How to Evaluate a Temp Worker Before You Hire Them
By TNTSEO United
Last updated: October 2026
Base your temp to hire evaluation on observed work against expectations you explained at the start. Gather examples throughout the assignment, discuss gaps while there is time to address them, and review the record before deciding. Give comparable workers the same criteria and a chance to explain missing context.
Our illustrative FIS Recruitment checklist recommends this approach: A fair temp-to-hire decision rates the same six observable things for every worker, attendance, quality, safety, pace, teamwork and coachability, using dated notes from the assignment rather than a final impression.
Conversion means moving from the staffing agency's employment to direct employment with your company. Use the checklist below to organize that decision, then confirm timing and terms with the staffing firm. At FIS Recruitment, we offer temp-to-hire staffing for employers considering that transition.
When to evaluate a temp-to-hire worker
Schedule the final evaluation before the conversion point in your staffing agreement, with a midpoint check to discuss progress. Confirm whether the agreement uses a date, hours worked or other conditions. Plan enough time to review evidence, hear the worker's response and coordinate the decision with your staffing contact.
Start by explaining the work: assigned tasks, quality expectations, safe procedures and whom to ask for help. Record the training provided. At the midpoint, identify what is going well and what needs attention. Write down the next action and when you will revisit it.
Before the final conversation, check for missing observations. If the worker has never handled an important task, do not treat a blank record as success or failure. Discuss whether an appropriate supervised observation is possible within the agreement. Review how temp to hire works with your staffing contact.
What to rate (and what never to rate)
Rate behavior connected to the assigned job and supported by firsthand observations or reliable records. Define each criterion before using it, so the worker and supervisor understand what success looks like. Keep the review focused on performance, with HR handling questions about protected leave, accommodations or other sensitive circumstances.
- Attendance: Following the assigned schedule and reporting procedures, with HR reviewing any exceptions before scoring.
- Quality: Completing work accurately against the instructions and acceptance standards provided.
- Safety: Following trained procedures, using required protective equipment and raising hazards or uncertainties.
- Pace: Completing assigned work within the communicated expectations while preserving quality and safety.
- Teamwork: Sharing necessary information, coordinating handoffs and communicating respectfully about work.
- Coachability: Applying clear feedback to later work and asking for clarification when needed.
Never rate these as measures of performance:
- Protected characteristics, such as race, religion, sex, national origin, age or disability.
- Rumors, personal friendships or similarity to the supervisor.
- Tasks the worker has not performed, or an assumed attitude without observable behavior.
The EEOC advises employers to apply standards consistently and include factual details. Ask HR to review leave and accommodation issues before treating an absence or changed work arrangement as a negative. Describe what happened on the job rather than labeling someone a poor fit.
A supervisor evaluation template you can copy
Use this illustrative FIS Recruitment checklist to structure the review: A fair temp-to-hire decision rates the same six observable things for every worker, attendance, quality, safety, pace, teamwork and coachability, using dated notes from the assignment rather than a final impression. Adapt the expectations to the assigned role before sharing the form with the worker.
Copy the table into your review document. Add the worker's name, job, assignment dates, review date, supervisor and any additional reviewer. Record the training and instructions provided alongside your observations.
| Criterion | What good looks like | Score 1 to 4 | Evidence (dates, examples) |
|---|---|---|---|
| Attendance | Follows the assigned schedule and notice procedures, subject to HR-reviewed exceptions. | ||
| Quality | Checks work and meets the role's communicated accuracy requirements. | ||
| Safety | Follows trained procedures and reports hazards or uncertainty promptly. | ||
| Pace | Completes assigned work at the expected pace without sacrificing quality or safety. | ||
| Teamwork | Communicates work status and completes clear, respectful handoffs. | ||
| Coachability | Uses feedback in later work and seeks clarification when needed. |
Illustrative template by FIS Recruitment. Adapt it to your role and apply it the same way to every worker.
Prepared October 2026. This is a discussion checklist, not a validated assessment or an HR or legal standard. The score range is FIS's illustrative choice.
For a public example of a different rating scale, see the NC OSHR temporary employee evaluation form; it is not the source of this checklist's scoring system.
Below the table, record the recommendation, supporting reasons, unresolved questions and next action. Leave space for the worker's comments and the names of the people who reviewed the decision.
How to score fairly
Define the rating meanings and your required performance level before scoring anyone. Use the same template for comparable assignments, and ask another observer to rate independently where possible. Compare evidence when ratings differ. Keep missing observations separate from low scores, and do not let a total hide an essential requirement.
FIS Recruitment proposes this illustrative 1 to 4 scale for the checklist:
- 1: Does not meet the stated expectation after instruction and an appropriate opportunity to perform.
- 2: Partly meets the expectation but still needs repeated prompting or correction.
- 3: Consistently meets the expectation with the support normally available for the role.
- 4: Consistently exceeds the stated expectation, supported by specific examples.
Use "not observed" instead of a number when evidence is missing. For an illustrative note about coachability, describe the instruction given and whether the worker applied it on the next comparable task. Replace "great attitude" with the actual action you observed.
Agree with HR on which requirements must be met before conversion. Avoid setting a universal total-score cutoff for unrelated jobs. If an essential requirement remains unmet, document it separately. If reviewers disagree, examine their observations and the working conditions rather than averaging away the disagreement.
What to ask your staffing firm before you convert
Ask your staffing contact to confirm the attendance record, relevant assignment feedback and conversion terms before you make an offer. Compare the firm's information with your site records and resolve differences. Confirm the worker's interest, the proposed transition timing and who will communicate each next step.
- Does your attendance record match ours, and are any entries awaiting correction?
- Has the worker or another site contact raised a concern we should address?
- What conversion conditions, notice requirements and fees apply under our agreement?
- If evidence is incomplete, what options can we discuss within the agreement?
- Who will confirm the transition arrangements with the worker?
At FIS Recruitment, we assign a dedicated account manager and recruiter. Bring your observations and questions to that contact, and review how we work with employers. Review how conversion and staffing fees work, then confirm the terms in your agreement.
If the opening itself has changed, revisit whether you need temp, temp to hire or direct hire. Keep that business decision separate from the worker's performance record.
Frequently asked questions
Use your agreement, the actual job requirements and documented observations to answer conversion questions. The checklist organizes a supervisor's recommendation; it does not create automatic eligibility for hire. Resolve missing evidence, confirm the worker's interest and involve HR and the staffing firm before communicating a final decision.
How long should a temp work before you hire them?
Use the evaluation period and conversion conditions in your staffing agreement to plan the hiring decision. Confirm whether eligibility depends on hours worked, a date, or another agreed condition. Schedule a midpoint discussion and leave time to resolve missing evidence before the final review. Do not confuse reaching an agreed milestone with proving readiness for the role. If you need more observation, discuss the options with the staffing firm and worker before changing the arrangement.
What should a temp-to-hire evaluation include?
Include job-related criteria, defined expectations, a rating for each observed area, and dated evidence supporting the ratings. For this illustrative FIS checklist, assess attendance, quality, safety, pace, teamwork and coachability. Add the assignment dates, role, reviewer names, training provided and the proposed next step. Keep unobserved work separate from poor performance. Give the worker a chance to correct factual errors and explain conditions that affected the work before you finalize your conversion recommendation.
Who should evaluate a temp worker?
Choose the supervisor who directly observes the worker's assigned tasks to lead the evaluation. Where possible, ask another supervisor or team lead with firsthand knowledge to review the same criteria independently. Compare their examples before settling on ratings. Ask HR to review consistency and any attendance or accommodation questions, and ask the staffing firm for relevant records. Avoid collecting popularity votes from coworkers who have little direct knowledge of the person's work.
Can you use the same review form as for permanent staff?
Use your permanent-staff review form as a starting point, with HR review and adjustments for the assignment. Keep criteria that reflect the actual role, but remove goals the temporary worker has not been assigned or trained to perform. Limit the evidence to the observed assignment period. Confirm that the wording describes an evaluation for possible conversion, without implying an offer has already been made. Apply the adapted form consistently to workers doing comparable assignments.
What if a temp does well on some criteria but not others?
Review each weak area against the role's essential requirements before deciding whether to convert. Separate a training gap from an unmet expectation after instruction and practice. Record what support was provided and what changed afterward. Do not let strong output erase an unresolved safety concern. If further observation is appropriate, agree on the task, support and review point with HR and the staffing firm. Document the reason for the decision instead of relying on an overall impression.
Does the staffing agency take part in the conversion decision?
Include the staffing agency in the conversion discussion to confirm records, worker interest and the agreement's requirements. Ask the agency to reconcile attendance questions and relevant feedback with the supervisor's observations. Keep responsibility for the assessment clear: the site supervisor should explain the work they observed, while the firm should clarify the information and terms it holds. Confirm who will communicate the decision and coordinate the transition before promising a permanent start date.
Talk to us about temp-to-hire staffing
Bring us the role, your evaluation notes and the questions you need answered before conversion. At FIS Recruitment, we can discuss temp-to-hire staffing and your next opening. Use the completed checklist to explain the work observed and identify the details you want to confirm with your staffing contact.
Call FIS Recruitment at 800.248.8687 or email info@fisrecruitment.com to open a requisition, a request to fill a role.
This is not legal advice. Use the same criteria for every worker in comparable assignments and check your process with HR or an employment attorney.
