Start with a specific, work-focused request
When you are new to a role, a vague question like “How am I doing?” can be hard for a manager to answer. A better approach is to ask for feedback tied to a task, goal, or standard. That gives your manager something concrete to respond to and makes it easier to turn the conversation into action. For example: “In my first month, what are the 2–3 things you’d like me to improve first?” or “What does success look like on this project?”
Canadian public-sector guidance emphasizes practical, timely, and concrete feedback, with clear expectations and coaching rather than broad impressions. A helpful conversation is one that tells you what to keep doing, what to adjust, and what to prioritize next. If you want a model for that kind of clarity, the federal guidance on performance conversations points toward ongoing check-ins, not one-time judgments. See the ideas reflected in Treasury Board performance management guidance and related Canadian training materials.
- Ask about the top 1–3 priorities for your role.
- Ask what “good” looks like for a specific task.
- Ask for one example of work done well, if possible.
- Ask when you should check in again.
If you are unsure how to begin, use a short structure: what you are trying to learn, where you feel uncertain, what help you want, and when you want to revisit it. This keeps the ask respectful and easy to answer.
Ask for training that matches the job you actually do
Training is most useful when it is connected to your real responsibilities. Instead of asking for “more training” in general, name the skill, system, process, or task you need help with. For example: “I’m still learning the reporting format. Could we review one example this week, and then check in again after I’ve done the next one?” or “What training would help me become fully independent on this work?”
That kind of request is consistent with occupational safety and training guidance that treats training as a tool for understanding work, hazards, and controls. OSHA’s training guidance stresses that training should help workers understand how to do the job and give them a chance to ask questions and give feedback. You can read the basic approach in OSHA’s education and training guidance.
Useful training requests often fall into a few categories:
- Shadowing: watching someone do the task before doing it yourself.
- Job aids: checklists, templates, examples, or step-by-step instructions.
- Practice with feedback: doing the work once, then reviewing what to improve.
- Tool or system training: learning software, forms, or workflows.
If your manager is busy, offer a narrow version of the request. A small, specific request is easier to approve than a broad one. For example, “Could I sit in on one client call?” is easier to act on than “Can you train me on everything?”
Make the request about performance, not permission
A new employee sometimes hesitates to ask for help because it feels like admitting weakness. In practice, asking early usually signals professionalism. You are showing that you want to do the job well, meet expectations, and reduce avoidable mistakes. That is especially true when the work has safety, compliance, or customer-impact issues.
If your role involves regulated work or safety-sensitive tasks, it is especially reasonable to ask for training before you are expected to work independently. In the United States, worker training and the right to raise concerns are protected in specific ways, and retaliation for protected activity is unlawful. OSHA also says workers have rights to safety and health training in a language they understand. See the U.S. Department of Labor’s retaliation page at DOL retaliation guidance and OSHA’s worker rights information at OSHA workers page.
Use a short script your manager can answer quickly
If you want a simple script, try this:
“I’m still getting up to speed, and I want to make sure I’m meeting your expectations. Could you tell me the one or two areas I should focus on first? Also, is there any training, shadowing, or example work you recommend so I can get there faster?”
That script works because it does three things at once: it asks for feedback, it asks for support, and it shows you are taking ownership. If you want to be even more specific, include the exact task you are working on and the date you would like to revisit it.
- Feedback question: “What should I keep doing, stop doing, and start doing?”
- Training question: “What would help me become independent on this task?”
- Follow-up question: “When should we check in again?”
If your manager prefers written communication, send the request by email or chat first, then use the meeting to discuss details. If they prefer live conversation, ask for 10 minutes and bring a short list of questions. You can also ask whether they prefer bullets, examples, or a quick check-in style. Canadian guidance on inclusive and effective communication supports adjusting to the other person’s preferred format.
Canada and the U.S.: know the practical differences
The basic approach to asking for feedback and training is similar in both countries: be specific, tie the request to your work, and ask for a next step. But there are some important differences in rules and workplace context.
Canada: Training rules can vary by province or territory. In Ontario, for example, official guidance says that time spent by an existing employee in employer-required training, or training required by law to keep the job, generally counts as work time under the Employment Standards Act. That is a province-specific rule, so employees elsewhere in Canada should check local standards. Ontario’s training guidance is a useful starting point: Ontario training and work-time guidance.
United States: Training issues often intersect with worker rights, safety training, and anti-retaliation protections. If your request is connected to safety or a legal right, keep your message factual and professional. Ask for the training you need to do the job correctly, and keep a simple record of what you requested and when.
In both countries, employer policies, collective agreements, and role-specific requirements can matter. A unionized workplace, public-sector role, or regulated job may have additional procedures for onboarding, training, or performance check-ins.
What to do if the conversation does not go well
Sometimes a manager is rushed, vague, or not naturally good at feedback. If that happens, stay calm and narrow your ask. You can say, “I want to make this easy to answer. Could you name one thing I should focus on this week?” Or: “If you had to choose one training area for me first, what would it be?”
If you still do not get clarity, try one of these steps:
- Summarize the conversation in a short follow-up message.
- Ask for an example of successful work.
- Request a specific date for a check-in.
- Seek job aids, shadowing, or a peer mentor.
- Use formal onboarding or training resources if your workplace has them.
Try not to treat a quiet or busy response as the final answer. A manager may need a more structured prompt, not a different personality. The goal is to create a repeatable feedback loop: ask, apply, check in, and improve.
For a new employee, that loop is often more useful than waiting for a formal review. It also helps you build trust: you are showing initiative, listening carefully, and turning feedback into action.
If you want the simplest version, remember this: ask for one concrete improvement area, one useful training resource, and one follow-up date. That is usually enough to start a productive working relationship with a new manager.