Thesis: Managing the adaptation of personnel at the enterprise. Adaptation of a new employee in the organization The problem of personnel adaptation in the enterprise

"HR department of a commercial organization", 2013, N 9

ADAPTATION OF A NEW EMPLOYEE IN THE ORGANIZATION

Everyone sooner or later begins to engage in labor activity. Some - private business, entrepreneurial activity, leadership work. Others work for hire under an employment contract, which means a subordinate position. But whoever you are - a leader, sales manager, lawyer or founder - in any case, you will face the problem of adapting employees to the organization. True, in one case - as a new employee, adapting to working conditions, and in the other - as the head or owner of the organization, who is obliged to provide favorable conditions for the adaptation of persons hired. This article reveals the problem of staff adaptation in two aspects - from the position of a beginner and from the position of an employer.

What is staff adaptation?

In a broad sense, the word "adaptation" means the process of adapting an organism to new conditions of existence. In life, a person is faced with a variety of situations, one has to adapt to people, environment, circumstances ... Adaptation to external conditions occurs constantly. The sphere of labor activity is no exception, but adaptation has its own characteristics in it.

The adaptation of an employee can be defined as the process of "introduction" into the organization, adaptation to the working environment, conditions and mode of work, as well as to the social environment of the organization. Adaptation entails changing one's own behavior in accordance with the requirements of the environment, which increases the efficiency of the performance of labor functions and contributes to the achievement of better results. The success and speed of adaptation of a new employee are indicators of a high level of development of the team, its cohesion, and internal integration.

Goals of staff adaptation

The main goal of the adaptation procedure is to make it easier for a new employee to enter the life of the organization in the shortest period of time with the least psychophysiological losses and with the highest performance indicators. This goal can be considered achieved under the following conditions:

1. The commission by a beginner of the minimum number of errors associated with the development of functional duties.

2. Competent and friendly interaction of a new employee with colleagues.

3. Fulfillment by the employee with high quality and as quickly as possible of his labor duties.

4. Employee satisfaction with the new job.

5. Reducing staff turnover.

Types of staff adaptation

In the literature, the adaptation of personnel is classified differently depending on the selected criteria: adaptation of employees and adaptation of the organization are distinguished by subjects; by the availability of employment experience - primary (persons with no work experience) and secondary (persons with professional experience) adaptation; by nature - active (a new employee makes efforts to adapt to working conditions) adaptation and passive (the employee does not take special actions to join the team); according to the results - progressive (as a result, labor productivity, the level of discipline and effective social communications of the employee increase) adaptation and regressive (indicators decrease; typical for the case when the goals of adaptation are not achieved).

Let's take a closer look at the classification according to the subject of adaptation, or the content of information. According to this criterion, six types of adaptation are distinguished.

1. Corporate adaptation is an introductory stage of labor activity. It involves familiarizing the new employee with the strategic goals and priorities of the company, obtaining information about its place in the market, structure, governing bodies, the procedure for document management, counterparties and the procedure for interacting with them, and other aspects of activity. It becomes clear to the beginner the general direction of future work: work in a large manufacturing company with foreign capital and with a staff of 1000 people is one thing, and in a small company engaged in trade and procurement activities on the territory of the municipality, with a staff of about 20 people, it is completely different .

2. Social adaptation - the adaptation of the employee to the social atmosphere in the organization, the adoption of the norms of behavior and communication that exist in the team, building a system of relationships with colleagues. At this stage, the employee learns how it is customary to communicate with the manager, subordinates and peers; with whom to have lunch, go for a smoke, what topics and with whom you should not communicate, who to turn to for help, advice, etc.

3. Organizational adaptation is the development of organizational and everyday issues related to where to leave your things, when and where wages are issued, who will help set up a computer, where to drink tea, how to issue a pass, who orders stationery, how it is customary to celebrate birthdays and others

4. Technical (technological) adaptation - the development by a new employee of the equipment and software used in the organization (telephone, fax, scanner, printer, computer, etc.).

5. Professional adaptation is adaptation to working conditions, development of labor functions, formation of professional personal qualities and a positive attitude to work. Professional adaptation is faster if the employee is given the opportunity to learn, for example, in courses, trainings or with the help of a mentor.

6. Psychophysiological adaptation is the adaptation of an employee to the regime of work and rest in the organization. Regimes in different organizations can vary significantly. Unfamiliar conditions for a beginner will require time for physiological adaptation and development of a positive attitude to such conditions. For example, a person who has never worked in shifts finds it difficult to get used to working at night or to switch from an 8-hour day to a 12-hour day. Overtime work, long business trips also turn out to be a serious stress for those who have not experienced this before.

Successful psychophysiological adaptation is one of the serious conditions for the further effective work of an employee.

Stages of adaptation

The stages of adaptation of a new employee are successive stages of adaptation to working conditions in the organization. If we take the "working life" of an average worker, we can distinguish the following stages of his adaptation from the moment of employment to the moment of stable work.

1. Preliminary stage. Its duration depends on the urgency of closing a vacant position and can range from a couple of days to several weeks. At this time, a workplace, a set of work clothes are prepared for the beginner, a computer or other equipment is allocated, a mentor is determined. An employee who came to an organization where due attention was paid to this stage will have a feeling of stability and reliability, which is important when choosing a job. If a candidate has already been appointed to a particular position, it’s a good idea to introduce him to the team before the moment of employment - this will relieve some psychological tension.

2. The introductory stage is, as a rule, the first week of work, when the employee is registered in the personnel department, signs an employment contract, job description, familiarizes himself with the internal labor regulations and other local regulatory legal acts, is instructed in safety and labor protection, gets acquainted with the management of the company, colleagues, subordinates.

3. Entering a position is one of the key stages at which it becomes clear whether a new employee copes with the goals and objectives set and whether he will continue his career in this organization. Entry into the position lasts about three months, that is, during the probationary period. During this period, the employee develops certain patterns of interpersonal relations in the team, applies his professional skills and abilities in the performance of assigned tasks, undergoes training, which can be expressed in the form of mentoring or attending courses and trainings. As part of this stage, it is very important to provide a new employee with psychological support, evaluate the effectiveness of his work, if necessary, help in solving intermediate tasks, give practical examples of solving similar situations in the organization, and also assist in building relationships with colleagues.

4. Final (functional) stage. At this stage, the results of the probationary period are summed up, the professional level and readiness of the employee to perform job tasks are assessed. An employee who has passed a probationary period, as a rule, is also characterized as having successfully passed labor adaptation. At this stage, he does not experience feelings of tension, fear, insecurity; mastered the necessary amount of knowledge and skills, professional role; indicators of his work suit the head of the department; the employee freely and easily communicates with colleagues and knows how to find a compromise and defend his opinion.

Personnel adaptation methods

The adaptation method is understood as a set of methods, means, techniques that allow a new employee to become a full-fledged part of the team and the production process. That is, in fact, these are measures aimed at creating favorable conditions for the effective entry of a new employee into the position. Adaptation methods can be very different, among them are the following:

on-the-job training;

Training, business game;

Introductory tour;

Demonstration of educational films;

mentoring;

Supervision by the personnel department;

Testing.

Adaptation methods are selected individually, in relation to a particular employee, taking into account his professional skills and psychophysiological state.

Briefing at the workplace is carried out by specialists of the labor protection department or heads of structural divisions of the organization according to the programs and regulations adopted in the organization and approved in the prescribed manner in accordance with the requirements of legislative and other regulatory legal acts on labor protection, local regulations of the organization, safety instructions labor, technical and operational documentation.

Trainings and business games allow the employee to develop analytical thinking, solving various simulated problems in various areas of work, to establish business and friendly communication with colleagues, if the solution is selected jointly. Trainings are aimed at short-term intensive training (from one to five days), during which small theoretical seminars, lectures are usually held, and then the practical development of the information or skills received. Participants are introduced into a certain actual life situation and offered to find a solution. A business game is a different type of training, in which a business situation is simulated. The participants in the game are given their roles and must act as they would in real life. This makes it possible to consider various behaviors and, by analyzing them, identify errors and find the optimal solution for each case. As a result, when a similar situation arises in a real business environment, employees will quickly make the right decision. Trainings and business games can be held in the company's office with little or no interruption of the staff from their regular work. The effectiveness of such events is that their results, as a rule, are immediately used by employees in their work.

There are also long-term training systems, such as refresher courses.

Most organizations during the probationary period assign a mentor to a new employee, who brings the newcomer up to date on work, organizational and corporate issues, helping him to master labor functions and get closer to the team in the shortest possible time.

During personal conversations with the immediate supervisor or HR specialist, employees receive useful information and answers to their questions.

Supervision by the personnel service is a kind of "remote" mentoring, during which the personnel specialist periodically requests information from the heads of departments about the new employee, the work performed by him, the psychological state, mood, etc. If necessary, the personnel officer can invite the employee to conduct interviews and testing for the effectiveness of adaptation.

Study tours help to quickly get used to the enterprise, to understand where certain divisions are located, who does what and to whom and on what issues you can contact.

Demonstration of educational films is also one of the forms of training that allows the employee to adapt to a new place. Educational films can be about specific life situations that have ever occurred in the organization or how to behave professionally. After watching the film, the employee is given the opportunity to analyze these situations, discuss with a mentor or work colleagues, and express their position.

Labor adaptation management

Labor adaptation management is the activity of the employer in planning, organizing, conducting and monitoring the process of adaptation of a new employee in the organization. The head of the organization, the heads of structural divisions should seriously approach the issue of adaptation of new employees, since its quality directly affects the efficiency of work.

The tasks of adaptation management are:

Ensuring accelerated achievement of acceptable performance indicators;

Facilitating the entry of a new employee into the team, reducing his feelings of anxiety, self-doubt;

Reducing the "turnover" of personnel;

Saving the time of newcomer colleagues, which would be spent on help and advice;

Increasing the job satisfaction of the new employee;

Overall cost savings.

Labor adaptation management includes three interrelated organizational elements:

1. Structural consolidation of adaptation management functions.

2. Application of personnel adaptation methods.

3. Information support of the adaptation process.

Structural consolidation of adaptation management functions involves the allocation of a special structural unit in the organization dealing with the management of labor adaptation, in particular, the distribution of specialists involved in adaptation management, by divisions (workshops, departments). As a rule, the personnel department performs the functions of managing labor adaptation, develops various local documents to improve the efficiency of this process, organizes trainings and other forms of education, arranges mentorship, and monitors the effectiveness of the application of adaptation methods.

Based on the results of applying the adaptation methods discussed above, the employer sums up the results of the adaptation of a new employee.

Information support of the adaptation process is associated with the collection and evaluation of indicators of its level and duration, characterizing the effectiveness of labor activity, the active participation of the employee in its various areas, employee satisfaction with the work as a whole or its individual aspects.

Thus, labor adaptation management is one of the important activities of any organization, which allows solving many problems at the initial stage of employment and leads to high performance indicators and the creation of a friendly atmosphere in the team.

E. Yu. Zharova

journal expert

"Human Resources Department

commercial organization"

Signed for printing on 30.08.2013

• Adaptation, onboarding

Keywords:

1 -1

When entering a new job, it is helpful to recognize the need for adaptation. It makes sense to be patient and give yourself a mindset: do not jump to conclusions. Many beginners, faced with the first difficulties, lose the desire to fight. A month passes, another - and the new employee finds a suitable excuse to leave the company. This behavior is completely unjustified. At any place of work, difficulties arise at first. In most cases, it makes sense to wait a little longer, making efforts to overcome difficulties - and the situation returns to normal.

Most of the problems for beginners arise due to the lack of sufficient information about the workflow, regulations, etc. That is why it is very important at each stage (clause 1.2, section 1) to support a new employee, provide comprehensive information, share experience, introduce colleagues. Lack of this information also affects job satisfaction.

The problems faced by beginners can be divided into two groups: professional and communication. The former are directly related to official duties, the latter are problems of communication with colleagues.

To first group problems include:

• - the adaptation period within this period, "newcomers" need care, both the immediate superior and the persons responsible for the implementation of the personnel policy in the organization - the personnel department. It must be understood that most people in the first days of work are most afraid of not being able to cope with a new position, discovering a lack of experience and knowledge, showing incompetence, not finding a common language with the manager and colleagues and their location, not being perceived as a whole and eventually losing their job ;
• - the next problem of adaptation can be identified as "overload" of new employees at the first time of work, which, of course, will have a negative impact on the adaptation process, but also "underload" at work and setting simplified tasks can cause negative moments in the adaptation process, such as underestimation of young professionals and distrust of them;
• - it is also impossible to ignore the issues of motivation of a new employee during the period of adaptation. Strong tools to help motivate new employees and successfully adapt them include conversations with management, clarifications and recommendations. Such meetings and instructions give the newcomer a sense of confidence, reduce the feeling of need and uselessness, dramatically increase the sense of belonging to the organization;
• - in the process, such a problem as the absence of an adaptation period as such is revealed - there is neither the institution of mentoring, nor attempts to create conditions for the new employee to enter the position and team;
• - Another problem of adaptation of a young (new) employee may be the situation of comparison with those who held the position before his arrival. In this case, a complex of inconsistency with the position held, or a fear of being worse than the predecessor, or vice versa, a special zeal for work may develop;

Co. second group relate:

Relationships with colleagues and management, conflict situations in the workplace - this is also one of the problems of adapting an employee to new socio-psychological working conditions.

• - relationships with managers of different levels, this applies to heads of departments, and senior managers, in whose subordination are specialists, then in the process of social and psychological adaptation, one most often encounters problems that are as follows:
  • 1. At first, it is not always possible to find a common language with subordinates due to their wariness. The team does not know what to expect from a new leader, because at the beginning of work, a person, as a rule, demonstrates his positive sides and carefully hides the negative ones, and enough time must pass before the team manages to form a correct opinion about the leader.
  • 2. There is a danger of a mismatch between the level of the leader and the level of subordinates. If the leader is head and shoulders above the team, subordinates will not be able to adequately perceive his demands or orders, based, for example, on a non-standard approach, and the leader will find himself in the position of a general without an army. If the opposite happens, then the team turns out to be a “herd without a shepherd” - this option can lead to emotional tension, especially when the former boss had a higher professional level.

As a result of a study conducted in the administration of the city of Kataysk, we can state the following fact that the problems faced by newcomers to the administration can be divided into two groups: professional and communication. The former are directly related to official duties, the latter are problems of communication with colleagues.

The first group of problems includes:

The adaptation period lasts as long as the probationary period - 3 months, within this period, young professionals need care, both their immediate superior and those responsible for the implementation of personnel policy in the organization - the personnel department.

Most people, in the first days of work, are most afraid of not being able to cope with a new position. Finding a lack of experience and knowledge, showing incompetence, not finding a common language with the manager and colleagues and their location, not being accepted as a whole and eventually losing a job - this problem also finds a solution within the framework of the stages of personnel policy pursued by the personnel department of the Kataysk city administration.

The next problem of adaptation is the workload of young professionals during the first period of work. This, of course, will have a negative impact on the process of adaptation of employees. But setting simplified tasks can also cause negative aspects in the process of adaptation, such as underestimation of young professionals and distrust of them.

It is also impossible to ignore the issues of motivation of a new employee during the period of adaptation. Strong tools to help motivate new employees and successfully adapt them include conversations with management, clarifications and recommendations. Such meetings and instructions give the newcomer a sense of confidence, reduce the feeling of need and uselessness, and dramatically increase the sense of belonging to the organization.

During the conversation with the employees, such a problem as the lack of an adaptation period was also identified. There is no institution of mentoring, no attempts to create conditions for a new employee to enter the position and the team.

Another problem of adaptation of a new employee may be the situation of comparison with those who held the position before his arrival. In this case, a complex of inconsistency with the position held, or the fear of being worse than the predecessor, or vice versa, a special zeal for work may develop. Relationships with colleagues and management, conflict situations in the workplace - this is also one of the problems of adapting an employee to new socio-psychological working conditions.

A special category of problems are relationships with managers of different levels, this applies to department heads, and senior managers, in whose subordination are specialists, in the process of adaptation.

The most frequently encountered problems are as follows:

1. At first, it is not always possible to find a common language with subordinates due to their wariness. The team does not know what to expect from a new leader, since at the beginning of work a person, as a rule, demonstrates his positive sides and carefully hides the negative ones, and enough time must pass before the team manages to form a correct opinion about the leader.

2. There is a danger of a mismatch between the level of the leader and the level of subordinates. If the leader is head and shoulders above the team, subordinates will not be able to adequately perceive his demands or orders, based, for example, on a non-standard approach, and the leader will find himself in the position of a general without an army. This option can lead to emotional tension, especially in the case when the former boss had a higher professional level.

3. The acceptance by the team of a new leader is associated with comparing him with his predecessor and the lack of an emotional connection with him.

The process of mutual adaptation of the employee and the organization, based on the acceptance or non-acceptance by the first of new professional and organizational working conditions, should be associated both with strategic planning in the organization and with existing programs for motivating employees, assessing and developing personnel, and, of course, with the current corporate organization culture. It is the insufficient attention of the HR department to this function, the lack of clearly regulated procedures for the adaptation of new employees that entails the failure of the new employee to work into the team, his departure or dismissal at the initiative of the administration. Accordingly, the effectiveness of measures for staffing the organization is reduced, and the effectiveness of the organization as a whole is falling. For successful organizational and professional adaptation, it is advisable to create and develop a mentoring institution in an organization so that a new employee is not abandoned after starting work. A mentor, as a rule, can be either a line manager or an experienced employee of this unit who has positively proven himself.

The mentor is entrusted with the main part of the work on the professional adaptation of a new employee, as well as part of the work on organizational adaptation. Naturally, the employees of the personnel service are obliged to control and correct the work of the mentor. For mentors, it is necessary to introduce additional incentives in case of successful adaptation of the "sponsored" in the team. For the adaptation of new employees, the HR service needs to carry out periodic activities. In organizational terms, it makes sense to separate the mentor and the new employee into a separate sector within the department. In this case, the mentor receives the status of the head of the sector with all the powers and subordination to the head of the department. This frees the head of the department from an extra load by delegating a certain range of authority to the mentor, and the mentor, in turn, receives sufficient tools for the successful implementation of his functions.

Thus, as a result of the costs of developing, implementing and maintaining an effective adaptation procedure, the organization will receive the following result:

Reducing the cost of finding new staff;

Reducing the number of dismissals of employees undergoing a probationary period, both at the initiative of the administration and at their own request;

Formation of a personnel reserve (mentoring is an opportunity for an experienced employee to gain leadership experience);

Reducing the time to reach the point of profitability for new employees.

If, as a result of the adaptation process, the organization in the shortest possible time receives highly motivated employees working for a stable result, then the process of adaptation of employees in this organization is really effective.

In our opinion, in order to solve the identified problems, it is necessary to carry out the following series of actions:

the allocation of two employees from the employees of the personnel department who would be directly involved in the management of the adaptation system. These workers must have a complete understanding of adaptation and be professionals in their field (psychologist and sociologist). These workers would do the following:

development and implementation, with the participation of the functional management services of the organization of measures to reduce the adverse effects of the work of an unadapted employee, to stabilize the workforce, increase the labor productivity of employees, increase job satisfaction, coordinate the activities of all links related to adaptation, to the implementation of specific measures, changing parameters external environment, etc.;

finalization of the existing bonus system and its adaptation to the existing reality. Namely, bonuses to employees who have successfully passed the adaptation period in a short time, increased their productivity and quality of work. It would be more effective to reward not only a new employee, but also his mentor, so that he would have an incentive for fruitful work with a newcomer, his training. This would affect not only the productivity of the new employee, but the organization as a whole, since a well-trained employee will not disturb his colleagues;

fair reward system. It is advisable to nominate candidates for the promotion of not only the employee himself, but also his immediate supervisor, this would increase the productivity of other employees as well, since the manager would be interested in this.

To solve all of the above problems, you must take the following actions:

1. Immediately after hiring, it is necessary to form a stable positive attitude towards corporate standards and processes among new employees, as well as to activate and maintain personal skills in applying standards in working standard and non-standard situations.

2. In the process of adaptation, it is not necessary to overload beginners with a large amount of information, job descriptions, corporate rules. Of course, all these documents are important, but do not neglect informal communication, which will help to avoid fear, uncertainty and misunderstanding.

3. It is necessary to create conditions for understanding your profession in the light of a new job. Some professional resources may be unclaimed here, while others, on the contrary, will require further development and improvement. In addition, it is necessary that the new employee has a good understanding of his professional prospects for a new job: training, career growth, new scale of tasks, a different level of complexity.

4. The organization must adopt a program for the onboarding process for new employees, which should indicate who is responsible for preparing a new workplace, clarifying internal regulations, discussing with a new employee the compensation package and his new duties, etc.

5. The success of adaptation largely depends on a purely human attitude towards a new employee and on his attitude to a new job. That is why it is important to start work on adaptation during interviews. The main principle of communication between the employer and the candidate should be reliable, truthful information.

6. It is possible to organize corporate trainings for newcomers: all new employees are gathered for two or three days and some work is done with them, the institution of mentoring is organized.

7. Ultimately, the success of adaptation depends on the thoughtful and consistent actions of all people involved in the process of adaptation, on their sincere interest in each other, in teamwork, and in qualitative results of activity.

Thus, attention to the process of adaptation of personnel department specialists is increasing, since the current situation requires the mobile performance of a significant number of diverse, rather complex functions. If a person is poorly versed in the intricacies of his versatile duties, the work process suffers from this, and he himself is disappointed in a new job before he is able to realize that with appropriate training and assistance he can cope with difficulties. In this regard, adaptation measures should also perform the function of retaining and securing a new employee in the enterprise. This is facilitated by the extension of the adaptation period, when the work of a new specialist is supported by the control of a higher-level manager and appropriate assistance.

Staff adaptation is a set of efforts and measures aimed at ensuring that a newly arrived or newly appointed employee gets used to new working conditions, corporate culture, accepted norms and rules as quickly as possible, and reaches a normal level of productivity for the organization.

Problems of staff adaptation
Staff adaptation procedures are designed to facilitate the entry of new employees into the life of the organization. Research shows that 90% of people who quit their job within the first year made the decision on the first day of their tenure. What reasons motivate beginners to make such a decision?
1. A large discrepancy between reality and those promises on remuneration and its conditions that were given to candidates by representatives of the employer during their selection.
2. A new employee is left to the mercy of fate without any support and training, he spends a lot of effort to overcome not only objective, but also subjective, unjustified difficulties that make him think about dismissal.
3. A new employee, having familiarized himself with the situation at the enterprise, comes to the conclusion that there are no prospects for further professional and career growth.
4. The new employee was not helped to overcome psychological barriers, he had a tense relationship with colleagues, the team began to reject the newcomer.
5. The new employee didn't have a relationship. with direct boss, his rigidity, malevolence and constant nit-picking poison his life.
6. The new employee didn't fit in into organizational the culture of the enterprise, did not accept those standards, traditions and values ​​that are shared by his colleagues at work.
7. The new employee overestimated his abilities and did not cope with the duties assigned to him.

The main goals of staff adaptation:
Reducing the costs of the enterprise by reducing the time for new employees to achieve the established standards for the performance of work;
Reducing the impact of anxiety and uncertainty on the behavior of new employees;
Reducing staff turnover at the enterprise in the category of new employees;
Development in new employees of the professional knowledge and skills they need to successfully complete their work;
Formation of a sense of belonging to the organization in a new employee, rallying the workforce;
Formation of a correct understanding by the new employee of the duties and tasks facing him;
Formation of a high level of motivation for work and understanding of their role in the success of the organization in a new employee;
Involvement of experienced employees in the process of training and education of new personnel.

Organization of the personnel adaptation process
Who is responsible for the onboarding process? This is not an idle question, as it may seem at first glance. In some companies, this responsibility is assigned to the HR department, in others on managers structural subdivisions, and thirdly, to the training department. All of the above the persons involved take part in the process of adaptation of new employees, but any process must have its own owner. The powers of the head of the department are limited by his scope, he cannot be responsible for the adaptation of personnel throughout the enterprise. If "smear" this responsibility between all managers, then we will lose control and get our own version of adaptation in each unit. The training department performs only a part of the functions of personnel adaptation, its head does not have the ability to manage the entire process. Most of all, the head of the HR service is suitable for the position of the owner of the process, especially since the adaptation of personnel is his main function. We dealt with one organizational issue, but there was a second issue related to with delegation powers to effectively manage the process of adaptation of personnel. These are the powers that HR managers at most domestic enterprises lack, and without them it is impossible to effectively carry out the basic functions of management: planning, organization, control and coordination. It is desirable to formalize the procedures related to the adaptation of personnel in a separate document or standard.

The main types of staff adaptation
Types of personnel adaptation are the constituent elements of the general process of labor adaptation, determined by the characteristics of the production and economic system and social relations in the organization. Distinguish:
Psychophysiological adaptation;
Socio-psychological adaptation;
professional adaptation;
Organizational adaptation.
The entire article can be read in the attached file.
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Labor adaptation of personnel- mutual adaptation of the worker and the organization, based on the gradual inclusion of the worker in the production process in new for him professional, psychophysiological, socio-psychological, organizational, administrative, economic, sanitary and hygienic and household and recreation.

Under operating conditions the role of adaptation grows. At the same time, it is necessary to carefully study the experience of foreign companies that pay increased attention to the adaptation of young workers. This category of personnel needs special care from the administration of organizations.

Often professional adaptation is considered as a process of introducing a person to work within a certain framework, including him in production activities, mastering the conditions and achieving labor efficiency standards. However, adaptation cannot be considered only as mastering a specialty. It also provides adaptation of the beginner to the social norms of behavior in force in the team, the establishment of such relations of cooperation between the employee and the team, which to the greatest extent ensure effective work, satisfaction of the material, domestic and spiritual needs of both parties.

Goals of staff adaptation:

1. reducing start-up costs, since while a new employee does not know his job well, he works less efficiently and requires additional costs;
2. reducing the degree of concern and uncertainty among new employees;
3. reducing labor turnover, since if newcomers feel uncomfortable in a new job and unnecessary, they may respond to this by dismissal;
4. saving time for the manager and employees, as the work carried out under the program helps to save time for each of them;
5. development of a positive attitude towards work, job satisfaction.

Tasks of the adaptation management unit or specialist:

• organization of seminars, courses on various issues of adaptation;
• conducting individual conversations of the manager, mentor with a new employee;
• passing intensive short-term courses for new managers taking office;
• passing special training courses for mentors;
• using the method of gradual complication of tasks performed by a beginner;
• performance of one-time public assignments to establish contacts between a new employee and the team;
• preparation of a replacement during the rotation of personnel;
• conducting special role-playing games in the team to rally employees.

Personnel adaptation process

Information support of the process adaptation consists in collecting and evaluating indicators of its level and duration. The collection and processing of information is recommended to be carried out as part of the procedure current business assessment of personnel. For domestic organizations, the main problem of information support for adaptation is the need to accumulate normative indicators of the level and duration of adaptation.

For a manager, information about how the process of adaptation of new employees is organized in his unit can tell a lot about the degree of development of the team, the level of its cohesion and internal integration.

Forms of staff adaptation

There are the following forms of adaptation:

Social adaptation- this is the process of an individual's getting used to the social environment and turning it into the sphere of his activity, which involves the following stages:

• introduction into the environment;
• acceptance and assimilation of the norms and values ​​of this environment;
• an active attitude of the subject to this environment in order to most fully satisfy mutual interests.

Production adaptation- the process of including an employee in a new production area for him, assimilation of production conditions, norms of labor activity, establishing and expanding the relationship between the employee and the production environment.

Professional adaptation characterized by additional development of opportunities, knowledge and skills, as well as the formation of professionally necessary personality traits, a positive attitude towards one's work.

Psychophysiological adaptation- adaptation to new physical and mental loads, physiological working conditions.

Socio-psychological adaptation- Simultaneously with the development, the employee enters the process of socio-psychological adaptation to the organization's team.

Organizational adaptation- the employee gets acquainted with the features of the organizational mechanism of enterprise management, the place of his unit and position in the overall system of goals and in the organizational structure. With this adaptation, the employee should form an understanding of his own role in the production process.

Economic adaptation. Each profession is distinguished by special ways of material incentives, and wages are related to its conditions and organization. The object of economic adaptation is the level of wages and, which has become relevant recently, the timeliness of its payment.

Types of staff adaptation

There are two types of adaptation:

1. Primary adaptation- adaptation of young personnel who do not have professional experience (as a rule, in this case we are talking about graduates of educational institutions).
2. Secondary adaptation- adaptation of workers with professional experience (as a rule, changing the object of activity or professional role, for example, when moving to the rank of manager).

Adaptation period can be divided into three stages:

Familiarization stage

At this stage, a new specialist learns the goals and objectives of the organization, the microclimate of the environment, compares them with his goals, expectations and ideas about this organization. At the end of this stage, the employee must clearly understand whether this organization and the workplace suits him or he made a mistake.

The administration, in turn, carries out the following work in relation to the new employee:

• finally confirms the correctness of the decision to enroll the employee in the state;
• ensures the speedy transition of the specialist to the full-fledged performance of the functions assigned to him;
• reveals the potential of the employee;
• finally determines the professional categories of a new employee and subsequent individual development in the process of further work.

All of the above issues must be resolved during the probationary period or internship of a new employee.

adaptation stage

The adaptation period of an employee can cover a period from one month to one year. Its specific duration directly depends on the assistance provided to him by his immediate supervisor, personnel service, colleagues and subordinates. During this period, the newcomer must "fit" into the team.

Assimilation stage

During this period, the employee goes through the stage of complete adaptation, fully copes with his job responsibilities, can himself outline further target settings, becomes a full member of the team.