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Regular adaptation for new employees often helps employers introduce a new member to the team as quickly as possible, as well as train him in all the necessary subtleties of work.

Existing adaptation programs, in addition to professional training for a new employee, also include psychological support, assistance during “joining” the team, etc.

Main goals of the events

We can confidently say that adaptation is in the interests of both parties to the labor relationship - both the employer and his new employee. The first is interested in getting results as quickly as possible, while the second really needs help getting used to the new place of work.

The general system of adaptation measures includes a beneficial effect on the following areas of work:

• minimizing employee training costs;
• quick determination of the most effective role of an employee in a particular organization;
• reducing staff turnover through quality training for each employee and showing him the most favorable attitude;
• creating a positive atmosphere in the team, eliminating possible conflict situations, disputes, etc.;
• creating team cohesion, forming experienced employees with the most positive attitude towards newcomers.

Who may be responsible for carrying out adaptation measures?

As a rule, responsibility for adaptation rests with specialists from the HR department. But other additional persons can also take part in this procedure, for example, the director himself, the head of the department, laboratory employees, etc.

If the organization is large, it may introduce a separate position for a personnel adaptation specialist.

Create an event plan

As a rule, an adaptation plan is drawn up individually for each enterprise. But in most cases it includes the following main steps:

1. Preliminary collection of all necessary information about candidates for a specific position.
2. Study of specific institutions that may produce suitable young professionals.
3. Analysis of the current adaptation system. If necessary, at this stage all required adjustments and changes are made to the existing scheme, which should lead to higher efficiency indicators.
4. Checking and analyzing all documents on the basis of which the company carries out the necessary adaptation measures. Such documents include internal regulations and agreements of the company, which can also be adjusted and changed.
5. Development of materials for preliminary checks and testing of candidates for certain positions in the organization. This may include the creation of suitable tests, the development of special questionnaires and other materials for selecting candidates.
6. Establishing clear criteria for selecting employees, including requirements for necessary education, qualifications, special character traits, etc.
7. Direct acquaintance with the applicant, an oral interview, which, as a rule, is conducted by the manager.
8. Application of all current provisions in practice - implementation of the necessary adaptation measures.

Composition of adaptation programs

The adaptation program is developed by the responsible persons of the enterprise. It must contain all the necessary information, for example, about the methods used, about assessments and selection criteria, about acceptable forms of influence, etc.

When drawing up an individual adaptation program for each employee, such important circumstances as: his current work experience, age, state of health, reviews from previous places of work, etc. are taken into account.

However, there are several mandatory points that apply to each new employee, for example:

• preliminary acquaintance with a potential candidate. This can be either an oral conversation with the responsible person of the company, or filling out a specially designed questionnaire, etc.;
• familiarity with all internal documents of the company that will be directly related to the further professional activity of the employee - job description, agreement on financial responsibility, salary regulations, etc.;
• a story about the safety precautions in force in the organization. This is especially true for those enterprises where special or dangerous working conditions were recorded;
• direct introduction of the new employee to the rest of the team. This can be an acquaintance with all members of the organization, or with a separate structural unit to which the employee will be assigned;
• final assessment of the employee’s skills and abilities, for example, after completing a mandatory probationary period.

Additional activities may also include:

1. Constant contact with an employee in order to find out his achievements over a certain period, for example, a week. This method of feedback is very effective, since it allows for the clearest possible observation of the newcomer’s success. In addition, the employee himself will always be able to ask questions about his work that interest him.
2. Introducing a new employee to the team by organizing a special procedure, for example, an introduction ceremony, a small meeting, or creating a favorable and relaxed atmosphere during the introduction.
3. Maximum assistance in organizing a comfortable place of work for a newcomer - making the necessary rearrangements, issuing new materials, becoming familiar with the operating features of equipment, etc.
4. Organization of additional trainings, games, corporate events that will help the employee establish mutual connection and communication with the team as soon as possible.
5. A constant increase in the requirements, a clear explanation of the assigned tasks, so that the employee has time to understand what exactly they want from him.
6. Organization of additional training if an employee requires maximum help and support in a particular area of ​​work.

Before approving an adaptation program, you should check the presence of the following, most important, criteria, for example:

• the employee was indeed told in detail about the future work schedule, as well as other important nuances;
• the existing safety regulations were clearly explained to the employee;
• the newcomer was officially introduced to the team;
• Much attention was paid to possible disputes and conflicts with the newcomer, as well as ways to resolve them as quickly as possible.

It should be remembered that an individual adaptation program must really correspond to the special traits and characteristics of a person’s character. Only in this case will it be able to bring the most positive and high results. It would not be amiss to learn about such important points as the main character traits of a newcomer, the presence of ambitions, the degree of sociability, peculiarities of thinking, marital status, etc. Particular attention can also be paid to previous work experience - reasons for dismissal, features of communication with the previous manager.

An example of a completed adaptation program

Regarding a store employee

1 th day

Familiarization of the employee with the company itself, as well as with the peculiarities of its work. Here you can tell about the history of the organization, about the traditions established in it. Next comes an explanation about the current work schedule, the possibility of working overtime shifts, etc.

2-7 days

An introduction to the store's current assortment, a story about special products, as well as how to achieve maximum success in sales.

8-10 days

Instructions on resolving conflict situations, behavior and communication with visitors, skills in answering provocative questions.

11-14 days

The beginning of the internship, the transition from the theoretical part to the practical part. Provide customer service under the guidance of an assigned mentor.

15-20 days

Attempts to work independently under the supervision of a mentor. Finding out questions of interest to the newcomer during a conversation with the manager. Practicing psychological techniques and skills in communicating with clients.

21-30 days

Carrying out independent work in accordance with the established schedule and requirements. Establishing an assessment upon completion of preliminary labor activities. Relevant conclusions of management and the person in charge about the possibility or impossibility of further employment.

Adaptation of a radio station worker

1 Week

Introducing members of the organization to a new employee. Organize a small meeting during working hours in a relaxed atmosphere. A story about the history of the emergence and formation of the radio station, informing about interesting facts and internal secrets of the company. Initial acquaintance with the equipment on which the new employee will work in the future.

Voicing further prospects and criteria that have a direct impact on further career growth.

2 week

Familiarity with the current internal documents of the organization, including the employee’s job description. Providing information about the current labor discipline, the specifics of organizing breaks, the general principles of working time distribution, etc.

3 week

Organizing joint games and leisure activities, drawing up motivational programs, creative tasks and creating skits for resolving conflict situations.

4 week

Creation of an individual project by an employee under the guidance of an assigned mentor. Summing up interim results with an assessment of current achievements, as well as making small adjustments to the newcomer’s work, if necessary.

5-8 week

Independent performance of all duties that were assigned to the newcomer in accordance with the provisions of the employment contract, as well as the current job description. Creation of another original project based on the requirements presented by the manager.

Conversations with other employees, collecting feedback on the effectiveness and efficiency of the work carried out by the newcomer. View all recorded achievements over the past time and summarize.

Making a final decision on whether the cooperation between the new employee and the employer will continue in the future.

The above examples clearly confirm the fact that any adaptation program must have clear deadlines. Only in this case will it really be able to bring the desired results.

It would also be useful to constantly summarize preliminary results. This advice is especially relevant if the adaptation period is quite long. As a result, the person in charge may simply forget about some of the newcomer’s achievements, as well as other important nuances.

That is why it is better to take stock of the results quite often, for example, every week.

Of course, adaptation has long become an integral part of the functioning of almost any organization. If you pay attention to this procedure, it will really help to increase labor efficiency in a fairly short time, while simultaneously reducing costs.

FULL NAME. ____________________________________

Position: regional representative.

Division Regional department.

Supervisor ______________________________

Mentor _________________________________

Date of return to work “___” ___________ 20__

Probationary period is three months,

from “____” ____________ 20__ to “____” _____________ 20__

Tasks for the probationary period:

1) fulfillment of accepted monthly sales plans (in rubles);

2) acceptance of territory;

3) familiarization with the client base, personal acquaintance with key clients;

4) determining the potential of the entrusted territory;

5) getting to know employees in the regions;

6) familiarization with the internal rules and procedures of the regional department.

Adaptation measures

Actions to be taken

Manager's signature

Mentor's signature

I am familiar with the program

(employee signature)

"_____" _______________ 200___ g.

_______________________

Appendix 2

Employee book

1. Greetings from the General Director.

2. Our company:

· history of the company's development; main achievements;

· vision, mission, corporate values;

· strategic development priorities;

· organizational structure of the company;

· collegial governing bodies.

3. Our employees:

· company managers;

· key employees;

· best employees.

4. Our life:

· annual corporate events;

· code of corporate ethics.

5. Our rules:

· internal labor regulations;

· concept of trade secret;

· staff performance assessment;

· training;

· social program for employees;

· rewards for success at work;

· rules for working with documents;

· disciplinary measures.

6. Telephone directory.

7. For recording.

________________________

Internet portal HR-Portal: http://www.hr-portal.ru/adaptation_doc/

Appendix 3

Memo to a new employee

Last name, first name

Subdivision

Dear ______________!

Today is your first working day, and we wish you to become a full-fledged employee of our company.

Your immediate supervisor: __________________

Telephone: _____________

Your mentor: ______________

Telephone: _____________

Opening hours: from ___ to ___.

Lunch from ___ to ___ on a rotating schedule.

In case of absence from work, you must inform your immediate supervisor about the reasons for your absence before ___ hours.

Salaries are paid twice a month: ___ and ___ days.

Vacation in the company is provided according to the vacation schedule. The vacation period is 28 calendar days. It is recommended to divide the vacation into two periods of 14 days.

If you change your place of registration or residence, or change your family composition, you must provide information to the HR inspector within five days.

All applications and memos must initially be endorsed by your immediate supervisor.

If you have any questions, you can contact your mentor, the head of the department or the personnel department.

With wishes for a good day,

_____________________________.

_______________________

Internet portal HR-Portal: http://www.hr-portal.ru/adaptation_doc/

Appendix 4

Leader's book

1. Message from the General Director.

2. Goals, objectives, resources of the company.

3. About the company.

4. Controls.

5. Management structure.

6. Sections:

· finance;

· personnel Management;

· technical development;

· public relations;

· office work.

Each section includes:

· provisions;

· orders;

· regulations;

· document forms;

· educational materials.

Internet portal HR-Portal: http://www.hr-portal.ru/adaptation_doc/

Approaches to the selection of adaptation tools

When choosing adaptation tools for development and their subsequent use in the company, it is necessary to proceed from the goal facing the organization, and, consequently, the personnel service: what do we want to achieve in the coming year, how will the built system of adaptation of new employees affect the achievement of this goal?

But despite all the obvious expediency of using a targeted approach, we sometimes, unfortunately, use others.

A problem-oriented approach, for example, in a situation where HR employees unexpectedly learn that new employees know very little about the company itself, its history, and the tasks facing it. This means that something needs to be changed in the current state of affairs.

Process-oriented, when the goal begins to be dominated by the understanding of how “it should be, because others have it that way.” This is expressed in the fact that the personnel service tries to copy the experience of other companies, without always thinking about whether this is necessary.

Adaptation sheet

One of the tools for managing the newcomer adaptation process is Adaptation sheet (Appendix 1) of a new employee (in some companies it is called a New Employee Diary, Adaptation Program, Adaptation Plan, Internship Plan).

The adaptation sheet is prepared by the line manager and signed by the new employee on his first day of work along with the job description. The adaptation sheet can be prepared both in printed and electronic form.

The structure of the New Employee Adaptation Sheet includes the following sections:

tasks for a probationary period;

adaptation activities;

list of activities to be carried out;

execution control.

Tasks for the probationary period

The tasks are determined by the manager and explained to the newcomer when signing the Adaptation Sheet.

Adaptation measures

This section includes those adaptation measures that were developed in the company and addressed to the new employee.

List of activities to be carried out

The list of activities to be performed is a list of so-called checkpoints, or the obligations of the new employee to the company.

Execution control

This section records an assessment of the completion of the tasks assigned to the new employee, which is recommended to be carried out during his meetings with his immediate supervisor once every two weeks or a month.

Welcome! Training.

Welcome! Training (or Introductory course “Welcome to the company!”) is the last chance for the company to impress a newcomer, in other words, to make him fall in love with you. Therefore, in addition to transferring new knowledge about the company and existing procedures, the goal of Welcome! The training is to form and increase the loyalty of new employees to the company. It is important to understand that Welcome! The training is not training in the usual sense of the word, i.e. it is not aimed at practicing any skills.

Forms of conducting Welcome! Training

1. Classroom training. This is a classic option for conducting introductory training. The advantages are real communication both with employees conducting training and with newcomers from other departments.

2. Electronic course (e-learning). The use of this form of training is recommended in the following cases:

* employees of remote offices participate in the training, then the course itself, to which employees of all departments have access, is prepared and periodically updated by personnel service employees of the main office;

* many newcomers come to the company at the same time, which may be due to various reasons: the stage of its active growth, mergers and acquisitions, staff turnover.

Currently, specialized providers offer services for the development of electronic versions of adaptation courses. The style of the programs being developed is completely different: from strict to fun, when the training is developed in the form of a game or cartoon.

3. Mixed option. This training includes both classroom modules and e-learning elements. This format is becoming the most common, as it allows HR specialists to develop balanced programs, determining which part of the information can be studied by newcomers on their own, and in which cases live communication is appropriate.

Duration Welcome! The training depends on the needs of the company, namely the amount of information that is planned to be conveyed to new employees.

Experience shows that the program typically lasts from two hours to two days.

Frequency Welcome! The training depends on how often and in what quantity new employees come to the company. These can be either weekly or monthly programs.

Block 1. Information about the company - designed to introduce training participants to the history of the organization, its present and future.

One of the mistakes is the use in the preparation of this block of presentations developed by the marketing and sales departments and aimed at the company’s clients. It is important to remember that clients are the external environment of the company and are part of a different target audience, unlike the company’s employees, which directly affects the emphasis.

Block 2. Information about the products produced/services provided.

Even if among the newcomers there are no sales department employees who will have to work with clients, it is recommended not to approach this block formally. Any employee, regardless of his position, will be interested in obtaining specific information about how products are produced or how services are provided, be it the oil industry or a player in the telecommunications or alcohol market. This can be in the form of a short film, a presentation with colorful slides, or a game that will allow newbies to become familiar with the main features of the product.

Block 3. Explanation of the principles of corporate culture - as a rule, the existing norms and provisions of corporate culture are explained.

Block 4. Corporate policy in the field of personnel management, contains information about the opportunities provided to employees by the company in the following areas:

professional development - what training opportunities the company provides, how the training center and library work;

career development - basic information about assessment procedures, examples of career growth of working employees;

remuneration policy (if it is unified) - what are the corporate performance indicators, what is the algorithm for calculating bonuses;

working conditions - the procedure for paying wages, the possibility of receiving other benefits existing in the company;

living conditions - where and when you can have lunch, get medical care, help related to vehicle maintenance, etc.);

relations with the trade union organization.

Block 5. Tour of the company; This may include the activities listed below:

*visiting production, development department or other key departments;

*visit to the company museum;

walk along the Walk of Fame. Walk of Fame is the conventional name for the exhibition of diplomas and awards of the organization, which are placed on the walls or in the halls;

watching a film about the company.

Answers on questions

1. Who hosts Welcome! Training?

Start Welcome! The training is recommended with a greeting and introductory words from one of the top managers. The main part of the Welcome! The training that follows the introductory word is usually conducted by a HR specialist: a training manager or a manager for personnel selection and adaptation.

The part devoted to the description of the product being manufactured/services provided is most often prepared by specialists of the relevant profile, for example, technologists or marketers.

In a block explaining the organization’s personnel policy, along with a specialist from the HR department, an employee of any other department can speak, who will talk about himself and his career path in the company, which will allow him to gain greater confidence among newcomers and at the same time will be additional motivation for the employee himself.

You can invite a trade union representative to talk about social policy and protect the interests of employees.

In addition to the transfer of first-hand knowledge, this form makes it possible to further motivate the company’s current employees involved in carrying out the adaptation program.

2. Who develops Welcome! Training?

To development Welcome! It is important for the training to involve specialists and managers of different departments. It should include a number of components.

Clarification of the goals pursued and expected results.

Determining the structure and content of the program. To do this, you can conduct a focus group or interview among those employees who have been working in the organization relatively recently.

Preparing the content of the training, determining the duration and form of delivery. At this stage, you need to highlight interesting examples from the life of the company, create a list of questions for interactive discussion, and prepare handouts.

Rating Welcome! Training. Since Welcome! The training is not training in the usual sense of the word; the evaluation process can include only two steps: 1) assessing the reaction of the participants: collecting feedback on whether the newcomers liked the form of the program, whether everything was clear, etc.; 2) testing knowledge using tests about the product/services if necessary.

Corporate brochure Employee book.

The corporate brochure Employee Book (Appendix 2) (another name for the Employee Folder) can be published both in printed form and in electronic form.

Purpose of the Employee Book

Orient the newcomer to the large amount of information that he needs to learn about the company.

Determined primarily by the target group of the publication. For ordinary blue-collar employees, it makes sense to prepare a New Employee Memo (Appendix 3), including information related to working and living conditions.

For employees working remotely, it would be correct to present all the material of the adaptation course, since they do not have the opportunity to attend the introductory course in person.

In actively developing companies, it makes sense to develop a Manager's Book (Appendix 4), the target audience of which will be both employees appointed to the position after completing the personnel reserve development program, and specialists who came to the company from outside. The main materials placed in such a Manager's Book will be the described business processes and regulations, for example, the Regulations on the preparation and protection of the budget or local regulations relating to work with personnel.

If providing an Employee Book to each new employee for some reason is costly for the company - for example, it is a manufacturing company and most of the employees are blue-collar employees, a solution may be to hand the new employee a Memo to the new employee and place all information materials about the company on an information stand, access to which is free for everyone.

When developing such books and memos, you must immediately plan the frequency of their updates, since the information contained there changes very quickly. Updated information must also be communicated to existing employees.

Newbie days

Days for newcomers to the company can take place at different intervals. The most common options are once a month and once a quarter. The main goal of such events is team building.

In some companies, Newcomers Day replaces Welcome! Training. In this case, the event usually includes official (content) and informal (entertainment) parts.

Beginner's kit

A new hire's kit (other names: New Employee Folder, or Company Guide) usually includes:

job description, local regulatory documents, including the Personnel Regulations;

Adaptation sheet;

Employee book;

corporate memos, regulations;

latest issue of the corporate publication;

marketing materials;

corporate souvenir (for example, pen, notepad, etc.);

phonebook;

Some documents can be recorded on a CD, for example, along with a film about the company.

New employee's first day

An employee's first day should be prepared in advance. It often happens that companies de jure have developed adaptation tools, but de facto find themselves absolutely unprepared to hire a new employee. Detailed adaptation programs will not replace the emotional component of an employee’s first day in a new place, during which he involuntarily evaluates the real attitude towards him.

It is incorrect to schedule a new employee's departure on a day when his immediate supervisor is on vacation or on a business trip. You shouldn't let a person feel abandoned.

While waiting for a new employee to arrive at the office, check if you forgot to prepare:

workplace; there should be no things left over from the previous employee on the desktop or in the bedside table; put a diary and a set of stationery on the table;

Newbie kit, Adaptation sheet, badge;

signs of greeting from colleagues: a postcard - congratulations on starting a new job, a small chocolate bar, a corporate souvenir - in a word, everything that employees’ imagination suggests.

If possible, warn employees of this and related departments about the arrival of a new colleague.

It is recommended to start the first day of work for a new employee a little later, for example, at 9.30, if the entire company works from 9.00. By this time, all interested parties will already be at their workplaces, and the newcomer will not have to spend the first minutes waiting for future colleagues to appear.

It is important not so much to convey to the employee all the detailed information on the first day, but to explain to him where he can find it on his own in the future. The goal of a new employee's first day is to form a positive impression of the company and inspire enthusiasm to work there.

Newbie information

It is important not only to introduce the new employee to his future colleagues, but also to talk about the new person in the team. To do this, you need to use the available communication channels:

intranet page “Our Newcomers”;

information stand;

corporate newsletter or newspaper;

personal introduction (in this case, difficulty may arise from the fact that not all company employees can be found on site).

Information about the new manager

If a new manager arrives, it makes sense for the HR service to prepare a plan for introducing him to employees. Employees often treat a new manager with some wariness, while it is desirable that a top manager enjoys the respect of his subordinates from the very first day. Information about the leader should be disseminated across all channels within the organization and should include the following information:

education and work experience;

successes and achievements in previous projects;

marital status, hobbies, etc.;

views on the organization of the work process.

The best option is to present this information in the form of an interview. Other options: self-presentation, third party stories.

Information about the new ordinary employee

An ordinary employee receives less attention than a top manager, but it is still necessary to introduce him to the team, at least within his department.

Introduction of a new employee

Introducing a new employee to colleagues usually goes according to the plan below.

1. Getting to know colleagues within the department.

2. Getting to know colleagues from related departments with whom the newcomer will directly interact.

3. Getting to know senior management. When introduced, the new employee and the other employee exchange the following information:

first and last name, position;

the main tasks of both;

issues on which they will interact.

Training during the adaptation period. Types of adaptation

1. Training related to familiarization with corporate standards.

This group includes training:

rules for working with clients;

rules for working with a corporate database;

reporting, etc.

It is good if this training is accompanied by the issuance of instructions in which all the basic algorithms are spelled out.

2. Vocational training. Often a company hires an employee who does not have the full range of necessary competencies, but has fairly high potential. In this case, it is advisable for him to plan the necessary training, information about which will be reflected in the Adaptation Sheet. In such cases, it is necessary to assign a mentor to the newcomer.

3. Internship. A number of companies practice internships for specialists in related departments, which are organized to accelerate the entry into a position and for the employee to understand basic business processes.

In order to quickly adapt a new training manager who will be involved in staff training, you can send him for a limited period of internship in the sales department, marketing department, etc. Thus, he will have a good understanding of what the employees with whom he will interact do. in the future, training programs for which will be developed.

The forms of training listed above are the minimum set of investments in a new employee.

A job offer

The Job Offer (Appendix 5) is essentially the first tool for future adaptation, and it is necessary to take it seriously.

As a rule, an official job offer is a one and a half to two page document that includes in a concentrated form the terms of the future employment contract, including the following information:

proposed position;

place of position in the company structure, i.e. an indication of who the employee will be directly and functionally subordinate to;

list of functional responsibilities;

place of work;

volume of business trips;

availability of a probationary period;

wages and income structure;

key performance indicators;

conditions for compensation of expenses incurred: payment for mobile communications, expenses for using a car;

provision of other benefits - medical insurance;

date of expected return to work or date of receipt of the candidate’s consent;

list of documents that are necessary for applying for a job.

Preparing such a detailed proposal will make the work of HR employees easier in the future: the HR inspector will not have to guess what the employee should do and download his job description from the Internet.

An accepted job offer by the applicant allows the employer to stop the search and the candidate to begin the dismissal procedure at his company.

By the way, in Europe, a Job Offer replaces an employment contract when hiring, and therefore its status there is more significant; in our country, a signed job offer is an analogue of an agreement on the intention to conclude an employment contract.

A job offer may be rejected by a candidate if he is not satisfied with the proposed conditions. We must remember that Job Offer only contains a description of future work and compensation for it.

A new job is always associated with stress and considerable excitement for a person, regardless of his experience, qualifications and skills.

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To make the “acclimatization” process as comfortable as possible for a newcomer, the personnel department, headed by a manager, is involved in drawing up and implementing an adaptation program.

What is the document?

An adaptation program is, in other words, an induction plan. It is necessary to establish a unified adaptation process in all departments of the company.

The program contains an extensive list of actions for both the new employee and the supervisor - a specialist who will “guide” the newcomer.

As a rule, the document includes two parts: general and individual.

Personnel management specialists note that the final “infusion” of a person into the company occurs within 10-12 months.

The most difficult period is the first two to three months, which often coincide with. That is why the duration of adaptation programs often coincides with this period.

A clear, well-designed adaptation program can reduce the “acclimatization” period to six months or even less.

A good induction plan has the following characteristics:

• it is meticulously planned;
• its content is extremely clear;
• The roles of participants in the adaptation process are clearly distributed.

The structure of the adaptation program is presented in the table:

It should be noted that the adaptation process includes several stages, and different companies practice both simplified options and more complex, structured programs.

Implementation goals

Adaptation programs in various companies are drawn up and implemented taking into account the specifics of a particular company.

Their main goal is to ensure an attentive approach to a new employee, creating the most comfortable and at the same time effective conditions for taking up a position.

A personnel adaptation program is needed so that the organization has a seamless, proven procedure for hiring employees.

Its main task is to quickly and easily introduce a newcomer to the course of business, familiarize himself with the team and job responsibilities.

An induction plan helps minimize errors, reduces initial discomfort and increases the employee’s skill level from the very first days.

Features of development and implementation

There is no single algorithm for drawing up an adaptation program, since the document must be focused on the specifics of the company’s activities.

However, what all adaptation programs have in common is that they contain several stages and pursue similar goals.

Who is preparing the project?

The program is drawn up by the HR manager together with the manager.

In some organizations, managers take this task entirely upon themselves. However, most often managers are directly involved in drawing up an induction plan, which relates to the individual part of the program.

Main participants of the program:

• direct manager;
• curator;
• HR specialist.

The following should know the program and use it in their work:

• general director;
• heads of departments;
• heads of structural divisions;
• mentors;
• HR specialists.

Practical examples

An example of an onboarding program for new employees gives a clear idea of ​​what the document should look like and contain.

Onboarding program for new employees (example)

Sample program:

The adaptation process consists of four periods, each of which involves solving assigned tasks. Each task is assigned to a specific program participant: a HR specialist, a mentor, a direct supervisor.

First stage. Responsibilities of participants three days before the employee leaves.

HR Specialist:

• calls the employee before he leaves, makes sure that everything is in force;
• informs the team about the departure of a new employee;
• prepares materials needed on the first day: a list of internal and landline telephone numbers of the company; form for access to the Internet and e-mail; rules for making long-distance calls; application form for participation in corporate communications;
• prepares a pass;
• checks the workplace: PC (office programs, documentation, network connections, printing settings); office equipment (fax, photocopier, etc.); a set of stationery and consumables.

Direct supervisor:

• checks the service instructions;
• appoints a mentor.

Second phase. First work day.

HR Specialist:

• meets the employee and escorts him to the workplace;
• carries out personnel registration, provides accompanying documents;
• discusses management style, specifics of corporate culture, etc.;

Supervisor:

• introduces the employee to the team, introduces him to the mentor;
• discusses job responsibilities, fills out a task sheet for the probationary period;
• talks about the system of bonuses and penalties;
• explains the procedure for reimbursement of expenses, payment of wages, payment of sick leave;
• talks about the organizational structure;
• discusses the first day of work.

Mentor:

• introduces labor regulations;
• provides household information (location of bathroom, dining room, rest area);
• talks about the traditions of the department;
• introduces the system of communications and connections;
• talks about behavior during an emergency;
• discusses the first day of work.

Third stage. First working week.

HR Specialist:

• talks about procedures and policies regarding personnel (career growth system);
• analyzes competence and draws up a personal training program.

Mentor:

• introduces the missions, goals and strategic directions of the company;
• provides a list of documents that need to be reviewed;
• talks about the structure of the administrative and economic system;
• introduces employees with whom direct cooperation is expected;
• introduces the essence of the work, standards of performance, powers;
• talks about the reporting system.

Fourth stage. At the end of the probationary period.

HR Specialist:

• gives the employee an evaluation sheet to fill out;
• analyzes the received sheet;
• discusses the completed sheet with the employee, seeks feedback (finds out opinions about the company, listens to suggestions, etc.).

Supervisor:

• informs about the end of the probationary period, sets a date for discussing the results;
• conducts discussions and provides feedback.

This is a typical onboarding program that is used by many companies.

Program for working (production) personnel (example)

Introduction to the position carried out in 4 stages (1 stage – 1 shift).

The first stage (first shift) is preparation. The goal is to get acquainted with the activities of the enterprise.

Providing information about the company, familiarization with working conditions and routines:

• history of the enterprise;
• products;
• managment structure;
• working conditions (schedule, vacation, etc.);
• corporate culture;
• rules for preparing basic documentation.

Responsible person: Shift Supervisor.

Introduction to the department and workplace:

• presentation to employees;
• familiarization with the daily routine;
• familiarization with the job description;
• familiarization with production functions;
• familiarization with the documentation regulating the production process.

Responsible person: Department head.

Familiarization with the procedure for interaction between departments of the institution:

• a list of departments with which interaction is expected;
• interaction technology;
• complexity of the production process;
• ways to solve problems.

Responsible person: Department head.

The second stage (second shift) is the initial period. The goal is for the employee to master his duties.

At the end of the shift, the supervisor evaluates the employee’s skills and abilities and makes recommendations.

The third stage (third shift) is adaptation. The goal is to involve the employee in the production process and adapt to the requirements of the enterprise. At the end of the shift, the boss evaluates the results of work, focusing on the socio-psychological aspect (building relationships with colleagues, perceiving information, etc.).

The fourth stage (fourth shift) is the end of the induction period. The goal is stable work for the employee. The employee acts within the scope of his competence for the shift. At the end, general results are summed up, recommendations and explanations are given.

You can download another typical example of an adaptation program here:

Implementation approaches

Conventionally, the adaptation procedure is divided into four stages:

• Analysis of the employee's level of training. If, in addition to special training, you have experience in a similar position, adaptation will take place very quickly.
• Orientation. Familiarize the employee with the requirements and responsibilities.
• Effective orientation. Adaptation of the employee to the status, involvement in relationships with colleagues.
• Functioning. Completion of adaptation. Gradual overcoming of problems and transition to full-time work.

results

What does the implementation of a well-planned adaptation program provide:

• minimizing costs during the period of involvement in the work process;
• reduction in staff turnover by 10-20%;
• saving time for management and ordinary specialists;
• creating a sense of job satisfaction in the newcomer;
• basis for creating employee commitment to the organization.

How to evaluate economic efficiency?

At the end of the adaptation period, the manager fills out an employee evaluation form. Based on this information, conclusions can be drawn about its potential, strengths and weaknesses can be revealed, and the necessary recommendations can be made.

To assess economic efficiency, a number of indicators should be analyzed over a certain period of time:

• achievements of a specific department and the entire unit;
• production volumes (how much they have changed and in what direction);
• staff turnover.

It should be noted that the personnel adaptation procedure, as well as the preparation of the program, are not regulated by law.