing on their own by day 60, and what they should be delivering by day 90.
Most teams agree this in a conversation on the first morning and never write it down. Three months later nobody can say whether the person did well, because nobody wrote down what well looked like. Keeping the plan with the employee record means the review at 90 days reads back the same plan the manager set on day one.
Four steps, and the manager only writes the plan once.
Their record is already there from the offer, so the plan has somewhere to sit on day one.
Three sets of goals, one for each milestone, each with a date and a way to measure it.
A short update on each goal: what moved, what did not, and whether it is still on track.
The manager, the new hire and HR open the same plan, the same updates and the same score.
The same three questions for every role, answered differently for each one.
Mostly learning. Meet the people they will work with, get to know the product, and finish whatever training the role needs.
Real work, with the manager still looking over it, and one part of the job they now own on their own.
Running the job without being checked, and finishing the first piece of work they will actually be measured on.
So it is still there in month three, when somebody needs to read it.
The plan is goals on the employee record, not a document somebody has to go and find in month three.
Day 30, day 60 and day 90 come up as check-ins for the manager and the new hire, on the joining date each one is counted from.
At 90 days the review shows what was agreed on day one and what happened against it, side by side.
Which one still exists on day 90?
| Area | A plan in a document | A plan in Niyuk Recommended | Why it matters |
|---|---|---|---|
| Where the plan lives | A file someone has to find | On the employee record | It is still there in month three |
| Who can open it | Whoever was on the email | The new hire, the manager and HR | Everyone reads the same plan |
| Goals for each milestone | Written as sentences | Goals with a date and a measure | You can say what was done |
| Check-in dates | Somebody has to remember | Day 30, 60 and 90 come up on time | The check-ins actually happen |
| Progress | Asked for in a meeting | Updated against each goal | Nothing is remembered wrong |
| The 90 day review | Written from scratch | Built from the plan and the updates | The review matches what was agreed |
| A new hire who is stuck | Noticed late | Shows up as a goal off track | There is still time to help |
| Changing the plan | A new version of the file | Edited once, in one place | One plan, not four drafts |
| A change of manager | The new manager starts again | The plan and the notes stay put | The new hire does not start over |
| Ten joiners at once | Ten files to keep up to date | The same three milestones each time | It holds as the team grows |
Set the first ninety days once, and let the check-ins and the review run off it.
The questions managers ask before they write the first one.
It is a short written plan for a new employee's first three months. The first 30 days are for learning the job, the next 30 are for doing it with support, and the last 30 are for running it on their own. Each stretch has its own goals so the new hire and the manager agree what good looks like before the work starts.
The hiring manager writes it, usually in the week before the person starts, and goes through it with them on the first day. HR keeps the template so every team asks for the same three things, and the new hire can add to it once they know the job better.
Learning, mostly. Meeting the people they will work with, understanding what the company sells, finishing any training the role needs, and picking up one small piece of real work. If a new hire is expected to deliver something big in month one, the plan is usually wrong rather than the person.
Probation is a decision at the end. A 30-60-90 day plan is the work in between, agreed up front and checked twice along the way. Teams that run the plan properly rarely get a surprise at probation, because anything going wrong showed up at day 30 or day 60 while there was still time to fix it.
Yes, and it usually should. The job a new hire is given in week one is rarely the job they are doing by week eight. In Niyuk the plan is goals on the employee record, so a manager edits it in one place and everyone sees the change rather than a second version of a file.
It does, and for a transfer between teams too. Someone moving into a new role inside the company has the same problem a new joiner has: the job changed and nobody wrote down what is now expected. The three milestones work the same way.
