home Ideas Assistance in the adaptation of new employees. Staff adaptation methods: how to choose the best option

Assistance in the adaptation of new employees. Staff adaptation methods: how to choose the best option

Any modern organization, of course, are people, since it is people who provide effective use any type of resources available to the organization and determine its economic indicators and competitiveness. The contribution of human resources to the achievement of the goals of the organization and the quality of the products or services provided depends primarily on how effectively the work on personnel selection is carried out. But even best system selection is not able to provide the proper result, if not enough attention is paid to the issue of adaptation of new employees.

The dismissal of an employee due to his inability to master a new job or fit into the team will nullify the results of the selection and lead to additional material costs and looking for another employee. A good organization strives to maximize the potential of its employees by creating conditions for their effective work. The employee evaluates the organization in terms of what role it plays in his life, which contributes to his well-being. The establishment of organic interaction between a person and an organization provides the basis for the effective functioning of any enterprise.

The first step in this direction is the process of adaptation, i.e., the adaptation of the needs and values of the employee to the requirements placed on him by the organization in accordance with its strategic goals.

Ideally, a properly implemented onboarding process should result in:

to reduce start-up costs by reducing the time for a new employee to achieve the established standards for the performance of work;
reducing staff turnover;
saving time for the immediate supervisor and ordinary employees;
the emergence of a new member of the team a sense of job satisfaction, reducing anxiety and insecurity.

Adaptation is a process complex structure, which includes the following interrelated aspects:

organizational;
socio-psychological;
professional.

Let's consider the organization of the adaptation process as an integral system of clearly defined procedures and activities using the example of the Best Real Estate company.

As the company grew and developed, the requirements for personnel and recruitment methods changed. In the early 90s. “on the street” turned out to be a huge number of employees of closed enterprises. Many of them dared to try their hand at the newly legalized real estate business. New employees came to the company on the recommendations of old ones. There was no training system, they learned by trial and error. The main stimulating factor was the possibility of high earnings. The real estate market turned out to be very profitable. This circumstance began to attract an increasing number of applicants to the ranks of realtors. New branches began to open, new lines of business were developed. In parallel with these processes, competition in the market has intensified. The company has set itself the goal of becoming the best real estate agency in Moscow. This goal can be achieved if it is possible to surpass competitors in everything related to the quality of services offered to customers, including the professionalism of employees. So, the company began to need people with such personal qualities as entrepreneurship, positive thinking, interest in people, corporatism, and, of course, professional knowledge and skills. Professionally trained realtors were trained by the Arsenal School of Managers, which sent employees to Best Real Estate. There was a problem of their "getting used" to the working conditions of this particular company. Then here they realized the need to develop a system for adapting new employees. The main emphasis was placed on the professional aspect. The idea to train specialists by ourselves, subordinating the learning process to the goals, objectives and values of the company, came true: in 1998, the Personnel School began to work, preparing realtors to work in the conditions of the Best-Nedvizhimost company.

It is on HR managers that the main responsibility for the adaptation of employees lies, since this is closely related to other aspects of personnel management: search and selection, training, evaluation and organizational culture. When developing adaptation criteria, the company relied on the criteria for evaluating the work of employees based on job descriptions. Training programs at the Personnel School and business trainings are focused on professional adaptation. Organizational adaptation is based on the norms of corporate culture.

The elements of the adaptation program are also interconnected. Successful mastering of professional knowledge and skills is impossible if the employee does not understand his role in the organization, does not share its values and attitudes, does not see the prospects for his work and experiences difficulties in communicating with other members of the team.

Organizational adaptation

The process of introduction to the organization is aimed at the assimilation by the employee of the norms and rules, including the “unwritten” ones, by which the organization lives. The purpose of this process is the adoption by the new employee of the values, attitudes, principles of the organization without compromising personal values.

The first stage of introduction to the organization is an interview with the HR manager. The interview has two purposes: assessment personal qualities and the level of competence necessary for successful work in the company, as well as providing the new employee with basic information about the organization and the prospects that he can have while working here. The HR manager talks about the history of the company, its organizational structure and the place in it of this department, introduces the service hierarchy, answers questions.

After the interview with the line manager and his decision on hiring the employee, a second interview is held with the HR manager. The employee is introduced to the internal regulations and is given an introductory tour of the office. During the tour, a new employee is introduced to the management (director and manager) and introduced to the employees with whom he will actively interact (lawyer, client coordinator, administrators, secretaries, supply manager). At the same time, the official powers of these employees are explained in detail. Draw the attention of the employee to the requirements for appearance(for example, the obligatory wearing of a badge, which is awarded on the first working day). Each new employee is given a booklet that contains information about the history of the department and its organizational structure, internal regulations and a list of the administrative group with internal telephone numbers.

Socio-psychological adaptation

Joining a team, accepting established norms of relationships is one of the indispensable conditions for high performance. Measures for socio-psychological adaptation are aimed, first of all, at the earliest possible overcoming by the employee of natural uncertainty when entering a new place.

Every month the company accepts about 10 new employees in each branch. The specifics of the real estate business involves a fairly high turnover of staff. In addition, the company is developing and constantly feels the need for staff. One of the first steps in socio-psychological adaptation is the acquaintance of newly arrived employees with each other. This allows you to overcome the feeling of isolation, alienation in the team. The main structural unit of the department is the managerial group (team). The new employee will work here. Therefore, a lot depends on how the manager and members of the group meet him. The manager bears the main responsibility for the process of joining the team of a new employee. Introducing the “newcomer” to the team, creating a friendly atmosphere in which he would feel free, attentive attitude to emerging issues - all this is the direct responsibility of the manager. But, unfortunately, the manager does not always have time for this. The way out of this situation was the introduction of the position of mentor.

The mentor is an experienced employee with good financial indicators work and showing organizational and managerial skills. From mentors in the future is formed personnel reserve in manager positions. The maximum number of interns for a mentor is 2, so there is enough time to pay attention to the problems of a new employee (See Appendix 1). New employees are actively involved in corporate events. Special trainings are regularly held for them.

Professional adaptation

Target professional adaptation- mastering a new employee with a system of professional knowledge and skills and their effective application in practice. The achievement of this goal is determined by the full compliance of professional training with the requirements of the job.

The first step is to explain to the new employee the main content of his professional activity at the first interviews with the personnel manager and line manager. A prerequisite admission to the company of employees without experience in real estate is training at the Personnel School. This measure is necessary, since successful real estate activity requires a large amount of legal and psychological knowledge and certain professional skills. Currently, realtors are not trained by any educational institution. Therefore, the training of our own qualified personnel is the task of our company. As already mentioned, the personnel school of "Best Real Estate" is the most important part of the training system in the corporation. Teaching in it is conducted in three main areas: legal aspects of real estate activity, work technology and psychological aspects. Great importance attached to introductory lectures, the purpose of which is not so much professional as organizational adaptation. Classes are held in a fully equipped classroom in one of the departments. The forms of teaching are different and take into account the peculiarities of the perception of information by adults. Lectures are given, seminars are held, where the most frequently encountered situations, problems and ways out of them are discussed. Of particular importance are trainings in communication skills, negotiation efficiency, sales techniques and various business games.

The teachers are specially invited lecturers and our managers, who have shown the ability to teach and methodological activity. This avoids the isolation of theoretical knowledge from practice, and also ensures the relevance of the topics presented. The learning process is divided into three stages - the so-called learning stages. The duration of training at each stage is 5 days, 8 hours a day. Between the stages of training - periods of internship, where the acquired knowledge and skills are applied in practice.

A knowledge assessment system is provided. At the end of each stage, attestation activities are carried out, the results of which affect the amount of remuneration of employees. Much attention is paid feedback. Meetings of managers of all departments on the quality of teaching at the Personnel School have become a tradition. At these meetings, everyone has the opportunity to express their opinion on the content and forms of training, on what qualities the trainees who have been trained at the Personnel School should have. The opinions of managers, as well as the analysis of the results of the work of school graduates, help to adjust the learning process, identify new needs and develop programs to meet them.

Education is not limited to attending classes at the Personnel School. Mastering a professional role in full is possible only in the process of work. For this, mentoring is actively used.

Continuous improvement of the professionalism of employees is what the company strives for. The system of conducting business trainings, built taking into account the needs of each department and the company as a whole, helps in this. The company does not have its own business coach, trainings are ordered by various consulting firms. Two-day off-site trainings are especially popular, the goals of which, in addition to training, are team building, organizational and psychological adaptation of beginners.

Feedback and control

Employee adaptation is a long process. Its duration depends on the personal qualities of the employee and on how successfully the adaptation measures were carried out by the line manager and the personnel manager. This process usually takes about three months. During this time, the HR manager monitors the adaptation of each employee. Daily informal conversations are held with him, during which it becomes clear how satisfied he is with the work, at what price it is given to him, how his team accepts, whether there are difficulties in understanding with the management, whether a feeling of psychological comfort has been created. In order to obtain information on how successfully the employee masters the system of professional knowledge and skills, how he fulfills the requirements labor discipline whether he retains interest in the job - the HR manager conducts conversations with the manager of this employee. If any problems are found, the necessary measures are taken. Work control is carried out in the form of weekly reports of new employees to the HR manager. Each trainee fills out a specific form, which reflects information about the work done during the week (See Appendix 2). The manager gets acquainted with the report, gives a comment (assessment), puts his signature. The report is submitted to the HR manager, while the results of the work are discussed, conclusions are drawn, and the necessary assistance is provided in solving the problems that have arisen. This form of reporting is valid throughout the adaptation period.

One of effective ways feedback are round tables held by the HR manager. During the adaptation period, each employee becomes their participant twice: after completing training at the first stage of the Personnel School and after a three-month period of work in the company. At the round table, it is very important to create a trusting environment in which each participant can frankly express his opinion on the organization of work. The problems that have arisen are discussed and ways to solve them are outlined, proposals are made to improve working conditions, opinions are exchanged, a survey is conducted to assess the level of socio-psychological adaptation. Such an event is very useful, as it gives each employee the opportunity to be heard and feel their importance.

After the round table the personnel manager analyzes its results and introduces the analysis to the director of the department and managers on general meeting where an action plan is drawn up to eliminate factors that hinder successful adaptation (See Appendix 3) .

As a result of constant and systematic contacts of the HR manager with a new employee, his manager and team members conclude that the adaptation process has been successful according to certain indicators:

work for the employee has become familiar, i.e. does not cause feelings of tension, fear, uncertainty;
the necessary amount of knowledge and skills required for work has been obtained - confirmation of this is the transaction, at least three contracts in progress and successfully passed certification;
behavior meets the established requirements;
the new employee expressed a desire to improve in the profession, and he connects his future with this work;
success at work is projected onto a sense of success in life;
established friendly ties with some members of the team and equal relations with the group.

Conclusion

This adaptation system has been operating in Best-Nedvizhimost for two years. Its implementation was preceded by work on analyzing the situation with personnel in the company, determining the need for educated and professionally trained employees, and planning the program. Changes in the market and within the company itself require timely adjustments to the work on adaptation. The program operates in all departments, which makes it possible to overcome the fragmentation of requirements for employees, uneven working conditions and ensure corporate unity. During the period of this program, staff turnover decreased by 10%, and financial indicators improved markedly.

Such a program is effective for enterprises with a staff of 50 to 100 people, with a developed mentoring system. The HR manager responsible for the success of this program needs to be well versed in the specifics of work activity, clearly understand the goals and objectives of the company, have psychological knowledge, and win the trust of employees.

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Find out what is staff onboarding. Let's talk in detail about the types of adaptation. On the concrete examples we will show how to build an adaptation system correctly. Bonus: 6 Common Adaptation Mistakes.

From the article you will learn:

Adaptation of personnel: what the newcomer is afraid of

HR is well aware that every new employee experiences stress. He is afraid not to complete the task correctly, not to find a common language with colleagues or to break some unwritten rule and cause laughter or criticism.

Rating of phobias of a new employee

I will not cope with the duties, I will not be able to meet the deadline.
I can't find a common language with colleagues.
I will find professional shortcomings or a gap in knowledge.
I don't work with the manager.
I will lose this place.

However, for many, the initial stress passes quickly, and they begin to work effectively. But there are employees who make decisions for a long time.

To speed up the process of adaptation of such employees, special programs, tools and methods are being developed.

An example of adaptation would be program "Three touches". The purpose of the program is to quickly involve newcomers in the work. By the end of the second month of work, new employees show excellent results and begin to move up the career ladder.

Ksenia Levykina, HR business partner of HiConversion, told more about it on the pages of the HR Director magazine.

Traditionally allocate 2 types of employee adaptation- production and non-production.

Production adaptation includes professional, psycho-physiological, organizational and sanitary-hygienic adaptation.

Behind these long and awkward words are the standard procedures for all companies:

the employee is introduced to the rules of work;
determine the terms of reference;
show workplace;
present to colleagues.

Further, from the competence of HR, the employee falls into the competence of the labor protection inspector. Do you know that you can adapt employees already at the stage of selection ? The personnel system experts will tell you how to do it.

Non-manufacturing adaptation- is building informal relationships with colleagues. Festive corporate parties, sports competitions, field trips, in a word, everything that will give employees the opportunity to see each other not only as staff members and functional performers, but as ordinary people who can be friends.

The classification of adaptation by type does not have a direct practical purpose. You can't tell an employee: On Monday we have social adaptation, on Tuesday - production, on Wednesday - psychophysiological, on Thursday - organizational, and on Friday - economic and a banquet ". All types of adaptation of the employee will take place simultaneously: on Monday, and on Tuesday, and for several very difficult weeks for him.

★Important fact. 80% of employees who left in the first six months after being hired made this decision in the first 2 weeks of work in a new place. This means that the employee made the decision to quit during the period of adaptation.

HR is engaged in the adaptation of ordinary employees, and who is engaged in the adaptation of HR? This was discussed at the webinar -

An example of complex adaptation

In order for an employee to successfully pass all types of adaptation in the workplace, it is necessary integrated system. The adaptation system involves the implementation of various activities and the appointment of those responsible for them. It is most convenient to present data on activities and responsible persons in the form of a table.

Table. Adaptation of new employees in the first days of their work in the company

When to spend	Target	What to organize	Responsible
	To introduce the organization, to give an idea of its structure	The employee is registered in the personnel department. Provide newbie general information about work discipline and wages	Human Resources Inspector, Human Resources Manager
		A Welcome-training is held, where basic information about the structure of the company, its mission and values, and the rules of conduct in the company are given in an interactive form.	HR manager (control - HR director)

Download full table

6 Common Adaptation Mistakes

Error 1. A beginner is overloaded with unstructured information.

Mistake 2. The employee has to perform duties that were not discussed at the interview.

Mistake 3. The adaptation period is too short.

Error 4. HR is not in place on the first day of the newcomer's work.

Mistake 5. New employee given to himself.

Mistake 6. A beginner cannot immediately get to work for some reason.

The adaptation of personnel in the organization is the adaptation of the company and the employee to each other. The employee faces new tasks, work methods, he is surrounded by unfamiliar colleagues, and he needs to get used to the new conditions. The process of adaptation of personnel in the organization is not always regulated. Not all employers consider it necessary to develop a system, finance it, and take experienced employees away from work in order to make it easier for a new employee to enter the position. Nevertheless, the adaptation of personnel in the organization must be carefully worked out, which will avoid the costs associated with the dismissal, search, selection and hiring of personnel.

Types of adaptation

The adaptation process can be of the following types:

Primary adaptation

the period of introduction of a new employee who does not have work experience and communication experience in the work team. Most often, these are young employees, graduates of educational institutions of various levels, young mothers who have just come out of maternity leave. It is more difficult for these candidates to adapt in a team and quickly start working effectively.

Secondary adaptation

the process of introducing a new employee who already has work experience. He knows how communications take place in an organization, what a work team is, what stages must be passed at the beginning of activities at a new workplace. They endure this process more easily than beginners. Candidates who change position in the company sometimes move to another city. This is also a specific kind of adaptation.

In addition, there are also other forms of staff adaptation, which are divided depending on the direction of training.

Main forms of adaptation

The organization of work on the adaptation of personnel should cover not only the professional activities of the employee. It includes the following forms:

Social adaptation - It involves the adaptation of the individual in society. This type consists of the stages of introduction into a given environment, the study and adoption of the behavioral norms of society, as well as the interaction of a particular individual with this society.
Production adaptation- the process of including an employee in a new production area for him, mastering the working conditions, labor standards, establishing and expanding the relationship between the employee and the production environment.
Professional adaptation - mastering the process of work and its nuances. Working out professional qualities and skills.
Organizational adaptation– Based on familiarizing the employee with the job description and understanding the place of his position in the organizational structure of the company and his role in the production process.
Psychophysiological adaptation - In this case we are talking about mental and physical stress, as well as working conditions at a particular enterprise.
Socio-psychological adaptation - characterized by the entry of a newly arrived specialist into the team, his rapid acceptance of the immediate social environment.
Economic adaptation - Economic adaptation means the adaptation of a new employee to the level of salary and the procedure for calculating it, since each organization provides for an individual procedure and features of material remuneration.

Goals and objectives of personnel adaptation

The main objectives of this procedure are the following:

Reduction of initial material costs. The new employee has not yet learned his job and responsibilities, so in the initial stages he will not work productively enough, which will inevitably lead to costs.
Reducing staff turnover. In a new place, a newcomer will feel uncomfortable and uncomfortable, so a quick dismissal may follow the appointment.
Reducing the time spent by management and other employees, because adaptation and work carried out according to a well-planned plan saves time.
Formation of a positive attitude towards work feelings of satisfaction with their new position.

Tasks of adaptation to new job performed by a special unit or individual specialist. In order for the employee to become a full member of the labor collective as soon as possible, the following should be carried out:

Various courses and seminars are held. These events address the complex and controversial issues of getting used to a new position and in a new team;
A conversation between a manager and a mentor with an employee. It can be carried out individually with the employee, where all issues of concern will be considered.
For leadership positions short-term courses are conducted;
The complexity of tasks due to the growth of professional skills;
For better adaptation, a new employee can be given various public tasks that are one-time.

Basic methods of personnel adaptation

Consider the main methods in the form of a table:

Mentoring	Experienced employees advise the new employee and bring them up to date
Trainings and seminars	Training a new employee in communication skills, oratory, how to behave in stressful and unforeseen situations. As a result, the employee will be more productive in performing their duties.
Conversation	Personal conversation of a new employee with a manager, personnel department in the process by which he can get answers to emerging questions.
Special programs	These programs may include various role-plays, trainings that will help strengthen the collective spirit and cohesion.
Excursion	When using this method, a new employee gets acquainted with the history of the company, structural divisions, territory, its employees and corporate culture.
Questionnaire	After passing the adaptation period, the employee is invited to fill out a feedback questionnaire
Certification, testing, corporate holidays, etc.	All of these methods aim to new employee was able to feel that the company needs him, he can, and at the same time, his productivity increases.

All methods can be used both in combination and separately for the most productive result.

Any change in a person's life is always a way out of the comfort zone, out of convenient and familiar circumstances. Even positive changes are accompanied by serious stress, which, of course, affects the effectiveness of the activity and the psychological mood of each person. Additional stress factors are fears, fears, uncertainty or lack of knowledge and skills on the verge of new events.

An employee who first starts working in another organization or in another position experiences all this to the fullest. And since not only his personal success, but also the efficiency of the enterprise itself depends on his activities, the management is interested in his speedy and successful adaptation in a new place.

The issue of labor adaptation takes an increasingly serious place in modern personnel policy. Approaches to this problem are constantly changing due to the requirements of a changing market. Let's consider modern approaches to the process of labor adaptation of personnel.

Adaptation is an effective mechanism

The term "adaptation" came to personnel management from biology, where it literally meant "adaptation". Adaptation is understood as the mutual “fitting” of the environment and the organism to each other.

In relation to professional activity, we can define labor adaptation as the influence of the organization on the behavior of the employee who appeared in it in order to be included in its functioning with the most effective interaction. It also includes the reverse process: the employee also adapts to himself some moments in the activities of the organization.

Types of adaptation

Since the conditions of human existence are multifaceted, he has to adapt to many different factors. From here, one can distinguish Various types adaptation. Consider those of them that are related to his professional activities.

Depending on previous experience, there are two adaptation forms:

primary- a person acquired a new employee status for the first time, only after graduating from educational institution or starting work for the first time in life;
secondary- the person has work experience, but the conditions of activity have changed (another position, a higher rank, new team possibly a different specialization).

Depending on the conditions of which sphere a person is forced to apply or try to “bend” them for himself, such types of adaptation:

professional- the employee "integrates" into a new sphere of skills and abilities, mastering opportunities, evaluates his professional "baggage" in terms of compliance with the new job;
production- worker in new organization gets involved in an unusual organization of activities, learns new rules and orients himself in the workplace, finds a “common language” with tools, documents, mechanisms, and other production factors;
social- receiving a new psychological “role” for himself, namely a member of a team, a colleague, as well as a subordinate, a person must learn the new rules of this “game” for himself, accept the values of the new environment and, in turn, also begin to influence it (in everyday life this is called "to become one's own");
financial- with new responsibilities, the economic component of a person’s life is also changing, it will be necessary to take into account not only the factor wages(its size and timeliness) and other budget increases, but also additional expenses, for example, for travel to the place of work;
psychophysiological- not only the human psyche is being rebuilt, but also the features of its biological functioning in a new environment, where it will spend a significant part of its time. For yourself, you need to solve many issues related to physical existence. You will have to adapt to the new regime and features, for example, the schedule of getting up and going to bed, the time and conditions of eating, get used to wearing overalls (if provided), and even get used to the nuances of the administration of natural needs.

Why is staff adaptation necessary in an organization?

Since adaptation is a biological and psychological mechanism “built into” a person, in most cases it happens by itself. The question may arise, why, in this case, focus on the problem of adaptation, develop its programs, seek to increase its effectiveness?

Indeed, most often, sooner or later, one way or another, a person adapts to any conditions or adapts them to suit himself. To do this, he needs several factors: enough time, motivation, the will to change and their natural opportunities. But in the process of professional activity, all these factors can cost the employer too much, so he seeks to minimize and facilitate this complex process as much as possible.

REFERENCE! Studies show that 9 out of 10 people who quit before a year of service made this decision in their first days on the job.

Main problems for beginners

What can complicate a person's life in his first days at a new job? What should first of all pay attention to specialists dealing with the problems of personnel adaptation? Studies show that the predominant negative aspects that prevent newly arrived employees from feeling “in their place” are:

lack of organizational knowledge;
inability to navigate in a new environment;
stiffness in front of management and colleagues;
lack of practical experience.

To these objective factors are added subjective experiences that further complicate adaptation, such as:

fear of appearing incompetent and not coping with their duties;
fear of losing a job (or a passionate desire to "get ahead" as quickly as possible);
fear of not becoming respected in the team;
lack of contact with superiors (antipathetic leader or, conversely, fear of not being liked);
inability to "fit" into the team (fear of being rejected or not wanting to get closer on their own initiative), etc.

Personnel adaptation methods

Different organizations use different approaches to the problem of staff adaptation. Most often, one of the three paths prevails.

"Swim if you swim." The management gives the adaptation mechanism "at the mercy" of the employee himself, leaving him to cope independently in a new situation. This approach is mainly used by managers in conditions of market oversaturation. labor force, if they are not so interested in this particular employee, or if his position is not too prestigious and easily replaceable. Sometimes this approach is further exacerbated by parting words like: "You start working, and we'll see what you're good at, then we'll talk about your remuneration and prospects."
"The strongest survives". If an organization aims to select only the best, then it presents the opportunity to join its ranks as a kind of privilege that must be earned through hard work and difficult trials. It is in such firms that newcomers are put on probation with strict conditions and difficult tasks. The team does not accept a new member for a long time, looking closely at him and sometimes even discriminating. The management is harsh, sometimes even overbearing. If an employee passes such a "draconian" selection, he takes his "own" place in the organization.
"Hi partner." The most democratic and effective approach, which, however, requires the greatest efforts from the management. If an organization needs a lot of different employees, and it also wants to provide itself with good staff, it will approach the issue of adaptation responsibly. In accordance with this approach, it is better to invest in the “education” of your employee than to constantly “re-seed” the sand of frames in the hope of finding something worthwhile, and if you make a mistake, start the process all over again. Finding, hiring and constantly training new employees will ultimately cost more time, effort and money than a competent organization of personnel policy.

Goals of labor adaptation

If your organization has set itself the task of implementing a competent employee adaptation program, you first need to clearly understand its goals. As a rule, they are:

reducing efficiency losses “at the start” (while an employee is poorly prepared to perform his duties, the quality of his work is much lower, you need to spend extra time and sometimes finances on him);
reduction of anxiety and psychological discomfort (this not only helps to reduce the “staff turnover”, but also significantly affects the quality of work);
saving time resources (if the organization has a well-functioning adaptation program, the manager and colleagues will not have to waste time on disorderly explanations with a new employee);
development good relationship to a new place of work (when the staff feels cared for, they work more efficiently).

The main "steps" of adaptation

In his mutual adaptation to the professional environment, the worker goes through 4 successive stages. Help at any stage will significantly reduce the time of adaptation and facilitate it, reducing the costs of the organization.

Varieties of adapted employees

To adapt means to successfully accept the main values, norms, rules and requirements of the organization:

the main ones - concerning production processes;
secondary - relating to intra-company communication and behavior.

Depending on which norms and how much they are accepted, 4 types of adapted personnel can be distinguished.

"That's not mine". Both the main and secondary values are denied. The employee does not cope well with his duties and studies with difficulty, it is difficult to communicate with him, and he himself is also uncomfortable. The expectations of both sides turned out to be far from reality. Adaptation actually did not occur. Dismissal shortly after employment.
"A good mine in a bad game." The worker accepted the main, but denies secondary values. Good employee who finds it difficult to fit into the group. This is a lone individualist who can be an excellent specialist under certain conditions. With a competent organization, fruitful cooperation is possible.
"A good person is not a profession." Complete separation of minor requirements, but difficulties with the main ones. Pleasant in communication, without claims for discipline and corporate culture, but weak in professionally employee. A complex form of adaptation, in which the lack of progress can be fraught with termination of the employment contract or losses. It is recommended to organize training.
"Adapted". The best way, in which the staff as a whole adequately perceived both the main and secondary norms of the company. As a rule, it is representatives of this variety that occupy a predominant position in any organization and are the ultimate goal of the adaptation process.

Orientation Program

The most effective measures to help an employee adapt can be taken at the stage of choosing a course or orienting in a new place. This activity is in the competence of the direct management of the new employee. He has the right to assign it to the HR manager or entrust it to other specialists, but the responsibility still lies on the shoulders of the nearest boss. Many are limited to mandatory Labor Code initial briefing. However, to increase the effectiveness of the adaptation program, more advanced ways of its implementation can be envisaged. In the process of adaptation assistance, the following activities will be effective.

It is important to separate approaches to primary and secondary adaptation: the time spent, the range of issues and the degree of their coverage, the methods used will be different.

How to plan an adaptation program

If the management decided to influence the effectiveness of the introduction of the employee into the team, the process should be planned - a list of actions that need to be consistently taken for this purpose should be drawn up. This can be done even before the selection and recruitment process.

At the same time, it is worth compiling rough plan adaptation, which will depend on:

specific features of the organization;
positions of the future employee;
the priority qualities required of him.

Separately, you need to plan actions for primary and secondary adaptation.

Management Action Program for Adaptation Model Planning

Create a department, position or assign responsibility to a specific person for the adaptation of personnel and their training. This may be a personnel manager, personnel officer, etc.
Identify "teachers"-mentors from among experienced workers who will be attached to supervise newcomers in different departments (or entrust this task to the heads of departments).
Distribute specific tasks among authorized employees.
Establishing a communication system and hierarchy, for example: the mentor is responsible for the adaptation of the employee to the head of the department, those - to the responsible HR manager, he brings the information together and reports to the management.
Informing all staff about the features of adaptation in this organization.
Gaining feedback: A newcomer to the job should be able to ask for advice and help at any time.

When an employer hires a new employee, they are both filled with hope. The employee hopes that he will like it in a new place, and the employer expects immediately one hundred percent productivity of the employee's work. But before work gets better, both the employee and the employer, and workforce you will have to go through a not always simple stage called “adaptation of a new employee”.

Significance of the adaptation period

Adaptation of a new employee- this is a type of socio-psychological adaptation, representing the process of active entry of a newcomer into a position through interaction with a new working environment.

The success of adaptation in a new place - responsibility not only the employee himself, but also his new management. No matter how responsible, sociable, stress-resistant, courageous and experienced the employee is, he finds himself in a new environment for himself, and therefore in stressful situation, in a situation of need to adapt, adapt, change.

A competent and wise employer makes sure that the adaptation of new employees takes place organized He doesn't let her take her course.

Companies that do not care about helping a newcomer to get used to the team, get used to a new workplace, understand their duties and responsibilities, feel comfortable, doom themselves to a constant staff turnover.

A new employee is in the adaptation period decides for himself, he will work in this organization further or not. According to statistics 90% people who quit their jobs before having worked there even for a year, made the decision to leave already in the first days-weeks, and the rest of the time they just endured and waited for the right moment or the “last drop”!

If an employee does not like his new position, he has two options: quit or endure. People, not being able to leave their unloved work or simply out of fear of doing so, endure unbearable conditions for them for years! And the organization suffers losses.

There are many reasons why a new team member may leave work soon after employment, but unsuccessful adaptation or not at all maladaptation in the workplace is one of the leading causes!

Employer Mistakes

A common recruiting mistake is looking for a "ready-made" ideal candidate. But the ideal employee can only be “grown” in your organization. When a new employee comes to work, he is more or less suitable for the position, he cannot immediately be a perfect fit! To become ideal worker, he needs to get comfortable, integrate into the organization and work in it for some time.

In addition, the candidate for the position is a living person, he personality and cannot consist of merit alone. Treating a person as a machine or a robot that should neither get sick, nor have a personal life, nor argue or complain is a big mistake.

Often employers put themselves higher workers and applicants, raise the requirements for the latter to the skies, while forgetting to also meet the high requirements.

For example, an unsuccessful self-important entrepreneur “weeds out” candidates for a position who can become excellent employees only because they have no work experience or hires them, but disrespectful completely without worrying about their psychological comfort . At the same time, such an employer does not understand that his organization is not the one in which experienced specialists would go to work and that existing candidates should be valued.

Non-appointment probationary period – also common mistake employers . A trial period is necessary to understand whether the candidate is suitable for the position and whether he likes it. This is the time when not only the new employee is trying to please the management, but the management should also try to please the newcomer.

Successful onboarding of new employees is defined as important goal employers who understand that a hardworking, motivated, working as management expects from him, an employee is an employee who helped adapt and taught work exactly as it is required to work in his position.

Stages of adaptation of a new employee

From the success of the adaptation of employees depends the efficiency of the company. An employee who has been helped by the team and management to successfully adapt to a new place will surely respond with gratitude and high labor productivity.

On average, the adaptation of a new employee lasts six months and is divided into stages:

the history of the formation and development of the company,
goals and direction of the company,
internal rules and regulations,
general requirements for personnel,
personnel performance evaluation system,
wage system, etc.
- Introductory conversation with company employees. The team in which the new employee will work is informed of his arrival in order to create a favorable atmosphere, a positive attitude towards the newcomer and reduce the stress caused by the need to accept him into an established team.
- Interview with immediate supervisor. During this conversation, the new employee already learns from his immediate supervisor work goals and tasks, area of responsibility, functional responsibilities and other specific components of their work.
- Company Tour. The new employee is guided throughout the organization, remembering the location of various departments and such important areas as the dining room, toilets, and so on. At the same stage, the employee should see his workplace.
- Getting to know the team. The employee introduces himself to the team in which he will directly work, and to all the staff of the company.
- Preparation of documents and familiarization with the documentation. At this stage, the labor contract between the employee and the employer and all other documents necessary for employment. For familiarization, the employee is provided with a provision on the internal work schedule, job description and other important company documentation.

The final, successful completion of the adaptation period is evidenced by the feeling confidence and comfort new employee in the workplace.

Employee adapts successfully when he changes his behavior and compares it with the requirements of the company, when these requirements and his personal goals become compatible.

So, adaptation of a new employee- the process is mutual: the employee must want and try to work, and the organization must help him in this in every possible way (train and support).

If an employee who was suitable for the position quit due to own will before the end of the probationary period, it means that management made mistakes or paid insufficient attention to adaptation.

A person can adapt to any conditions, even very difficult and psychologically difficult ones. But will he do this when he does not find support, understanding, respect from the management and the team, but at the same time he understands that there is an opportunity to find another job? Unlikely.

If you want to study the topic of adaptation of a new employee in more detail, we recommend reading the books by A. Ya. Kibanov “Personnel Management: Theory and Practice. Organization of career guidance and adaptation of personnel "and" Personnel management of the organization: current technologies for recruitment, adaptation and certification "