Stages of adaptation of an employee in an organization example. Adaptation of personnel on the example of the organization LLC "Krestovsky". Stages of adaptation of a new employee

From this article you will learn:

• How personnel adaptation methods work
• What are the main methods of staff adaptation
• What stages, methods and forms of personnel adaptation can be distinguished
• How to choose the right employee onboarding method

Personnel adaptation methods are a mandatory management tool for any company. Adaptation is necessary for every newly hired employee at the beginning of work in the organization. Let's take a closer look at modern methods of staff adaptation.

How all staff adaptation methods work

Adaptation of personnel is a process aimed at including new employees in an existing team. It includes familiarization with internal corporate norms and rules, methods and technologies of work adopted in the company, formation of informal relations with other specialists of the enterprise.

The adaptation of personnel in an organization, no matter what methods it is carried out, is always limited in time, and it is the time spent on integrating an employee into a team that acts as a measure of the success of adaptation. In order to fit into the existing team, a person needs an acquired skill to find his place in the social and psychological space of the group in order to become part of it and effectively perform his job duties.
A prolonged phase of adaptation can make even a highly qualified specialist an outcast in the company. Tensions with colleagues or a complete lack of contact, difficulties with inclusion in work activities lead to the fact that a person is not recognized, ignored, less encouraged and paid less for his work.

Adaptation of personnel is needed for the organic entry of a new employee into the team and immersion in the work process, transferring the necessary information to him.
It has the following goals and objectives:

• reduce staff turnover;
• transfer cases to newcomers as soon as possible, include them in the working context;
• to motivate people for high-quality productive work;
• to strengthen the team spirit among the staff.

The organization of the adaptation system, the selection of methods are carried out by the HR department and heads of departments where employees are hired.


The HR department (or a specific HR specialist responsible for staff adaptation) performs the following tasks:

• conducts seminars, trainings, courses on adaptation methods;
• organizes interviews of newly hired personnel with their senior curators or superiors;
• conducts intensive courses on adaptation of personnel for heads of departments taking office;
• organizes special events for the training of curators;
• develops a strategy for gradually increasing the complexity of the tasks that are assigned to new employees;
• performs minor social assignments necessary to establish contact between the team and the new employee;
• uses role-playing games, thematic cases for staff rallying.

Every organization should have its own onboarding program for new employees. It will definitely include steps such as:

1. Preparatory.

The newcomer is introduced to the rest of the staff of the enterprise, they organize a workplace for him, appoint a curator, draw up all the documents for hiring. At this stage of adaptation, a new specialist can also be introduced to the structure, goals, products and mission of the company, talk about its history, identify current tasks, labor regulations and corporate culture.

1. Education.

The newcomer is given the theoretical training necessary for work, is introduced to his job responsibilities, requirements.

1. Practical tasks.

A new employee is included in the current labor process as an observer, and a little later - as an independent participant.

1. Results of the trial period.

An assessment is given of the activity of a new employee during the probationary period: his abilities, advantages and disadvantages, the quality of work. It is necessary to decide whether this person will become a full-fledged employee of the company or will be forced to look for another place.

Basic methods of personnel adaptation

The personnel adaptation period is necessary because the new employee's knowledge, skills and habitual methods of work are always different from those accepted in the organization, and he needs training, assimilation of a certain amount of information and entry into the context of work. He may need to gain professional experience. To speed up the process of adaptation of personnel in the organization, special management methods have been developed.


A method is a set of means to achieve a goal within a certain period of time. As for the adaptation of personnel in the company, there is no single universal option - there is only a set of measures and technologies for training and adaptation available to heads of departments and personnel managers.
Successful onboarding is just as important to the newcomer as it is to the firm itself. Therefore, the actions and steps taken should be comprehensive and aimed at the speedy inclusion of a new employee in the labor process. Proceeding from this, methods of adaptation of personnel are chosen.

Success in the adaptation of an employee is determined by the following features:

• the employee copes with all duties and tasks;
• navigates the organizational structure of the company, knows his colleagues and bosses by name, has established good relations with the team;
• proved his ability to solve non-standard tasks and take responsibility for the results of his activities;
• correctly uses office equipment, understands the principles of its operation;
• knows what system of rewards and punishments is adopted in the company;
• follows corporate standards of conduct and communication etiquette;
• fit into an informal group (an association of interests, a friendly company, a group of like-minded people).

A successfully adapted specialist masters the correct patterns of behavior related directly to work, business communication and interpersonal contacts.
An experienced HR manager takes an active part in the adaptation of new employees, helping them to join the team. If the adaptation fails, he will have to look for other candidates to fill the vacancy, so he is primarily interested in the newcomer taking root in the company, coordinating all stages of adaptation and answering all questions that arise.
During the adaptation of personnel, the HR manager has a lot of opportunities and methods to influence new employees: he gives them advice, suggests options for action (even with regard to places where it is better to dine), explains how to behave and what to wear. In addition, he communicates with the direct supervisor of the employee and discusses all the difficulties that arise.

Non-formalized maintenance method

The method of non-formalized support of newly hired personnel increases the effectiveness of its adaptation, if you act thoughtfully and purposefully. The newcomer will have to be introduced not only to the peculiarities of the work, but also to the specifics of the relationship in the team, and also to be introduced to the rest of the employees.
This method will require a lot of time. Therefore, the personnel manager must allocate the right amount of time in advance, planning his work in the part that concerns the adaptation of new personnel. The results of this process should be taken into account in the incentive system for employees.

Event method

HR managers can use a corporate event to introduce a new employee to the workforce and provide him with an easy start in relations with future colleagues. For example, you can host an informal tea party soon after a new person has been hired.


Or, for example, you can use a collective trip to a cafe or birthday greetings to introduce people to their new colleague. In large organizations, it is optimal to hold events within each specific department, and not to collect the entire staff of the company. Heads of departments should be able to conduct such meetings. In particular, a newcomer at the stage of adaptation needs to be instructed before a corporate party - he needs to be explained:

• what to wear;
• is it possible to demonstrate your sense of humor;
• what topics are appropriate for conversations;
• what to say in a toast, opening speech, etc.

In some companies, it is customary to conduct self-presentation. In this case, new employees should be helped to compose and rehearse the text and advise who to meet during the corporate party.
Such events are usually organized by department heads or HR managers. However, if the tradition of meetings in an unusual setting has not taken root in the company, you should not use them as a method of staff adaptation. In this case, a corporate party needs a weighty reason. It is better to focus on generally accepted holidays and events (the end of the working week, birthdays of employees) and introduce a new team member at one of these meetings. But introducing the newcomer to the rest of the staff is necessary in any case, and this should be thought out when planning the event (otherwise the employee will only get stressed).

Method "corporate PR"

This method, which helps in the adaptation of personnel, is to publish a guide to the basic norms of behavior in the company. They will depend on the field of activity and the preferred style of work of the enterprise and usually contain information about the dress code, daily routine and breaks, organization of the workplace, etc. For example, the booklet may include examples of workplace equipment (correct and incorrect) in the form photos. Such a guide may be published separately or be part of the corporate code.

Team training

The need to apply this method of adaptation of personnel arises quite rarely. Usually it is necessary when a qualified leader or specialist comes to an already established team and he cannot find a common language with colleagues. Training helps him understand the existing relationships.
The event begins with a briefing on the rules of conduct, after which all participants get the opportunity to voice their own opinion, claims to the newcomer, talk about the problems that have arisen. The result of the training should be the improvement of relations in the team, the development of communication skills and the development of respect for other people's opinions.
Such events as a method of staff adaptation can only be carried out by professional trainers. The training can take the form of a case study (case method) or a business game.

Methods of organizational adaptation

A person who assumes a position needs to know what the requirements for personnel are in the company. Knowledge of the norms and requirements, coupled with developed communication skills, will help you find a way out of almost any difficult situation at work. For example, when traveling on a business trip, an employee must understand who to contact for money, what documents to take with him, etc. If he has established contact with the rest of the staff, then all these issues will not become a problem for him.

Instruction in departments

This method of staff adaptation comes down to informing newly hired employees about what requirements and rules exist in each unit. These functional requirements are mandatory, so they must be clearly and clearly formulated and recorded so that all employees can familiarize themselves with them and not waste time figuring out the details instead of performing their direct functions. Employees themselves should be involved in writing the rules, work methods, safety procedures, etc. The basic requirements must be brought to the attention of the new employee during the briefing, without which adaptation is impossible, and the remaining documents must be available in his department.

"New Employee Folder"

In such folders, they collect all the documents with answers to questions that a new specialist of the unit is sure to have. It is best to combine them into a detailed structured directory with information about all departments of the company, regulatory documents, etc. in such a way that the employee can easily understand his functional responsibilities and corporate hierarchy.

Web site

A corporate website is a great modern tool for onboarding new staff. On the resource, for example, examples of the correct filling out of documents, the procedure for solving a particular problem, and other useful information and tips can be posted.

Occupation-centered approach

Professional adaptation focuses on the preparation of a specialist for the performance of official duties in the organization where he got a job. Planning his activities for the period of probation is the task of personnel managers. The industry, the specifics of the work should be taken into account, and the tasks and deadlines for their implementation should be clearly spelled out.


Having become acquainted with a new team, a person must read the documents regulating his activities - requirements, job description, etc. After that, the newcomer's immediate supervisor gives him tasks for the adaptation period and contact details of those employees to whom he can contact with a question, request about help. Throughout the entire period of adaptation of the staff, the manager must monitor how things are going with the new subordinate, if necessary, intervene in the course of work, give advice.
The adaptation of personnel by the method of mentoring is even more effective. Heads of departments, especially in large corporations, usually have little time, and they can not always devote it to new employees. And a qualified curator is not only always available and ready to answer questions about work, but also helps to establish relations with the rest of the team, tells you how to work more productively.
In the adaptation of a large number of new people at once, manuals, reference books, manuals with recommendations are very helpful.
In order to assess the results of the adaptation of a specialist, two main indicators are used: employee job satisfaction and company satisfaction with a new employee. Satisfaction indices are revealed by the method of questioning.
Finding the most appropriate and effective methods of adaptation of personnel in the organization is quite difficult. Many situational factors have to be taken into account, including the psychological climate and internal corporate work regulations.

Stages, methods and forms of personnel adaptation

Adaptation methods for newly hired personnel are grouped into three different approaches: partnership, military, and optical.

1. "Optic".

Employers usually formulate it like this: “Start working, we will look at how you do it, and based on the results, we will agree on payment and your responsibilities.” Such leaders proceed from the fact that competition for a job among specialists with the necessary training and qualifications is great, so one can easily replace one frame with another. For the candidate, it looks like the company is not interested in him and is generally unreliable, prone to deceit.

1. "Army".

This approach to personnel adaptation is described by the proverb “Training hard, fighting easy”. During the probationary period, the employee is not helped in any way to adapt and get up to speed, they may not even be given the necessary materials and deliberately create obstacles to work. In some cases, this is done so that it is easy to kick out a specialist, saying that he did not cope, and take another newcomer. But, as a rule, this is mainly due to the desire to find the best candidate for the vacancy, and not to use the unpaid work of people on probation. However, such methods are destructive in any case.
Even those who manage to go through an adaptation period and officially find a job in such a company soon begin to work carelessly (because the hardest part is over) or take revenge for the neglect and cruel methods of adaptation during a trial period. Such a phenomenon as bullying is quite typical and inevitable for such organizations, and they may simply lose their influx of applicants due to their bad reputation.
Strict discipline and harsh methods during the period of adaptation of new personnel are justified only when they are applied to all other employees too and are the management style in the company.

1. "Partnership".

This is the most mature and civilized approach to hiring and adapting staff. It is practiced in those organizations that recognize the importance of quickly checking the candidate for compliance with the position and seek to reduce the costs associated with the search and training of personnel. Experienced employers understand that it is almost impossible to find a ready-made ideal employee, they will have to deal with reality, and not just their expectations, and they are ready to grow the necessary specialists, investing in their adaptation and choosing the appropriate methods for this.

The four stages of the onboarding process for new hires are:

Stage 1. Three days before hiring.
HR professionals call applicants that the firm is ready to hire, and warn the rest of the staff about the imminent arrival of a newcomer. They also prepare information materials for new employees, issued on the first day of their entry into office.
These materials and information include:

• telephone numbers of various departments of the organization, external telephones;
• rules and prohibitions regarding long-distance and international calls, the use of work phones for personal needs;
• an application form for creating an e-mail (an account in the company's CRM system, etc.), an Internet connection;
• the procedure for issuing a pass and a parking space;
• application form for connecting corporate communications (if required by the specifics and methods of work);
• information on how to get all the necessary office equipment, stationery, consumables.

At this moment, the immediate supervisor of the newcomer, who will have to adapt to the company:

• looks through the job description (is it relevant, does it contradict the internal standards of the company);
• appoints a mentor if supervision is accepted in this organization as a method of adaptation of staff.

Stage 2 First work day.
The HR manager meets a new person, brings him to the workplace, gives him information materials, draws up an employment contract and other documents, gives advice on the first working day.
Direct supervisor:

• introduces a new employee to the team;
• introduces the newcomer to the mentor;
• informs about all organizational issues: payment of wages and the system of incentives and fines, the structure of the company.

Mentor:

• talks about the internal mode and rules of work, behavior at the workplace (schedule, breaks, access system and security, clothing style, etc.), as well as what rituals and unwritten rules exist in the company;
• shows where all the necessary facilities are located in the building - bathrooms, kitchens, smoking rooms;
• talking to a new employee after the first working day.

Stage 3 First week of work.
At this stage of staff adaptation, HR specialists most closely interact with newcomers, informing them about existing career prospects, studying their level of professional development and preparing individual adaptation programs for them.
Mentor:

• tells the new employee about the history of the company, its current goals and objectives, accepted methods of work;
• recommends that you familiarize yourself with certain documents;
• describes how the administrative and economic system of the organization works;
• arranges introductory interviews for a new specialist with his future colleagues and superiors;
• teaches reporting.

Stage 4 End of probationary period.
HR manager at this stage:

• surveys new staff;
• studying questionnaires;
• discusses the results of the probationary period of candidates with their managers, determines the prospects and potential of employees.

Immediate supervisor:

• informs new employees that their probationary period has ended and sets a date for summarizing and making a final hiring decision;
• talks with newcomers about whether they liked working in the company, whether everything worked out and what difficulties arose.

CONTENT

INTRODUCTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ..

Chapter 1 Theoretical foundations of personnel adaptation in the organization. . . .

1.1 Adaptation and its role in the development of the organization. . . . . . . . . . . . . . . . . . . . .

1.2 Adaptation process. Methods and methodology of adaptation. . . . . . . . . . .

Catering. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

personnel in the organization. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Chapter 2 Analysis and evaluation of personnel adaptation
LLC "Krestovsky" . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

2.1 General characteristics of the organization. . . . . . . . . . . . . . . . . . . . . . . . . . . .

2.2 Analysis of the adaptation system in Krestovsky LLC. . . . . . . . . . . . . . . .

Chapter 3 Ways to Improve the Adaptation Process
new employees in Krestovsky LLC. . . . . . . . . . . . . . . . . . . . . . . .. .

3.1 Adaptation program. . . . . . . . . . . . . . .. . . . . . . . . . .. . . . . . . . . . .. . . .

3.2 Evaluation of the effectiveness of the implemented program. . . . . . . . . . . . . . . . . . . . . .

CONCLUSION. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

BIBLIOGRAPHY. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

INTRODUCTION

The main place in any modern organization is undoubtedly occupied by a person. The results of work, the quality of manufactured products or services, the economic condition and competitiveness of the organization depend on the contribution of knowledge, skills and abilities of employees. The high efficiency of the organization is ensured not only by the correct selection of personnel, but also by high-quality work on its adaptation in the organization.

The adaptation of new employees to work in the organization is a direct continuation of the selection process. Insufficient attention of the organization to the issues of adaptation of new employees will negate the results of the selection if the new employee, unable to master the new job in a timely manner and not fitting into the work team, quits. Based on this, the time and money spent by the organization on the search and selection of a candidate may be thrown to the wind.

In our country, unfortunately, not enough attention is paid to the process of adaptation of personnel. Many organizations do not even have basic onboarding programs. The introduction of an adaptation system is a difficult task, but it affects the solution of important issues of the organization, such as: reducing staff turnover and reducing start-up production costs. At all stages of the adaptation process, it is necessary to control its course in order to obtain a positive result, otherwise regression will begin, the results of which may be loss of time, an employee, a change in the socio-psychological climate from positive to negative.

The relevance of the topic lies in the need to deepen knowledge about the process of adaptation due to the increase in its role in the formation of a competitive market economy.

The purpose of the thesis is to study the mechanism of the personnel adaptation process using the example of Krestovsky LLC, optimization and development of the theoretical, methodological and applied foundations for the adaptation of employees of an organization, as an essential element of the personnel management system, directions for increasing the efficiency of the organization.

Within the framework of the goal, the following tasks are identified:

disclosure of the essence of adaptation, the study of species and the definition of goals;

· analysis of the personnel adaptation system in Krestovsky LLC;

development of a program for the adaptation of a new employee, designed for quick and high-quality adaptation of the employee to the working conditions in the organization;

making suggestions to improve the process of adaptation in the organization.

The subject of the thesis is the direction of improving the efficiency of the staff adaptation program. The developed recommendations can be used by the personnel departments of the enterprise when planning, organizing and implementing personnel adaptation programs. The results of the study were accepted for practical application in Krestovsky LLC.

To conduct research activities, such methods as theoretical study of literature, analysis of the adaptation system in a particular organization were used.

The theoretical and methodological basis of the study was the work of domestic and foreign authors on personnel management.

Chapter 1 Theoretical foundations of personnel adaptation in the organization

1.1 The concept and role of labor adaptation

When the organization and the employee interact, their mutual adaptation takes place, the basis of which is the gradual entry of employees into new professional and socio-economic working conditions.

The concept of " adaptation”(from the Latin“ adapto ”- I adapt) is borrowed from biology and means adaptation, adaptation to the environment.

The term " adaptation"is used in various fields of science. In sociology and psychology, social and production adaptation are distinguished. To a certain extent, these two types of adaptation intersect with each other, but each of them also has independent areas of application: social activity is not limited to production, but production includes and technical, and biological, and social aspects.

Labor adaptation- this is the mutual adaptation of the employee and the organization, based on the gradual development of the employee in the new professional, social and organizational - economic working conditions;

All formulations have common points:

1) The adaptation process is always the interaction of two objects;

2) Interaction occurs in conditions of imbalance and inconsistency between systems;

3) The main goal of this interaction is coordination between systems, the degree and nature of which can vary quite widely;

4) Achieving the goal involves certain transformations in interacting systems.

The process of adaptation is aimed at maintaining stability and balance, it begins at the moment of change in the stable state of the subject in one environment and ends with the onset of a similar state in another. Adaptation begins from the moment of the beginning of transformations within the environment, a change in the environment itself or a change in the subject itself. In other words, when entering a job, a person already has certain goals and value orientations of behavior, in accordance with which he forms his requirements for the labor organization of this enterprise. The labor organization, based on its goals and objectives, makes its own demands on the employee, on his labor behavior. Realizing their requirements, the employee and the labor organization interact, adapt to each other, as a result of which the process of labor adaptation is carried out.

Among the main goals of the adaptation of new employees, the following are usually distinguished:

Accelerating the achievement of labor indicators acceptable to the organization - the employer;

reduction of start-up costs. A new employee does not always know the job and how the organization works. As long as he works less efficiently than experienced employees, his work requires higher costs for the organization. Efficient onboarding reduces these start-up costs and enables the new employee to achieve established performance standards more quickly;

the entry of the employee into the work team, its informal structure and the feeling of being a member of the team;

Reducing the anxiety and insecurity experienced by the new employee. Anxiety and uncertainty in this case mean fear of failures in work and incomplete orientation in the working situation. This is a normal fear of the new and the unknown;

Reducing staff turnover among new employees. If employees could not get used to the organization in a timely manner, then the subsequent reaction may be dismissal;

Saving time of the immediate supervisor and privates
employees. A poorly adapted worker requires much more time to help in the process of performing duties.

Classification of labor adaptation

1) According to the availability of employment experience:

· Primary adaptation involves the adaptation of young employees who do not have professional experience;

· Secondary adaptation implies the adaptation of employees with professional experience (changing the field of activity or professional role).

· is an adaptation to new physical and psychological stress, physiological working conditions;

· Socio-psychological adaptation implies adaptation to a new society, norms of behavior and relationships in the team;

· Professional adaptation represents a gradual refinement of labor abilities (professional skills, additional knowledge, cooperation skills, etc.);

· Organizational adaptation i - the assimilation of the role and organizational status of the workplace and division in the overall organizational structure, understanding the features of the organizational and economic mechanism for managing the company.

3) By the nature of adaptation:

· Active adaptation assumes that the individual himself seeks to influence the environment in order to change it;

· Passive adaptation- the individual does not seek such impact and change.

4) According to the results of adaptation:

· progressive leads to an increase in labor productivity, the level of discipline and effective social communications;

· regressive leads to negative results.

The classification of labor adaptation can be most clearly represented in the form of a diagram given by A.Ya. Kibanov (Figure 1).

It can be concluded that the multidimensionality and multidirectionality of the process of a new employee's learning into specific organizational conditions requires the company's management to implement an effective policy for managing this process and continuously monitoring its progress and results.

Rice. 1-Classification of personnel adaptation

Each of the listed types of adaptation is characterized by a system of objective and subjective indicators, the evaluation of which allows us to conclude that the employee's adaptation is complete, specify the problems and decide on the necessary corrective measures.

To the objective include parameters that can be objectively recorded using various methods (special equipment, expert assessment, observation) and characterize the effectiveness of labor activity, the active participation of employees in its various fields.

subjective indicators of the effectiveness of adaptation characterize the attitude of the employee to the work as a whole or its individual manifestations. They are studied with the help of employee questionnaires, psychological testing.

Objective and subjective indicators of adaptation are divided according to belonging to one of its aspects (Table 1).

Table 1

Objective and subjective indicators of evaluation of various
aspects of labor adaptation

Types (aspects) of labor adaptation	Objective indicators		Subjective indicators
A key aspect of labor adaptation	Fulfillment of production standards; performance of shift-daily tasks; Mastering the workplace (machine, equipment, operations) in accordance with the technical specifications; Compliance with labor discipline		Positive attitude towards the profession; Interest in advanced training (development of professional skills); Interest in career growth within the organization; Satisfaction with the work done
Socio-psychological	The degree of conformity (identification) of the behavior of the individual to the norms, traditions, values ​​that have developed in this team, or by a certain formal or informal group; - assessment by colleagues of the employee as an equal, accepted by members of the team (high sociometric status); − participation in the life of the team outside of working hours		− satisfaction with relationships with colleagues; − satisfaction with the relationship with management; − satisfaction with one's social role and status in the team; - desire to communicate with colleagues outside of working hours; − desire to take part in extra-work activities (celebration of birthdays, professional holidays)
Psychophysiological adaptation	− level of nervous overload; - recovery rate is normal; − low injury rate; − indicators of production and energy consumption are normal; - the state of the cardiovascular system is normal, the functions of blood circulation, respiration, recovery rate, etc.		− low degree of fatigue; − high efficiency; − positive mood; − positive health; - assessment of the conditions and severity of labor as feasible; - assessment of physical and mental stress as optimal; − assessment of the workplace as convenient; − satisfaction with external factors influencing the workplace (noise, light, vibration)
Organizational and administrative adaptation	− observance of traditions, norms of behavior in the organization; − observance of labor discipline	− understanding the role of individual tasks in solving the overall tasks of the organization; − preparedness of the employee for the perception and implementation of innovations; − satisfaction with their awareness of the state of affairs in the organization
Economic adaptation	– a high degree of familiarity with the economic mechanism of managing the organization, the system of economic incentives	– satisfaction with the payment of one’s labor, the system of economic incentives and motives
	- compliance of the workplace with hygienic, sanitary, production requirements, as well as safety requirements; – adherence to the rules adopted in the organization and unit, instructions regarding food intake, smoking breaks	– adoption of labor, production and technological discipline, labor regulations, sanitary and hygienic standards

The grouping of adaptation measures according to the types of production adaptation makes it possible to ensure the systemic nature of the orientation, as well as to specify the organizational impact on the problematic aspects identified in the course of assessing the completeness of the employee's adaptation.

From the foregoing, we can conclude that the adaptation process plays a special role in the development of an organization - well-adapted employees will not decide to quit, their productivity will be maximum, staff turnover is minimized, which will give the organization the opportunity to develop faster without the need for constant recruitment and selection of personnel.

1.2 Adaptation process.
Methods and methodology of adaptation

To speed up the process of adaptation of personnel in the organization, special management methods have been developed.

Method is a set of means to achieve a goal within a certain period of time. As for the adaptation of personnel in the company, there is no single universal option - there is only a set of measures and technologies for training and adaptation available to heads of departments and personnel managers.

Successful onboarding is just as important to the newcomer as it is to the firm itself. Therefore, the actions and steps taken should be comprehensive and aimed at the speedy inclusion of a new employee in the labor process. Proceeding from this, methods of adaptation of personnel are chosen.

Non-formalized maintenance method

The method of non-formalized support of newly hired personnel increases the effectiveness of its adaptation, if you act thoughtfully and purposefully. The newcomer will have to be introduced not only to the peculiarities of the work, but also to the specifics of the relationship in the team, and also to be introduced to the rest of the employees.

This method will require a lot of time. Therefore, the personnel manager must allocate the required amount of time in advance, planning his work in the part that concerns the adaptation of a new employee. The results of this process should be taken into account in the incentive system for employees.

Event method

HR managers can use a corporate event to introduce a new employee to the workforce and help build relationships with future colleagues. For example, you can host an informal tea party soon after a new person has been hired.

Or, for example, you can use a collective trip to a cafe or birthday greetings to introduce people to their new colleague. In large organizations, it is optimal to hold events within each specific department, and not to collect the entire staff of the company. Heads of departments should be able to conduct such meetings. In particular, a beginner at the stage of adaptation needs to be instructed before a corporate party.

Method "corporate PR"

This method, which helps in the adaptation of personnel, is to publish a guide to the basic norms of behavior in the company. They will depend on the field of activity and the preferred style of work of the enterprise and usually contain information about the dress code, daily routine and breaks, organization of the workplace, etc. For example, a booklet may include examples of workplace equipment (correct and incorrect) in the form of photographs. Such a guide may be published separately or be part of the corporate code.

Team training

The need to apply this method of adaptation of personnel arises quite rarely. Usually it is necessary when a qualified leader or specialist comes to an already established team and he cannot find a common language with colleagues. Training helps him understand the existing relationships.

The event begins with a briefing on the rules of conduct, after which all participants get the opportunity to voice their own opinions, wishes for the newcomer, and talk about the problems that have arisen. The result of the training should be the improvement of relations in the team, the development of communication skills and the development of respect for other people's opinions.

Such events as a method of staff adaptation can only be carried out by professional trainers. The training can take the form of a case study (case method) or a business game. Cases, trainings and situational tasks are aimed at team building and teamwork training. Most of the team members take part in the discussion, which makes it possible to find the right solution.

Instruction in departments

This method of staff adaptation comes down to informing newly hired employees about what requirements and rules exist in each unit. These functional requirements are mandatory, so they must be clearly articulated and written down so that all employees can become familiar with them and not waste time figuring out the details instead of performing their direct functions. Employees themselves should be involved in writing the rules, work methods, safety procedures, etc. The basic requirements should be communicated to the new employee during the briefing, without which adaptation is impossible, and the rest of the documents should be available in his department.

Having become acquainted with a new team, a person should familiarize himself with the documents regulating his activities - requirements, job description, etc. After that, the newcomer's immediate supervisor gives him tasks for the adaptation period and contact details of those employees to whom he can contact with a question, request about help. Throughout the entire period of adaptation of the personnel, the manager must monitor how things are going with the new subordinate, if necessary, intervene in the course of work, give instructions.

Mentoring

Mentorship as a method of staff adaptation is popular and has existed since antiquity. It is famous for its efficiency due to the lowest labor costs from the employer and the strengthening of ties within the team. Both a line employee with sufficient qualifications and the head of a department can play the role of a mentor. He can set tasks for the beginner (from simple to more complex) and control their implementation. A young specialist can turn to a mentor for clarification or advice. Based on his experience, the mentor explains all the working moments and gives recommendations on improving work and avoiding mistakes.

Now let's look at some modern adaptation technologies that are used abroad, but are almost unknown in Russian organizations. They are interesting in that employees gain more knowledge and skills when using them.

Personnel rotation

This is a type of professional development. Rotation involves the temporary movement of employees to positions within the organization, which allows employees to stay in different roles and try their hand at a new field. It is equally useful to see your work from the outside in this way. An employee in such a situation can realize mistakes and increase productivity. The method is quite effective, as it gives a certain shake-up to employees. Widely used in the Japanese human resource management system.

Shadowing

The name speaks for itself. The employee becomes a "shadow" of another experienced employee or department head. At the same time, it is clearly visible how official duties are performed. The mentor and his "shadow" are on an equal footing. It is worth noting that an inexperienced employee does not receive any payment, but has the opportunity to choose any workplace and position for such research. This technology can develop in three directions:

the student has no experience and observes the work of an experienced employee;

The student has work experience and can participate in discussions
and work;

The student has high professional skills and works independently. In this case, the “shadow” is an experienced employee who oversees the work and makes adjustments as needed.

Immersion method

This adaptation technology is more suitable for leadership positions. The technology lies in the fact that the new leader immediately fully, independently and intensively performs all his job duties. In this case, the new leader immediately actively joins the work. With such an intensive performance of his duties, he does not have time for doubts. The new leader quickly establishes a working relationship with the team, which is facilitated by the leader's fulfillment of his duties on his own, and not by delegating authority to subordinates.

As the measures of the methodology are implemented, the index of satisfaction of the new employee is calculated. It consists of the following indicators:

1) employee satisfaction with work;

2) satisfaction of the organization with the employee.

These criteria make it possible to most fully assess the relevance of the abilities of a new employee in the current conditions.

The adaptation system is a program of necessary actions for new employees of any level. At the same time, the process of adaptation of an employee is individual both in terms of his personal qualities and in terms of his work. Significant differences relate to the volume and content of the information provided in the initial period.

The basis of the program is divided into two parts: general and individual. In the first part, the employee learns the organizational and administrative elements of adaptation, in the second - he receives specific knowledge about his position, duties, responsibilities, etc. The following stages are distinguished in the adaptation program:

Stage 1. An effective adaptation program is developed taking into account the level of preparedness of the new employee for the position. This stage is passed by the candidate at the level of an interview for a vacant position with a human resources specialist or immediate supervisor. Additionally, you can conduct a test to assess professional skills. Based on the results of the interview and testing, the necessary adjustments are made to the employee's adaptation program.

Stage 2. For a successful orientation to the organization of a beginner, an introductory tour is conducted. The employee receives an information booklet. The HR specialist introduces the new employee to all the regulatory documents of the organization. The safety engineer conducts an initial briefing on labor protection. Upon introduction to the position, the immediate supervisor introduces the new employee to the functions of the department, conducts safety briefings at the workplace, talks about the working hours, introduces the team and the mentor. There is an acquaintance of a new employee with his duties and requirements that are presented to him by the organization.

Stage 3. Direct adaptation, in which a mentor is assigned to a new employee, which, on the one hand, facilitates the process of adaptation, and on the other hand, is a motivating factor for the mentors themselves. In accordance with the regulation on mentoring, the mentor is selected from experienced employees of the unit. The main part of the work on the professional and organizational adaptation of a new employee is assigned to the mentor. At this stage, the mentor observes the progress of the new employee, helps to solve current problems, advises and guides. The assessment of the current results of adaptation is carried out.

Stage 4. Completion of the adaptation process – gradual overcoming of production and interpersonal problems and transition to stable work. At the end of the main adaptation activities, the mentor, the head of the structural unit or the personnel specialist form a report on the results of the adaptation. The report assesses the level of adaptation according to the developed indicators: business qualities, possession of knowledge, skills, and their application.

Finding the most appropriate and effective methods of adaptation of personnel in the organization is quite difficult. Many situational factors have to be taken into account, including the psychological climate and internal corporate work regulations. Adaptation measures that allow preventing or resolving problems that have arisen during the adaptation of an employee must also be classified depending on the types (aspects) of production adaptation (Table 2).

table 2

Adaptation measures focused on the main
types of production adaptation

Types (aspects) of adaptation	Adaptation measures
Professional adaptation	– on-the-job training (mentoring); – training outside the workplace (seminars, courses); – availability of a detailed job description, etc.
Psychophysiological adaptation	– scientific organization of the workplace and work process; - production gymnastics (for example, gymnastics for the eyes for a computer operator)
Socio-psychological adaptation	- familiarization of the employee with the traditions, norms of life; - introduction to colleagues; - participation in trainings, role-playing games; - involvement in the implementation of public work (for example, the preparation of a corporate holiday); - inviting the employee to participate in extra-work activities
Organizational and administrative adaptation	– familiarization with the history of the organization, customers and partners, key procedures of the company; – explanation of the features of the organizational structure, familiarity with the key procedures of the company. Often this information is provided in the form of printed materials (employee handbook, regulations, standards) or video materials (film about the organization)
Economic adaptation	– explanation of the features of payroll; – familiarization with the provisions, standards on motivational programs of the organization
Sanitary and hygienic adaptation	– familiarization with the rules of the labor schedule, the requirements for the organization of the working space, eating, smoking breaks

Professional adaptation determines the timing of mastering a new profession, which affects the choice of personnel policy (orientation to the recruitment of workers from outside or to the redistribution of one's own), the duration of the period of preservation of reduced production indicators characteristic of an unadapted worker, the period of formation of a labor stereotype.

The task of adaptation management consists in accelerating the process, reducing the negative aspects that accompany it.

Special attention should be paid to the issue of the organizational mechanism for managing the adaptation process as a key condition for its successful implementation. The lack of development of this mechanism for domestic organizations is one of the main reasons for the declarative nature of adaptation management and the slogan proclamation of its necessity. The management of labor adaptation requires the development, first of all, of three organizational elements:

1) structural consolidation of the adaptation management function;

2) adaptation management process technologies;

3) information support of this process.

As possible organizational solutions, the problem of structural consolidation of adaptation management functions, the following can be proposed:

1) Allocation of the appropriate subdivision (group, department) in the organizational structure of the personnel management system. At many enterprises of the country, specialized personnel adaptation services are being created. However, organizationally, this is done in different ways: depending on the number of employees of the enterprise, the enterprise management structure, the availability and organization of the human resource management system, the focus of the enterprise administration on solving social problems in the field of production management, and more. The process of adaptation of employees can be assigned to special services, acting as independent structural units (departments), or may be part of other functional units - for example, in the personnel department;

2) The development of mentoring, which in recent years has been undeservedly forgotten in domestic organizations. Domestic and foreign firms actively use mentoring, considering it as a form of trust in an experienced employee, as well as a certain stage in his promotion. At the same time, mentoring is supported by material incentives. Experienced employees with experience, managers, as well as young employees who have worked for several years and have positively proven themselves can act as mentors;

3) Development of structural relationships between the personnel management system (in particular, the adaptation management unit) with the management organization service. In many foreign firms, this service is structurally included in the control system. The subject of functional relationships between the departments of adaptation management and management organization are mainly issues of forms and principles of labor organization, systems for introducing innovations, etc.

Attention should be paid to the importance of the problem of innovation management. The thoughtful implementation of this function becomes a factor in the successful adaptation of employees to new conditions. As possible organizational solutions for the technology of the adaptation management process, the following can be proposed:

organization of seminars, courses and similar events on various aspects of adaptation;

Conducting individual conversations of the manager, mentor with a new employee;

· Intensive short-term courses for managers who enter this position for the first time;

Carrying out organizational and preparatory work for the introduction of innovations;

special training courses for mentors;

The use of the method of gradual complication of tasks performed by a new employee. At the same time, control with a constructive analysis of the mistakes made in the performance of tasks is necessary. At the same time, it is advisable to think over a system of additional incentives for the employee for the successful solution of the assigned tasks;

Implementation of one-time public assignments to establish contacts between a new employee and the team;

· fulfillment of one-time instructions for organizing the work of the governing body (production meeting, board of directors, etc.);

preparation of personnel replacement during their rotation;

Conducting special role-playing games in the team of the unit to unite employees and develop group dynamics.

In addition, attention should be paid to the implementation of the principles of labor organization that have a motivational effect on staff and facilitate the process of adaptation of employees. These principles of work organization include:

Creation of target problem groups, creative teams, varying their composition, time and problems of work;

determination of a rational degree of freedom of the labor regime, the widespread use of the chord principle of work;

· introduction of competitive elements of subdivisions, projects, etc.;

publicity of the results of labor (both group and individual);

participation of employees in management (using the methods of group decision-making, collective participation in the development of strategic programs, delegation of authority and responsibility, etc.);

holding meetings with rational frequency and duration;

use of creative methods of making decisions;

· providing feedback with the administration and colleagues on the achieved results of work and the adequacy of their assessment.

The success of adaptation depends on the characteristics of the working environment and the worker himself. The more complex the environment, the more it differs from the usual production environment at the previous place of work, the more changes are associated with it, the more difficult and longer the adaptation process takes.

Managing the onboarding process- this is an active influence on the factors that determine its course, timing, reduction of adverse effects, etc.

The need for adaptation management is predetermined by great damage to both production and employees, and its possibility has been proven by the experience of domestic and foreign enterprises and organizations.

The development of measures that positively affect adaptation implies knowledge of both the subjective characteristics of the employee (gender, age, his psychophysiological characteristics, as well as education, experience, etc.), and the factors of the working environment, the nature of their influence (direct or indirect) on indicators and adaptation results. Therefore, when optimizing the adaptation process, one should proceed from the existing capabilities of the enterprise (in terms of working conditions, flexible working hours, labor organization, etc.) and restrictions on changing the worker (in the development of certain abilities, in getting rid of negative habits, etc.). etc.), it is also necessary to take into account the differences in the new and in the old place of work, the peculiarities of the new and former professions, because they can be significant, which will serve as a serious barrier to professional mobility and the implementation of the personnel policy of the enterprise.

The role of one or another side of production adaptation can manifest itself in different ways, depending on the specific situation. For one profession (professional group) under certain working conditions, the most difficult problem may be, for example, the psycho-physiological side of adaptation, for others - the socio-psychological one.

So, concretizing the approach to each employee, determining the significance of one or another side of adaptation for specific conditions of the production environment, developing appropriate measures to facilitate its passage form the basis of the adaptation management process, which also involves a certain technology. For young workers, it includes:

Analysis of the expectations of incoming workers (finding out, based on the conversation, the motives for admission, the expectations associated with this enterprise, if necessary - professional orientation);

reception and stability forecast of a newcomer (how long he can work in this team);

introduction of a newcomer to the team;

control of adaptation during periodic meetings or in absentia;

elimination of the causes of conflict situations or dissatisfaction with the solution of the problems of adaptants, sanctions against those who were obliged to eliminate the causes of non-adaptation;

generalization of materials on the course of adaptation of newcomers, familiarization with them to the administration of the enterprise and line managers.

A young worker admitted to an enterprise, as a rule, is faced with all aspects of production adaptation, and for an employee who has transferred to another workshop, the requirements for social and psychological adaptation can be significantly weakened, since he will have to adapt only to the primary labor collective.

Particular attention to young workers must be shown in the first three months of their work, when the insufficient level of mastery of the profession affects, the production standards seem to be very tense, the actual conditions and the level of organization of labor and production do not always meet expectations regarding the scope of employment and the chosen profession.

Among the measures that help to reduce the period of adaptation and its negative consequences, one can single out a well-established professional orientation and, in particular, professional selection of personnel. The latter makes it possible to identify workers whose probability of successful adaptation to these Factors of the working environment is the highest. To the greatest extent, this applies to professions that impose specific requirements on the employee (mindfulness, visual acuity, etc.).

Successful psychophysiological adaptation is facilitated by measures to adapt the environment to a person: improving working conditions, taking into account ergonomic requirements when organizing a workplace (selection of appropriate equipment, layout of a workplace), when designing equipment, etc. Measures aimed at reducing human fatigue are important.

Adaptation and its timing largely depend on the organization of the system of professional and qualification advancement of workers at the enterprise. Often, newcomers, young people from other cities are accepted for monotonous, little content, and therefore unattractive work. Their adaptation in production is determined by the prospects for their growth, the possibility of switching to more and more complex types of labor in accordance with education, attitude to work, etc.

A special problem is the adaptation to work in the new economic conditions. This is a kind of re-adaptation: a person, remaining at his workplace, adapted to it, must adapt to a new economic, social and psychological situation. The demand for a greater linkage of wages with its final results makes it necessary to intensify the use of one's capabilities, which is often accompanied by an increase in the intensity of work, both due to a higher pace of work, an increase in working hours, and by ignoring labor protection and safety rules. Disadaptation of an employee to such working conditions is manifested in an increase in injuries and morbidity, the development of uncompensated fatigue of an employee who does not have time to restore working capacity by the beginning of the next working period.

There are programs for general, specialized and professional adaptation of employees at the enterprise. The preparation of such programs does not require colossal costs and efforts, but common sense, interest in a new employee and a friendly attitude.

General adaptation program

1) General idea of ​​the company:

goals, priorities, problems, growth trends; traditions, norms, standards;

current specific functions of the company;

products and their consumers;

a variety of activities;

Organization, structure, communications of the company;

information about the chief executive;

internal relationships.

2) Payroll:

wage rates and ranking;

pay for weekends and overtime;

form of payment of money;

retention;

sales;

increase in pay

· reimbursement of expenses.

3) Additional benefits:

temporary disability allowance;

severance pay;

· Opportunities for on-the-job training;

Wellness centers.

4) Occupational health and safety:

health care facilities and places of first aid;

warning about possible dangers at the enterprise;

· precautionary measures;

rules of fire safety;

rules of conduct in case of accidents;

physical fitness requirements.

5) Household service:

organization of food;

Availability of service entrances.

6) Economic factors:

· arrived;

The cost of labor

Damage from absenteeism, delays, accidents.

Specialized Adaptation Program

1) Functional division:

Goals, priorities

organization and structure;

· Practical activities;

interaction with other departments;

The relationship between different activities within the unit.

2) Job duties and responsibilities, accountability:

· a detailed description of the current work and expected results;

clarification of the importance and significance of each specific work, its relationship with other departments;

· discussion of common problems and ways to solve them (meetings, etc.);

standards for the quality of work performance and the basis for assessing their performance;

the duration of the working day and schedule;

overtime;

additional appointments, replacement;

explaining where and how to store and repair work equipment.

3) Procedures, rules, regulations:

Rules specific only to a given type of work or unit;

Behavior in the event of an accident

· safety regulations;

informing about accidents and dangers;

hygienic standards;

· business ethics;

lunch break (time);

telephone conversations of a personal nature during working hours;

monitoring and evaluation of work performance.

Professional adaptation and its main stages

1) Preparing to accept a new employee:

preparation of the workplace for a new employee;

Notification of staff about the arrival of a new employee;

preparation of relevant documents necessary for the work of new employees;

· instruction.

2) Introduction of a new employee to the labor collective:

· representation of the employee at the workplace (it is recommended to represent the employee either to the head of the company or to the head of the department, i.e. the employer).

3) Introduction to organization mode:

familiarization with the content of the work of the enterprise, the nature of its activities;

Familiarization with the culture of the company.

4) Acquaintance with the job description.

5) On-the-job training:

· the definition of a mentor who helps to get comfortable not only at the professional level, but also at the social, group level (for example, smoothing out the conflict in the group).

The adaptability of a person in a specific working environment is manifested:

in his behavior

In terms of labor activity, labor efficiency (its quantity, quality);

in the assimilation of social information and its practical implementation;

in the growth of all types of activity (labor, socio-political, cognitive);

in satisfaction with various aspects of labor activity (the content of labor, wages, labor organization, working conditions, moral and psychological climate in the organization, the possibility of general educational and professional growth, etc.).

The degree of success of the adaptation of new employees of the organization can be studied not only by observing how they get used to work, but also by interviewing those who leave, but also by interviewing newcomers who have recently worked in the organization (less than 1 year). The structure of the questions that are proposed to be answered by a new employee who has worked in the company for some time to determine the success of the onboarding process is determined by the extent to which the onboarding process contributes to the development and strengthening of the employee's sense of commitment to the organization. The main signs indicating the success of the adaptation of a new employee are:

· Mastering the system of professional knowledge and skills. The level of professional training of the employee fully complies with the requirements that the work imposes on him.

· Mastering your professional role. These are not only skills, knowledge, but also attitudes, values ​​carried out in accordance with the expectations of others (managers, colleagues, customers, business partners, etc.).

· Compliance with the requirements of labor and performance discipline. There are no such negative manifestations as being late, absenteeism, non-compliance with deadlines for work, etc.

· Independence in the performance of job functions. The employee does not need guardianship from the supervisor or workmates.

· Job satisfaction. The employee is satisfied with the content and conditions of work, his status, remuneration, etc.

· Interest in work. The employee sees prospects, an opportunity to realize his potential. He likes the content of his work.

· Striving for excellence in your chosen profession.

· Awareness on the most important issues related to the work performed (professional functions, team life, professional prospects, etc.).

· Socio-psychological adaptation, joining the team, establishing good relationships with workmates.

Feeling of psychological comfort and safety. Work gives a feeling of self-confidence, in the future.

· A sense of fairness in the exchanges between the employee and the organization (labor, attitude to work - remuneration received in return).

· What is the cost of work: psychological cost, effort, fatigue, stress.

· Mutual understanding with management.

The obtained results of studying the process of adaptation of workers make it possible to make adjustments not only to the work on adaptation itself, but also to the selection procedure and the criteria on the basis of which employees were selected for the organization. Difficulties in adaptation may be due to unrealistic job advertising, which could give the employee high expectations at the initial period of work in the organization, which led to bitter disappointment when the reality significantly diverged from these expectations.

At the same time, it should be noted that the successful solution of adaptation problems requires serious methodological and organizational work. Just understanding its importance is not enough. It is necessary not only to outline the goals that management pursues in the adaptation of new employees, but also to determine ways to achieve these goals. The adaptation process should be organized in accordance with the requirements for personnel-technologies. Success here is possible only when planning directions for coordinating this work throughout the organization.

1.3 Features of personnel adaptation at enterprises
Catering

The restaurant business continues to attract the attention of the masses as one of the most interesting segments of the business, despite the fact that it holds one of the leading places in the bankruptcy ranking. New establishments open and old establishments close every day. And each competitor has its own methods of competition. And in this struggle, the personnel of the enterprise plays an important role. In a crisis, the management of any enterprise faces the task of retaining the most qualified part of the staff. Almost any company in the course of its activities actively develops such elements of personnel policy as selection, evaluation, training and motivation of personnel.

Every newcomer who has come to a public catering organization, from the moment the internship begins, and, accordingly, the start of adaptation, has to solve the following tasks: study the standards in the shortest possible time, familiarize yourself with the internal regulations and study a large layer of new information. Memorizing the serving, the location of the working premises (distribution, kitchen, washing), tables in the hall is an integral part of the trainee's adaptation. The main tasks of the waiter during the internship are certification (it is necessary to learn the menu, restaurant products) and acquaintance with colleagues. At this time, the manager needs to facilitate the process of adaptation as much as possible, minimizing time and resource costs.

There are several main types of adaptation:

1) Physical. Adjusting the body to a new mode of work and rest, physical activity. Working conditions such as light levels, noise levels and room temperature play a role in this process. Considering adaptation from the side of physical signs, it is necessary to be sure that the beginner does not have strict medical contraindications to certain working conditions.

2) Psychological. Building relationships with new colleagues and immediate supervisor, assimilation of social norms and unspoken rules of conduct. The newcomer intensively perceives information about what is accepted and what is not accepted in the new team, looks for his place in it, and is influenced by formal and informal leaders. At the same time, the new employee receives information about the company in general and the new place of work in particular, and learns the accepted corporate requirements. During psychological adaptation, the main part of the responsibility lies with the line manager, whose duties include familiarization with official duties, clarification of personal tasks in the social structure and constant moral support.

3) professional. The knowledge, skills and abilities of the employee at this stage “adjust” to the standards of the organization and at the same time learn new information that is required to perform duties. An important point of this type of adaptation is not only the ability of the employee to learn, but also how the newcomer is provided. A clear structure and clear presentation is the key to successful completion of professional adaptation.

The employer needs to take into account that a newcomer goes through all types of adaptation at the same time, and in order not to miss anything, it is worth considering a plan for the adaptation period in advance. Assimilation of norms and values ​​is sometimes very slow and difficult. The factors aggravating the situation can be considered - the lack of attention of the personnel manager or the restaurant manager, the thoughtful and competent procedure for the adaptation process. Only professional supervision of the adaptation process leads to positive results. In addition, adaptation should be dealt with by someone who has a direct connection with the workplace of the person being adapted.

Professionals propose to include in the adaptation process a certain list of components that organize several thematic blocks:

1) General provisions: the employee gets acquainted with the advantageous features of the organization, its goals and objectives, as well as the professional standards adopted in the institution. Familiarization of the employee with the activities of the organization, the functions of its departments, as well as the links between them;

3) Important information. A new employee needs to be told about the probationary period, show the performance evaluation grid during the probationary period, talk about possible problems and how to solve them. Also, provide information on pay and social security, conduct a safety manual and a list of required telephone numbers.

Confidence in the company and a good attitude towards it is formed in a new employee with the receipt of the greatest amount of necessary and accurate information. This is an important psychological moment of adaptation, especially for the profession of a waiter, because it is usually chosen by students and employees without work experience. Unfortunately, sometimes managers, wanting to save money on internships, assure the employee that his salary for the duration of the internship is only tips. At the end of the internship, the manager announces to the applicant that he is not suitable, and recruits the next candidates, without paying salaries and taxes. Such examples form a negative image of the enterprise and distrust of the profession as a whole. Signing an agreement with interns to pay 50% of the salary per shift is an ideal option for doing business with newcomers, in which the intern is motivated to be certified for higher earnings, and the employer minimizes the cost of internships.

An important role in the adaptation of workers is played by the psychological climate in the team. Business relationships develop a sense of camaraderie and mutual assistance, increase the labor activity of employees, job satisfaction. From an economic point of view, the psychological climate and morale at the enterprise significantly affect labor productivity, affecting the psyche and mood of people.

The duration of adaptation is determined by the level of professionalism of the trainee, on average, managers allocate about two weeks for this. According to experts, 2 - 3 shifts of 4 - 6 hours are enough to familiarize the waiter - trainee with the organization. This time is enough for the mentor to answer the question “is the candidate suitable for the employer?”.

After the adaptation period, the employer evaluates:

1) Knowledge of the employee;

2) The results of the implementation of the tasks;

3) Assimilation of functional duties;

4) Professional suitability.

It should be noted that work at catering establishments is seasonal, which leads to the need to attract temporary staff, and, as a result, its adaptation to ensure proper labor productivity, reduce anxiety and increase production efficiency.

The organization of mechanisms for ensuring effective adaptation for seasonal personnel is especially important, since the system of ordinary adaptation is not suitable for them due to the limited time for the adaptation process, efforts are required for more active and “quick” adaptation. It is necessary to understand the essence and peculiarity of seasonal personnel in order to form mechanisms for its effective adaptation.

seasonal worker- this is an employee who is hired to work in an organization for a certain period of time, as a rule, these are people of a certain qualification who are in demand in certain industries (agriculture, construction, animal husbandry, tourism) in order to earn money for a given period of time. The work of seasonal employees is usually more intense and requires not only certain personal qualities, but also motivation.

Accordingly, the management of the organization needs to take into account the characteristics of seasonal personnel in order to form an effective adaptation system, while if some employees have a stable motivation to work, certain skills, then others need to be formed.

Thus, it is possible to present a model of the process of adaptation of a seasonal worker (Figure 2).

Rice. 2–Adaptation model for seasonal personnel

It should be noted that the labor efficiency of seasonal personnel is an important factor that forms the quality of services (works, goods), which requires special attention to the problems of adaptation of workers of this kind.

There are problems of adaptation of seasonal workers:

their remoteness from the leadership of the organization in the "off season";

the need to ensure a quick "entry" into the labor process and the activity of work during the season;

turnover, lack of a permanent staff of this category of workers.

Currently, there is an urgent need to build an effective recruitment and adaptation plan for personnel, a theoretical and methodological basis for the effective adaptation of personnel and the use of adaptation mechanisms to increase the motivation of employees of organizations.

The essence of the recruitment process is to attract more or less suitable qualified employees, taking into account the requirements for a candidate for an existing vacancy, their subsequent assessment and hiring. It is important to establish the compliance of the employee with the position held, i.e. clearly identify the types of work and select people for these jobs who have the qualifications necessary for the quality performance of functional duties. The staff of public catering establishments is the totality of all human resources possessed by the enterprise and is the most important component of the final product, one of the main competitive advantages of the organization, and, therefore, the quality of service in these organizations depends on the skill and consciousness of employees. Work on the selection, placement and education of personnel at the enterprise (public catering organization) is carried out by the administration and the partial participation of the labor collective. In large public catering enterprises, the personnel manager is responsible for personnel management, while in small public catering enterprises these functions are performed by the administrator. A feature of the selection of personnel at public catering enterprises is the presentation of high requirements for the applicant and, at the same time, the lack of proven methods for selecting candidates with a universal set of personal and professional qualities. You should also pay attention to the fact that in many cafes staff are recruited by employees who do not have special training for this.

The relationship between the psychophysiological factors of the employee's personality and the characteristics of his work determines and forms motivation during the process of his adaptation.

External factors may include: organizational and corporate culture, a system of staff adaptation, a system of motivation, rewards and punishments, the influence of informal leaders on a newcomer.

Internal factors: employee motivation and orientation, values, personal problem workload, family situation, previous work experience, life and leadership experience.

Thus, having outlined the relationship between motivation and adaptation, we can conclude that the adaptation process directly affects the labor process, and as a result, the faster the adaptation process of an employee in the organization, the more effective is his internal motivation to work.

1.4 Documents governing adaptation management
personnel in the organization

The main regulatory documents regulating relations in the labor sphere are the Law of the Russian Federation on Employment of the Population in the Russian Federation and the Labor Code of the Russian Federation.

The foundations of state policy, employment issues and guarantees to citizens of social protection against unemployment are covered in the Law "On Employment in the Russian Federation". This act covers the issues of employment, the procedure and conditions for recognizing citizens as unemployed, the rights of citizens in matters of employment, the main forms of exercising the right to work (retraining, public works), the participation of employers in providing employment, social support and material assistance to the unemployed.

Art. 25 "Assistance of employers in ensuring employment of the population" - the source, which spells out the provisions responsible for vocational training and retraining; rational use of employees' resources; protection of social rights; improvement of working conditions.

The reasoning for the adaptation process given in Art. 21 of the Labor Code of the Russian Federation "Basic rights and obligations of an employee" includes the following items:

Provision of work stipulated by an employment contract;

A workplace organized in accordance with the standards of the state, safety and the terms of the contract;

Staff remuneration - timely, measurable in terms of qualifications, quality, complexity;

Accurate information regarding duties and working conditions;

Vocational training, retraining and advanced training in the manner prescribed by the Labor Code of the Russian Federation, other federal laws.

In St. 22 of the Labor Code of the Russian Federation "Basic rights and obligations of the employer" is written:

Provide employees with work stipulated by the employment contract;

Ensure labor safety and conditions that meet the requirements of occupational health and safety;

Provide employees with equipment, tools, technical documentation and other means necessary for the performance of their labor duties;

Provide for the everyday needs of employees related to the performance of their labor duties.

Information about secrets, duties, testing, training is spelled out in Art. "Content of the employment contract" (57 of the Labor Code of the Russian Federation).

The beginning of the adaptation process is directly related to the appearance of a new employee in the organization. It was then that another process begins - the addiction of the individual to the new team. The employee's first impression of the organization, which begins to form with the beginning of the probationary period, stiffens and becomes less changeable every day. Three months is the maximum duration of the probationary period, according to Art. 70 of the Labor Code of the Russian Federation, and for managerial positions, such as heads of organizations, chief accountants, heads of branches, representative offices, no more than six months, unless otherwise provided by federal law.

As stated in Art. 68 of the Labor Code of the Russian Federation, the obligation of the employer when hiring is to provide the employee with information about the internal regulations, local laws related to the employee's activities.

Art. 196 of the Labor Code of the Russian Federation "The rights and obligations of the employer for the training and retraining of personnel" fixes the decision on the issue of professional training, which includes the introduction of an employee into a position, for the employer. Art. 197 of the Labor Code of the Russian Federation "The right of workers to vocational training, retraining and advanced training" establishes the right of workers to the above activities.

The issue of sanitation and preventive maintenance of workers that meet the requirements of labor protection and sanitary standards is spelled out in Article 223 of the Labor Code of the Russian Federation "Sanitary - household and medical - preventive maintenance of workers." Based on the established norms, all conditions are created for employees - sanitary and amenity premises, rooms for eating, rooms for medical care, rooms for rest, psychological relief during working hours.

» established rules for attestation of workplaces in terms of working conditions. The timing of the certification in the organization is set on the basis that each workplace must be subject to certification at least once every five years for compliance with the conditions of labor protection and safety. The procedure for attestation is put into effect on September 1, 2008.

In some teams, local regulations are being developed to detail external legislative acts, when applying them to existing working conditions and reflecting the features of regulating social and labor relations in it.

Collective agreements and agreements, as well as internal labor regulations are examples of local sources of labor law. The job description, a fundamental document that describes the main goals, objectives, functions of the employee's position, contains a list of procedures and technological instructions. This document describes the procedure and steps necessary for an employee to achieve the goals and perform specific functions of the position. To regulate the process of professional adaptation in organizations, the following are also being developed: regulation on adaptation; adaptation programs; position on mentoring; probation programs.

Analyzing the adaptation process from the side of the regulatory framework, we can draw the following conclusions:

An underdeveloped regulatory and legal framework that needs to specify the activities being carried out is the main drawback of professional adaptation. In local sources of labor law, it is necessary to prescribe specific procedures for the adaptation process.

In none of the aforementioned legal sources, the term "professional adaptation" is used directly. Definitions similar in meaning are mentioned: “professional orientation”, “vocational training”, “retraining”, “training”. This substitution of concepts allows the employer to interpret the law ambiguously, freeing himself from additional procedures for the adaptation of personnel.

The simultaneity of two processes - probation and adaptation forms the identity of these definitions, from which follows the problem of substitution of concepts and incorrect organization of events of these processes. From which it is necessary to focus on concretizing the definition of "professional adaptation" and highlighting it in regulations.

Chapter 2 Analysis and assessment of personnel adaptation in Krestovsky LLC

2.1 General characteristics of the organization

Full name of the organization: Krestovsky Limited Liability Company.

Krestovsky LLC, a restaurant of the Dve Palochki chain, is the flagship project of the Food Retail Group holding, a free flight restaurant chain that includes 23 outlets in St. Petersburg and Moscow. The menu includes Japanese, Italian, Pan-Asian and American cuisine. A wide variety of special offers - breakfasts, lunches and special dishes for children's cuisine. The original interior, staff uniforms, music, branded decorations create a pleasant and cheerful atmosphere for communication and getting new experiences.

"Two Sticks" is a public catering establishment that provides consumers with a wide range of dishes of varying complexity of preparation. In this institution, a high level of service is combined with the organization of recreation for guests.

The restaurant is located at St. Petersburg, Nevsky Prospekt 22, in a residential five-story building on the ground floor. The hall is designed for 156 seats.

The two main tasks of the organization are the production and sale of dishes.

Organization size and organizational structure

The organization does not have a constant number of staff, the total number is a dynamic indicator that depends on the “season”.

The total number of employees is 76 people. The distribution of the composition by the total number of the organization and its distribution by the degree of certification and the degree of employment in the production process is presented in table 3.

Table 3

Restaurant staff

Due to seasonality and the so-called staff turnover, the ratio of personnel by the degree of attestation maintains such a percentage throughout the year. The ratio takes place to change only within small limits.

Rice. 4 - The ratio of personnel by degree of employment
in the production process

Organizational structure

A brief schematic description of the organizational structure of the restaurant "Two Sticks" is shown in Figure 5.

The most important person in a restaurant is its manager; all the staff who carry out the overall management of the restaurant are subordinate to him.

The shift manager combines several functions at once, but first of all, he coordinates the work of the maintenance personnel. So, waiters, bartenders, hostesses, as well as technical staff - dishwashers, cleaners are subordinate to the manager

The head of the kitchen group is the chef or head chef. He supervises cooks, confectioners, assistant cooks. Like many large catering establishments, the restaurant has a purchasing manager on staff who manages storekeepers, as well as a driver.

Rice. 5 - Organizational structure of the restaurant "Two Sticks"

2.2 Analysis of the adaptation system in Krestovsky LLC

In order to solve the tasks set, it was decided to analyze the personnel adaptation system at Krestovsky LLC.

One of the most popular and fastest ways to analyze the existing adaptation system can be considered a survey, as a result of which the HR manager has the opportunity to detect existing shortcomings, collect a generalized opinion of the staff about the adaptation process and identify weaknesses that should be worked on.

To identify the problems of the adaptation process in the organization, 2 surveys were conducted for two groups of waiters - for trainees who are during the adaptation process and for certified employees. The results of the survey are presented in the form of tables 4.

Table 4

Survey for employees in the process of onboarding

Index	Respondents
	Number of persons	Ratio, %
Do you have work experience?
Who told you about your functional duties?
HR manager Mentor I learned everything myself
How often do you discuss the results of your work with your mentor/HR manager?
Few times a week Every week Once in two weeks Once a month

Continuation of the table. four

How quickly do you get answers from your mentor/HR manager to your questions?
After the question is asked by me several times I don't get answers I have no questions
What qualities are important in the process of mastering a profession? (multiple answers)
A responsibility Sociability Good memory Learnability
What motivates you to accelerate the learning process?
Trainings and seminars Teamwork Collaboration with a mentor/supervisor Opportunity for career growth
Do your experienced colleagues help you?
What is more difficult for you during an internship?
Assimilation of duties Building relationships with the team Building relationships with management Getting used to the workplace
What will help you solve this problem?
Communication with colleagues Mentor Tips Information stands/brochures
What aspects of work in our organization would you like to change?
The process of working with a mentor Building a learning system Relationship with management Attitude towards new employees

The survey data indicate that:

Most of the interviewed interns (Figure 6) already have work experience, that is, work in this organization is not the first. This data determines the fact that employees have already gone through the adaptation process at the previous place of work. On the one hand, this can make the work of the HR manager easier, since the trainees have an idea of ​​​​how the process will go. On the other hand, this can complicate the process of adaptation of a new employee, since there is a possibility that he will need to be retrained and adjusted to the technology of the adaptation process available at a particular place of work.

Fig. 6 - Availability of work experience

1) Familiarization with the functionality for the most part is carried out by the personnel manager and mentor, occasionally by colleagues at work. This statistics informs that the introduction to work is carried out by employees who know the work almost ideally, which means they can correctly and fully convey information to the trainee. Also, work with new employees is carried out on an ongoing basis and includes feedback, which helps the trainee to quickly adapt and work on mistakes.

2) In general, new employees are satisfied with the work with a mentor, they receive information on time. The results of the questionnaire indicate the need for changes in the education system.

Table 5

Questionnaire for employees who have passed the adaptation process

Index	Respondents
	Number of persons	Ratio, %
How long have you been with our organization?
More than 3 years
1 point - not satisfied 2 points - no longer satisfied 3 points - neutral 4 points - Satisfied, but there is something that I would like to change 5 points - completely satisfied
What do you dislike about your job? (multiple answers)
Functionality Relationships in the team Impossibility of career growth Management
How often do interns contact you?
Often In one day Not addressed at all
Do you help newly arrived employees?
Yes, always When there is free time
Is the adaptation of beginners correct (step by step, with feedback)?
Does the adaptation of newcomers take place quickly (relative to the restaurant's need for staff)?
Would you like to become a mentor for interns?

The study data shown in Table 5 indicates the following:

1) The analysis of the questionnaires showed that the majority of the respondents (50%) have been working in the organization for one to three years - these are fully adapted employees in this organization. Employees working up to a year are considered to have passed the stage of completion of adaptation. There are 41.7% of such people in the organization (Figure 7).

Rice. 7–Number of employees by length of service in the company (%)

2) Almost all interns turn to their experienced colleagues from time to time, which means that they are interested in learning more information and going through the adaptation process faster. 83.3% of trainees constantly ask waiters for advice.

Experienced colleagues, in turn, try to help interns and answer their questions.

3) Unfortunately, experienced employees believe that the adaptation process is not proceeding correctly. Almost 67% of respondents believe that there are shortcomings in this process.

Based on this, almost no one expresses a desire to become mentors and train new employees. Only 26% of waiters would like to be a mentor.

General conclusions on the analysis:

Among experienced workers, the majority work from one to three years - 50%

In the process of onboarding new employees, communication between interns and experienced employees is very well established - almost every one of the interns always asks questions and tries to get as much information as possible. Waiters who have been working for a long time, in turn, are ready to help and answer the questions of the interns.

The adaptation process is disrupted by the management - communication with mentors is worse than with ordinary waiters. Also, a survey of experienced employees proves the fallacy of the chosen adaptation path - 67% of waiters are sure that the adaptation process is violated. And 75% did not express a desire to become a mentor.

The analysis shows that management needs to reconsider their views on the adaptation process. It is possible to conduct a new survey, hold a meeting, draw conclusions and change the adaptation system. It is also necessary to listen to both adapted employees and new arrivals.

In the process of pre-diploma practice, I carried out preliminary certification of trainees of waiters and re-certification of waiters.

My tasks as an HR manager were:

Creation of an attestation test;

Appointment of the date of certification;

Writing control;

Checking tests and summarizing results;

Announcement of results;

Providing feedback.

The results of preliminary certification are presented in table 6.

Table 6

Results of appraisal of new employees

The first line lists the menu blocks and standards that the waiters study during the training process, the average score for the blocks related to the kitchen menu, the average score for the “bar” blocks and the overall average score, which is final and determines whether the employee passed the certification.

Based on the results of the written tests, the average score for successful certification was 70%.

Analyzing the data in Table 6, I concluded that employees E, F, H scored the required total percentage and are considered certified waiters.

All other employees received feedback and information that in a month they were assigned a recertification date, as a result of which they would be demoted or promoted.

Between certifications, employees are working on those blocks that they do not know well.

In addition to continuous certification, employees undergo additional training from the company and from the restaurant in particular - trainings, seminars and refresher courses, which gives them the opportunity to gain additional knowledge, skills and abilities for work.

Thus, based on the results of the study using observation and questioning, we can draw the following negative conclusions.

1) The training of new personnel is not worked out in the organization as it should. Training is often only familiarization with the job description and familiarity with the workplace, the problems of adaptation that arise are solved in the process of work.

2) The organization does not organize trainings for the adaptation of personnel in a new team. New employees often feel uncomfortable with colleagues.

3) The organization does not provide psychological support for a new employee in the process of mastering professional skills, which contributes to a smooth entry into the team, there are no conversations with new employees to find out their opinion about the socio-psychological climate, corporate culture, tasks, principles, organization of activities in the organization in terms of their compliance with personal goals, attitudes, expectations, stereotypes. The employees overcome the psychological difficulties that have arisen in the process of adaptation on their own, which also does not help to reduce the time for the employee to master the new place and start working with maximum efficiency.

Based on the foregoing, we can conclude that, in order to eliminate the identified problems in the current process of adaptation of new employees in the organization, it is necessary to implement the adaptation program for new employees, proposed in Chapter 3 of this final thesis.

Chapter 3 Improving the organization's adaptation system
Krestovsky LLC

3.1 Adaptation program

To successfully improve the process of adaptation of new employees, the main activities of the organization, the structure of the organization were studied, an analysis of the quantitative and qualitative composition of employees was carried out.

The program of adaptation and entry into the position is aimed at ensuring a faster entry into the position of a new employee, reducing the number of possible errors associated with inclusion in the work, forming a positive image of the organization, and reducing the discomfort of the first days of work.

In order for the adaptation to be most favorable, there must be a number of documents that clearly spell out the system of tasks for the period of adaptation of the employee, the criteria for evaluating work during this period, the timing of the implementation of a particular goal, the structure of the organization itself and the scheme of interaction between departments.

Develop instructions for introducing a new employee to job duties. The instructions will include the following:

1) Show and explain the organization of production of catering enterprises;

2) Introduce the new employee to the immediate superiors and other employees;

3) Explain the task in detail (describe the specific work);

4) Tell about the history and traditions of a cafe or restaurant, familiarize yourself with the corporate code of the enterprise;

5) Explain the business policy of the institution (its goals, main parameters);

6) Explain the features of this enterprise;

7) State the rights and obligations, as well as announce the time of the lunch break;

8) Show office space;

9) Set working hours, breaks, vacation time,

10) Discuss issues related to wages;

11) Familiarize (under signature) with job descriptions, rules for using inventory, keys, work clothes, etc.;

12) Tell about the established form of clothing;

13) Introduce and explain the procedures established at this enterprise;

14) Familiarize (under signature) with the safety and labor protection instructions.

mentoring

Mentorship can be closely linked to and part of the orientation and orientation programme.

After a new employee begins to perform his duties, a mentor can be appointed for him from experienced staff representatives, in the role of which the most experienced waiter should act. At the same time, he must be responsible for the results of the work and be able to perform the relevant functions. The mentor is paid a tangible cash bonus after the trainee successfully passes the exam.

Let's single out the main goals of the adaptation program for new restaurant employees:

1) Accelerating the process of entering a new employee into a position

a) Achieve the required performance in the shortest possible time

b) Reducing the number of possible errors associated with the development of functional duties

1) Reducing the level of staff turnover:

a) Reducing the number of employees who have not passed the probationary period

b) Reducing the number of employees who left the company during the first year of operation

c) Minimizing the cost of finding new staff.

2) Reducing the insecurities experienced by the new employee

3) Development of new employee job satisfaction, positive attitude to work and realism in expectations.

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

3.2 Evaluation of the effectiveness of the implemented program

The proposed adaptation program does not provide for material costs (not counting incentives for mentoring). The restaurant does not need to reorganize the personnel management system, it is only necessary to discipline the existing system.

The improved adaptation system was introduced in the restaurant starting May 1, 2019, and its effectiveness was monitored for two months.

All employees who came to the organization during this period were given a detailed briefing, the history of the restaurant was told and a mentor was assigned. The mentor was called on his own, as a monetary reward was offered in case of successful certification of his protégé. For newcomers, under the signature, a job description was given for familiarization, a working form was provided, a work schedule and deadlines for certification were agreed.

Thus, it is possible to evaluate the economic efficiency of this measure (Table 7).

Table 7

Evaluation of the effectiveness of the implementation of the system

It can be concluded that staff turnover has significantly decreased compared to the same period last year.

CONCLUSION

Thus, a study was made of the essence of the concept of personnel adaptation, which is closely related to the personnel management system as a whole. Based on the results of the study, the following conclusions can be drawn:

adaptation of personnel is an important and necessary mechanism in the personnel management system;

· consideration of the experience of Russian foreign countries in the organization of the personnel adaptation management system made it possible to understand what can be taken as a basis, and what needs to be done on our own to build models of effective adaptation in domestic organizations.

In this thesis, the problem of adaptation of the personnel of the Krestovsky Limited Liability Company is considered.

The first chapter describes the theoretical foundations of personnel adaptation, discusses the concepts, forms and types of adaptation.

In the second chapter, an analysis was made of the activities of the organization Krestovsky LLC. The characteristic of the company is given, the main activity is considered. An analysis of the process of adaptation of an employee of the enterprise LLC "Krestovsky" was made, the following conclusion was made: for a more successful inclusion of new employees in the activities of the enterprise, it is necessary to create an effective adaptation system, which implies an improvement in the mentoring method.

In the third chapter, an event was developed to improve the adaptation of personnel at the enterprise and an assessment of its effectiveness was carried out.

LIST OF USED LITERATURE

1. Averchenko L. K., Udaltsova M. V. Sociology and psychology of management. - Rostov - on - Don: "Phoenix", 2001.

2. Labor Code of the Russian Federation (Labor Code of the Russian Federation) dated December 30, 2001 N 197 - FZ.
- [Electronic resource]. URL: http://base.garant.ru/12125268

3. Bazarov T. Yu., Eremin B. L. Personnel management. - M: "Unity", 1998, pp. 237 - 242.

4. Belyatsky N. P., Velesko S. E., Reusch P. Personnel management - M: Delo, 2003.

5. Berbel Schwalbe, Hein Schwalbe. Personality, career, success. (Psychology of business). - Munich: "Economy, law", 1993.

6. Sharapova V.M., Sharapov Yu.V., Yuchenkova K.S. MONITORING OF THE SYSTEM OF ADAPTATION OF THE STAFF OF THE ENTERPRISE

7. Guseva AS Psychological aspects of professional adaptation in the conditions of market relations.–M: "Banking", 1996 No. 9.

8. Daft R. L. Management. 6th ed. - St. Petersburg: "Piter", 2004, chapter 17.

9. Dessler G. Personnel management. - M: Unity, 1997.

10. Egorshin A. P. Personnel management. - N. Novgorod: "Litera", 1999.

11. Elsukov E. N., Babosov E. M., Danilov A. N. Sociology 4th ed. - M: "TetraSystems", 2003.

12. Zhizilev A. V. Leader and team. - Stavropol "Stavropol book publishing house", 1989.

When confronted with something new, a person experiences stress - this is its essence. The nature of the peculiar "fear of change" is simple - it is explained by the instinct of self-preservation. Getting used to the current way of life, a person subconsciously perceives the change as a threat to personal security and everything new causes him discomfort.

According to statistics, about 90% of employees who left within six months after joining the company made this decision during the first day of being in the team. The reason for this is the lack of adaptation, ignoring adaptation measures on the part of the company's management.

Adaptation (from Latin adapto) is the process of entering into harmonious harmony with the outside world on the one hand, and with one’s own unique psychological characteristics on the other, which implies the ability to distinguish images of the outside world, subjective images, as well as the ability to effectively influence the environment ( from the explanatory dictionary of analytical psychology).

Adaptation is a difficult stage in the life of a beginner, regardless of his level of knowledge, skills or moral principles. In order for the process of "accustoming" to be easy and comfortable, the company must develop a clear program for the adaptation of personnel. Her mission is to quickly and effectively introduce a newcomer to the position. A well-designed system allows you to formulate his tasks and goals to the employee, as well as reduce the natural "accumulation" of the employee in the team from 10-12 to 5-6 months.
How to conduct staff adaptation?

"Helping hand" to the newcomer: the program of adaptation of employees

Depending on the specifics of the company and the category of hired employees, an individual adaptation program is drawn up. If it is aimed at introducing new employees to the course of business, it has a primary form. A secondary type of adaptation is applied to an employee who finds himself in a new position as a result of rotation, as well as to a woman who returns to work after a long maternity leave.
The purpose of the program is to display his work duties to the employee as accurately as possible and to make the process of acclimatization in the team more calm and smooth. All elements of the system are interrelated and complementary.

The adaptation program for new employees is carried out in the following areas:

1. Organizational.
It is aimed at providing the employee with information about the history of the company, familiarization with its structure, internal culture, basic rules of work and the daily routine. The purpose of organizational adaptation is to build a line of attitudes and principles that an employee must adhere to in the process of work. The employee is provided with information on remuneration, the system of fines, benefits, prospects for career advancement.

2. Socio-psychological.
When a new employee joins the company, he remains "one on one" with the already established team. At this stage, it is important to help him understand the rules of interaction in the team and accept the established norms. The first point of adaptation of this direction is the official introduction of the employee to colleagues, management. These events help to overcome the feeling of constraint, "foreignness", to quickly integrate into the formed staff of workers.
Great luck if a new employee takes part in a corporate event in the near future. Such interaction will most effectively reveal both the beginner and the team.

3. Professional.
The purpose of the program is to introduce the employee to the circle of his professional duties, as well as to develop certain personal qualities for the development of a positive attitude of the employee towards his position. In the program: familiarization of the employee with the workplace, briefings, working conditions. Beginners with no experience are offered training sessions, seminars, lectures, distance learning tools that exist in the company. The main mission of the program is to train highly qualified personnel for fruitful work in the company.

From theory to practice: adaptation of personnel in the organization

The algorithm of the program and its main directions are formed by the HR manager together with the head of the company. Usually three links are involved in the process: a manager, a curator (mentor) and an employee of the personnel department. Consider how the adaptation of new employees is carried out in reality.

Preparatory stage

The personnel worker prepares the accompanying documentation, which is issued to the employee upon admission to the organization. A program for introducing a newcomer to the position is being developed, an adaptation list is being drawn up, documents are being agreed with all participants in the process. An experienced mentor is selected to supervise the new employee. His task is to provide assistance in any matters, as well as timely psychological support and full working instructions.

initial stage

Includes organizational measures for the introduction of a newcomer. Depending on the circumstances, it covers a period from 7 days to 3-4 weeks. The employee gets acquainted with the peculiarities of the work, goes through the full registration procedure, fills in the working documentation, studies the structure and specifics of the company's work. In his hands, he receives an adaptation sheet (for the duration of the probationary period), an individual program in which the processes that he must master are prescribed. A correct system for evaluating results is selected for it.
At this stage, it will be appropriate to introduce a training system: courses and trainings will help the beginner structure the necessary knowledge, become a full-fledged member of the team, and also understand the primary tasks and goals of the company. Earlier we published an article about the implementation system for personnel development, we recommend reading it.

Accompanying stage

After passing the initial stages, the employee begins his duties. A mentor participates in the process of work, who at the beginning of the day conducts the necessary preparatory briefings, and at the end of the working day evaluates the results, discusses them with the beginner and forms an action plan to improve performance. The results of the work are recorded in the adaptation sheet, marks are given for each day.

control stage

The control stage can be called end-to-end, but not final. At this stage, the first check by the management of the effectiveness of introducing the employee into the new team takes place. A meeting of the employee with the manager is held, the purpose of which is to obtain information about how much the new employee has realized his role in the company.
The next check is carried out no earlier than in 1-2 months, when information about the professional skills and work of the beginner as a whole is structured. The final audit is launched at the end of the trial period, all points of the audit are recorded in the individual program and reflected in the employee's personal file. According to the assessments made during the entire probationary period, a correct program for the employee's professional development is drawn up in the future.
Adaptation of staff is considered complete when the employees involved in the program are no longer "new" and effectively cope with their duties.

Quick start: adaptation of employees in the organization

In today's growing companies, the adaptation of new employees should not be seen as a whim of management or a system of indulgences for newcomers. The implementation of the program is beneficial for both employees and the company, since both parties receive the most effective result in achieving common goals.

A well-designed adaptation system helps the company:

• Reduce staff turnover by 30-40%
• Get a skilled worker
• Form a friendly, cohesive staff
• Create a mechanism for assessing the managerial and professional competencies of employees
• Identify problems in the existing recruitment program
• Develop managerial qualities of mentors and leaders

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An employee who has passed an individual adaptation program quickly joins the team, receives accurate information about the scope of work and the specifics of the company's activities, and better masters the corporate culture. He quickly overcomes the stressful period that is typical for the first days of work in a new organization, which helps him to internalize the goals of the company, and fully develops his professional skills.

Choosing the best candidate for a position is not a success and a guaranteed victory for the HR department. On the way to the implementation of its task, the successful staffing, there is an important stage - the adaptation of personnel. What is the role of this stage of the organization's business process, what is its essence and how to succeed in this business, we will describe further.

Why do you need

The process of finding, hiring and replacing an employee involves a fairly large investment of time and financial resources of the organization. Often the owner spends a lot of money on the selection of a highly specialized specialist necessary for the company, which is required by the enterprise to achieve a specific strategic goal. But absolutely every new employee has a period of adaptation to a new workplace.

Adaptation is a mutual process of perception, evaluation and adaptation of both a new employee to an employer and an enterprise to an employee. This stage takes place in different companies in different ways, much depends on the individuality of the employee. Its term varies from 2 weeks to one and a half months. During this period, the work is carried out under the supervision of the HR department. One of its functions is career guidance of the candidate at the very beginning of his activity and the correct determination of his abilities and capabilities.

Adaptation is a mutual process of perception, evaluation and adaptation of both a new employee to an employer and an enterprise to an employee.

The goals of adaptation are:

1. Reducing costs. While a new employee is difficult and long to understand how the enterprise works, he works inefficiently and does not give the result that is necessary for the growth of the company's profits. The labor activity of any employee must be productive.
2. Reducing the level of uncertainty of the newcomer in the workplace.
3. . If a new employee feels uncomfortable and insecure, they are more likely to quit within a short time.
4. Growth of loyalty of the company-employer in the HR-sphere, among potential employees and within the company.
5. Saving valuable time of the immediate supervisor of the new employee and other employees of the department. The need to spend time on an insecure and doubting employee who has not adapted to a new place does not allow you to work in the right mode. Thus, the schedule is lost and the efficiency of the entire department is reduced.

Complexities of the adaptation process

The main enemy of a new employee in a company (especially without work experience) are doubts and fears, which sometimes do not allow them to show their best side and become the reason for an early departure from work.

Among the "phobias" of new employees during adaptation:

• Lose your position in the company.
• Not coping with responsibilities, violating project deadlines.
• Not finding a common language with colleagues, communication problems.
• Detect professional shortcomings or a gap in the knowledge required for the job.
• To be incompetent in the eyes of management and colleagues.
• Don't get along with the new leader.

The need for proper adaptation is also undeniable for the reason that most layoffs are for employees who have worked in the company for less than a month. In addition, quite often at the enterprise, accidents at work occur precisely during the first time a new specialist works.

The need for proper adaptation is also undeniable for the reason that most layoffs are for employees who have worked in the company for less than a month.

The tasks and basics of the work of the personnel department for managing the adaptation process:

1. The program of trainings and educational events for the new employee. This tool will help to understand the essence of his work, to obtain the necessary information regarding the activities of the enterprise; theoretical knowledge and practical skills activate self-confidence and increase the effectiveness of work.
2. Control of individual communication between the manager and the employee. Both formal and informal communication methods are suitable (for example, after work or joint leisure of employees on weekends or holidays).
3. Organization of short-term courses and trainings for top managers entering this position. Learning the basics of leadership is the key to effective and long-term leadership.
4. Development of a system of methods for the gradual complication of tasks for a new employee.
5. Application of the method of public assignments for closer contact with the team.
6. Organization or special role-playing games to unite the team and the new employee.

Forms of adaptation of a new employee

Social adaptation is the process of adapting a new person to a team, a new social environment for him and accelerating its transformation into the sphere of his labor activity. Stages and content by points:

• Smooth entry into the environment.
• Acquaintance with the norms and values ​​of the department/team.
• Motivation to gain a foothold in the team and work effectively, satisfying personal professional needs.

Production adaptation is the labor process of introducing an employee into a new professional activity for him, an accelerated course in understanding the tasks and specifics of the activity. This goal is served by courses, trainings, a positive attitude to work.

Psychophysiological adaptation means that a new employee can cope with both physical and psychological stresses that are inevitable at the beginning of work in a new place.

Socio-psychological adaptation is practically equal to working conditions, when an employee enters into the process of professional communication with the team and his professional activity is important and interesting to him.

Organizational adaptation is that the newcomer gets acquainted with the nuances of the organizational aspects of the company: place of work, features of the business process, interaction with other employees and departments, their role in the organization.

Organizational adaptation is that the newcomer gets acquainted with the nuances of the organizational aspects of the company.

Economic adaptation involves identifying salary growth prospects.

Types of adaptation

The main types are divided into two types:

• Primary adaptation is 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 is 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.

Adaptation methods

An important role in the work of a new employee is played by properly selected methods of adaptation of personnel. They are of two types: non-productive and economic.

The essence of economic methods lies in the material motivation of the employee. After all, the main criterion for choosing a job is wages. Non-production methods consist in the fact that the employer chooses his own scheme for carrying out measures for the adaptation of new employees.

Let's give an example of non-production methods: team building, corporate PR, new employees, corporate groups and websites, conducting conversations and briefings within the team. Any of the above methods is quite effective in the period of adaptation of the employee, as well as for team building.

Modern technologies make it possible to improve business processes in the enterprise and work on the team spirit of all employees, increasing the efficiency and effectiveness of their work and the prosperity of the company.

Onboarding is an important business process in any organization and should not be overlooked. It is important to carefully work out the scheme of this project and fix it as a corporate and regulatory provision on the adaptation of the personnel of a particular company.

This position should be controlled by responsible employees. Only if it really works, new employees will be able to quickly get into the work, avoid fears and self-doubt, and become an effective part of the team in a short time. To draw up such a document, you can use a sample provision on staff adaptation, prescribing in it the points, methods and tools that will be used in the process of work.