Your First Ninety Days: Onboarding ReadinessYour First Ninety Days. Hiring assessments stop at the offer. Development ones start once you are established.
The three months in between decide whether a good hire becomes a good employee, and almost nothing is built for them. This is.
The window nobody measures, with a date to check it
Twenty-nine exercises put you inside the specific situations of a new job. A shared drive with four hundred documents and no map. Two colleagues describing the same process differently. A question you feel you should already know the answer to, in week four. A small mistake nobody has noticed and that is easy to correct quietly. A deadline three days out that you now think needs five. The month-one conversation where your manager asks how it is going and two things have genuinely frustrated you.
Your score is corrected for chance before it is banded, and that matters more than it sounds. A raw partial-credit percentage on a test like this has a floor near half by construction - it is a property of the scoring gradient, not of you - so an uncorrected version would put nearly everybody in the middle band and every report would say moderate. Yours is expressed against what a typical respondent scores on the same items, worked out from published choice rates carried by every option, with the raw figure printed alongside so the correction can be checked.
The report is a ninety-day ladder. Five rungs, each carrying the behaviour that defines it rather than just a name, so the rung above is a description of what to do differently. Then now, day thirty and day ninety, each stage with one action and one observable - the thing that will be true if the action happened - ending in a booked date to sit it again. Because the retake is the same instrument, the difference between the two sittings is readable, and a difference smaller than measurement error will be reported as no reliable change rather than drawn as an arrow.
What you walk away with
Two times in three between one pair of numbers, nineteen times in twenty between another. Both are printed, because printing only one is where most reports quietly overstate themselves.
Not five labels. Each rung says what a person on it actually does, so the rung above is the development goal rather than an aspiration.
One action and one observable at day thirty and again at day ninety, chosen from your own two weakest areas rather than from a template.
The same instrument, ninety days on, with a reliable-change gate so a difference inside measurement error is never drawn as progress.
A single specific behaviour for this week, taken from the area the evidence says is holding you back.
Inside your report
Illustrative sample - your report is generated from your own responses.
Each stage carries one action and one observable, ending in a booked re-measurement.
Built for
- New joiners, graduates and career changers who want the first ninety days to go well rather than to be survived
- Managers and L&D teams who onboard people and currently measure nothing between the offer and the probation review
- Employers running structured onboarding who want a before-and-after they can actually defend
Find out how your first ninety days are going to go
29 scored exercises - about 32 minutes - a full bespoke report with your rung, both retest spans, a dated ladder with observables and a booked re-measurement.
₹649 (incl. GST) · assessment and full report, nothing further to pay
Frequently asked questions
How you behave in the specific window between being hired and being established: learning a system nobody wrote down, asking when asking has a cost, starting the first relationships, and handling the first slip and the first mistake. It does not measure technical skill, the subject matter of any role, how long you will stay, or your personality, and it is not a hiring screen.
Audience and construct. The leadership transition instrument is for somebody taking charge of a team or a function, and it is about establishing authority, reading an organisation and setting direction. This one is for anybody starting a job, in any role, at any level, and it is about the ordinary mechanics of arriving: what you do with a drive full of documents, a busy colleague, a basic question and a date that is going to slip.
Every choice carries a graded quality value, and the composite is corrected against the base rate on every option before any band is assigned. Without that correction a partial-credit percentage sits near half by construction and nearly everybody lands in the middle band, which is a defect in the scoring rather than a fact about the people. The rung is then assigned from the point estimate, with the boundary warning raised on the sixty-eight per cent span and both spans printed in words.
It is what turns a one-off result into something you can act on. The report ends with a date ninety days out and the instruction to sit the same instrument again. Because it is the same items, the difference is readable - and a difference smaller than the measurement error is reported as no reliable change rather than drawn as an arrow, which is the honest version of a progress report and the part most progress reports skip.
Rs 649 in India including GST, or US$6.99 elsewhere, one time, for one full sitting and report, and it is designed to be sat twice. Onboarding programmes are sold to employers per seat and teach rather than measure, coaching on a new role runs into the thousands, and free 30-60-90 templates give you a plan with no baseline to put in it. Organisations can use AssessAll credits at 15 credits per person.
Each one takes a single capability, puts you inside the situations where it is actually tested, and scores your choices against published evidence — with a report designed for that capability alone, not a template. They span hiring, compliance, education, operations and personal skill.
Browse the catalogue →Methodology: Measures readiness for the first ninety days in a new role, through original situational and selection items keyed to published constructs. Construct statement: it measures how a person behaves in the specific window between being hired and being established - how they learn a system nobody has written down, how they ask, how they start relationships, and how they handle the first slip and the first mistake. It does not measure technical skill, the role's subject matter, likely tenure, or personality, and it is not a hiring screen. Declared response instruction: behavioural tendency throughout - every stem asks what the respondent would actually do. Scoring: a band ladder. The graded score is chance-corrected against authored per-option base rates before any band is assigned, because a raw partial-credit percentage has a floor near half by construction and would put everybody in the middle band; the band boundaries are authored provisional cut scores stated before any data existed, and the report says so and prints both the sixty-eight and ninety-five per cent retest spans around the point estimate. Sources drawn on across the construct area: organisational-socialisation research and its three domains of task, role and social learning; proactive-behaviour findings, in which information seeking, feedback seeking and relationship building by the newcomer predict adjustment better than anything the employer does to them; help-seeking research on the perceived cost of asking and the point at which questions stop being free; the newcomer honeymoon and the narrowing window in which candour about what is unclear is heard as insight rather than as struggle; early-win literature on credibility as a resource that is spent and earned; error-disclosure research showing that the first voluntary disclosure sets the credibility of every later report; work on estimate signalling and the difference between a warning and an apology; the fresh-eyes window and the short period in which a newcomer can still see a process as an outsider; research on why obvious inefficiencies usually have reasons attached; and studies of newcomer network formation showing that early relationships form around the first requests a person makes. All items are original works, no trademarked onboarding programme or instrument is named or reproduced, and no affiliation with any source is claimed. AssessAll original design.