Terminated Two Weeks into Probation: Any Compensation? Will It Hurt Your CV?

Ken recently joined a new company with a three‑month probation period clearly stated in his contract.However, just two weeks into the job, the company told him he was “not a cultural fit” and asked him to stop coming in immediately, saying they would “pay up to today”.

Naturally, Ken has a few big questions:

• Is this considered “unreasonable dismissal”?

• Am I entitled to any severance or other compensation during probation?

• How should I explain this in future interviews? Will it damage my career?

Situations like this are more common in Hong Kong than many people think, yet both employees and employers are often unclear about their actual rights and obligations.

1. Terminated During Probation – Is There Any Compensation?

1.1 Probation does not mean “no protection at all”

Under the Employment Ordinance in Hong Kong, probationary employees are not completely without protection. Certain statutory rights, however, depend on whether the employee has reached specific thresholds, such as:

• Whether they have become an employee under a “continuous contract” (commonly understood under the old 418 / new 468 tests);

• Whether they have been continuously employed for 24 months or more (relevant for severance payment), or for a longer period in the case of long service payment.​

In Ken’s case, with only two weeks of service, he would normally be entitled only to the most basic contractual rights – mainly wages for days already worked and any notice or payment in lieu of notice (if applicable).

1.2 Notice period and payment in lieu of notice

For employees covered by the Employment Ordinance, employers generally must either:

• Give advance notice to terminate the contract; or

• Pay wages in lieu of notice,unless it is a case of summary dismissal due to serious misconduct (e.g. gross negligence, fraud, violence).​

In practice, there are usually two scenarios (subject to the actual contract):

• If the contract clearly states a notice period:

  • For example, “7 days’ notice or payment in lieu during probation”.

  • If the employer asks the employee to leave immediately but pays an extra 7 days’ wages, that amount is treated as payment in lieu of notice.

• If the contract does not specify a notice period:

  • The default rules under the Employment Ordinance apply, often meaning a minimum of 7 days’ notice or one wage period, depending on whether the continuous contract threshold is met.​

So if Ken is terminated suddenly during probation, he is generally entitled at least to:

• Wages for all days actually worked; and

• Payment in lieu of notice if the contract provides for a notice period and the employer has chosen not to let him work it, unless it is a genuine summary dismissal case.​

1.3 Severance pay and long service payment

Eligibility for severance pay and long service payment mainly depends on length of service and the reason for termination:

• Severance pay: usually requires at least 24 months of continuous employment and dismissal by reason of redundancy or lay‑off.

• Long service payment: requires a longer period of service and specific grounds, such as non‑renewal of a fixed‑term contract or dismissal not due to serious misconduct.

If employment is terminated within the first few weeks of probation, it is almost certain that the employee will not meet the service requirement for either severance or long service payment. In reality, most employees terminated during probation receive only:

• Wages for days worked;

• Any accrued but untaken annual leave pay (if any has been earned);

• Any payment in lieu of notice where applicable, depending on the contract terms and actual practice.

2. Will It Damage My CV? It’s About How You Tell the Story

Being let go during probation does not automatically mean “you are the problem”. In practice, there can be many reasons:

• Internal restructuring or budget tightening;

• A mismatch between the actual job content and what was discussed at interview;

• Differences in management style or team culture that are hard to reconcile.

When it comes to your CV, you have options:

• For roles that lasted only one or two weeks:

  • Some candidates choose not to list them on their CV and instead explain the short gap verbally if asked in an interview.

• Where the company brand is well‑known or you handled meaningful responsibilities:

• You may still list it briefly, using only months and years without going into excessive detail.

If an interviewer asks, “Why did you leave so soon?”, you can frame your answer constructively:

• Focus on “mutual fit” rather than blame:

  • “After starting the role, I realised the actual duties were quite different from what had been described, and both sides agreed it might not be the best match, so we decided to end it early.”

  • “There was a gap between the team culture and what I work best with. The company places great value on preserving its culture, so we reached an agreement to part ways.”

• Highlight what you learned:

  • For example, that you now have a clearer view of the types of roles, management styles and industry pace that suit you.

From an HR perspective, what matters most is not a “perfect CV”, but whether the candidate is honest, accountable and able to reflect and grow from experience.

3. What You Can Do After Being Terminated During Probation

3.1 Check your contract and final payments carefully

First, review the paperwork and payments closely:

• Whether all wages have been paid correctly (including days worked and any applicable overtime or commission);

• Whether any accrued but untaken annual leave has been paid out appropriately;

• Whether notice or payment in lieu of notice has been handled correctly;

• Whether you have returned all company property and complied with confidentiality / non‑compete clauses as required.

If you notice obvious discrepancies, raise them with the company in writing (email or letter) as a first step. If the dispute cannot be resolved, you may then seek assistance from the Labour Department or other relevant bodies.​

3.2 Reflect calmly on areas for improvement

Beyond the legal and procedural side, it is also helpful to look inward:

• Was there a gap between your skills and the core requirements of the role?

• Did you ask detailed questions about duties and KPIs during the interview process?

• After joining, did you arrange regular check‑ins with your manager?

• When challenges arose, did you raise them early and seek support?

These reflections can help you make better decisions next time and settle into your next role more smoothly.​

3.3 Redesign your job search strategy

Use this experience as an opportunity to refine your job search:

• Update your CV to highlight what you genuinely do best and what you want to focus on, instead of applying for every possible role.

• Prepare questions ahead of each interview to clarify:

  • Team size, collaboration style and daily workflow;

  • Expectations around overtime and flexibility;

  • Probation review process and clear criteria for passing probation.

If you feel lost about your career direction or how to present yourself in interviews, speaking with a career coach or HR consultant can help you clarify your strengths and craft more confident interview narratives.​

As a human‑capital specialist, Get More has supported thousands of clients and candidates across different industries since 2010, giving us a pragmatic view of what employers look for and how candidates can position themselves more effectively.​

4. A Note for Employers: How to End Probation Fairly and Professionally

If you are an employer or line manager who occasionally needs to terminate employment during probation, it is worth paying attention to both compliance and employee experience:

• Set clear expectations from day one:

  • Spell out the length of probation and notice arrangements in the employment contract (for example, “7 days’ notice or payment in lieu during probation”), to reduce ambiguity later.

• Document performance and feedback:

  • Keep a record of performance shortfalls, concrete examples and any improvement opportunities given, rather than announcing termination “out of the blue”.

• Communicate with respect and transparency:

  • Explain the decision based on facts and business needs, avoid emotional language, and provide constructive feedback where appropriate to help the employee move on.

• When in doubt, seek professional advice:

  • If you are unsure whether your process complies with the Employment Ordinance, consult your internal HR team or an external HR / legal advisor to reduce the risk of labour disputes and reputational damage.​

At Get More, we work alongside employers not only on recruitment, but also on building fair, consistent and business‑aligned people processes—from probation and performance management to exit procedures—so you can protect your brand while managing talent decisively.

This article is compiled based on publicly available information and general HR practices and is for reference only. It does not constitute legal advice or any form of hiring recommendation. For professional advice tailored to your company’s specific situation, please contact the Get More consulting team or consult a qualified legal professional.