Problems of personnel adaptation at the present stage. Adaptation of personnel in the organization Problems of adaptation of employees in the organization

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

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

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

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

The main types of staff adaptation
Types of personnel adaptation are the constituent elements of the general process of labor adaptation, determined by the characteristics of the production and economic system and social relations in the organization. Distinguish:
Psychophysiological adaptation;
Socio-psychological adaptation;
Professional adaptation;
Organizational adaptation.
The entire article can be read in the attached file.
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Introduction

Relevance of the topic. The adaptation of personnel in an organization is a necessary link in personnel management. Indeed, becoming an employee of a particular enterprise, the newcomer is faced with the need to accept organizational requirements: the regime of work and rest, regulations, job descriptions, orders, orders of the administration, etc. He also accepts a set of socio-economic conditions provided to him by the enterprise. He is forced to re-evaluate his views, habits, correlate them with the norms and rules of conduct adopted in the team, enshrined in traditions, and develop an appropriate line of conduct.

Unfortunately, the importance of measures for the adaptation of workers in our country is not taken seriously enough by personnel services for a long period. Until now, many state-owned enterprises and commercial organizations do not even have basic adaptation programs. Meanwhile, in the context of the introduction of a new management mechanism, self-financing and self-sufficiency, which is accompanied by a significant release and, consequently, a redistribution of the labor force, an increase in the number of workers forced to either learn new professions or change their workplace and team, the importance of the problem of adaptation increases even more .

The introduction of an adaptation management system in enterprises is a rather difficult task, but the solution of such important tasks for the enterprise as: reducing start-up costs, reducing staff turnover does not depend on it; it is possible to more quickly achieve performance indicators acceptable to the organization - the employer; the entry of the employee into the work team, into 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 unknown, saving the time of the immediate supervisor and ordinary employees, developing job satisfaction in the new employee, a positive attitude towards work and realism in expectations. The adaptation system is designed to solve the above problems.

In this regard, it is relevant to define the essence of adaptation, describe it as a system, determine directions, stages, study indicators for assessing the status of adaptation work, and develop adaptation programs.

Objective: the study of adaptation as one of the modern technologies of personnel management and its integral part.

Within the framework of this goal, the following tasks:

determine the nature and purpose of adaptation;

determine the components of the employee adaptation management system at the enterprise;

to study the methods of implementing the adaptation of personnel.

The subject of the control work is the personnel adaptation system.

Work structure: The work consists of an introduction, two chapters, a conclusion and a list of references.

Chapter 1. Essence and goals of adaptation

One of the problems of working with personnel in an organization when attracting new personnel is the management of labor adaptation. In the course of interaction between the employee and the organization, their mutual adaptation takes place, the basis of which is the gradual entry of workers into new professional and socio-economic working conditions.

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, and production includes technical, biological, and social aspects.

Social adaptation - (from Latin adapto - I adapt and socialis - environment) - the inclusion of a person in a new subject-material and social environment for her. 1 When a person enters a job, he is included in the system of intraorganizational labor relations occupying several positions at the same time. Entering the enterprise, a person has certain goals, needs, values, norms, attitudes of behavior. In accordance with them, the employee also makes demands on the organization for working conditions, pay, maintenance, growth opportunities, and the social environment.

Thus, adaptation is the mutual adaptation of the employee and the organization, based on the gradual development of the employee in the new professional, social, organizational and economic working conditions 2 .

The term "adaptation" is extremely broad and is used in various fields of science. In sociology and psychology, social and production (labor) 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, and production includes technical, biological, and social aspects.

From the standpoint of personnel management, production adaptation is of the greatest interest. It is she who is a tool in solving such a problem as the formation of the required level of productivity and quality of work for a new worker in a shorter time.

Reasons for changing conditions labor activity diverse: admission to a new job, transfer to another department, to a new position, introduction of new forms of labor organization, its payment, etc.

Therefore, in the context of the introduction of a new management mechanism, the transition to self-financing, self-financing and self-sufficiency, which is accompanied by a significant release and, consequently, a redistribution of the workforce, an increase in the number of workers who are forced to either learn new professions or change their workplace and team, the importance of the problem of adaptation is even more important. increases more.

This problem, to one degree or another, concerns all categories of workers, but it is most acute for young workers and young professionals.

A change in the workplace involves not only a change in working conditions, a change in the team, but is often associated with a change in profession, type of activity, which gives adaptation a new, more complex character 3

When a person goes to work, he is included in the system of intra-organizational relations, occupying several positions in it at the same time. Each position corresponds to a set of requirements, norms, rules of conduct that determine the social role of a person in a team as an employee, colleague, subordinate, leader, public organization etc. From a person who occupies each of these positions, behavior is expected corresponding to it. Entering a job in a particular organization, a person has certain goals, needs, norms of behavior. In accordance with them, the employee makes certain requirements for the organization: for working conditions and his motivation.

The process of mutual adaptation, or labor adaptation, of the employee and the organization will be the more successful, the more the norms and values of the team are or become the norms and values of the individual employee, the faster and better he accepts, assimilates his social roles in the team. 4

Personnel adaptation procedures are designed to facilitate the entry of new employees into the life of the organization. Practice shows that 90% of people who left their jobs during the first year made this decision already on the first day of their stay in the new organization. As a rule, a newcomer to an organization faces a large number of difficulties, most of which are generated precisely by the lack of information about the work procedure, location, characteristics of colleagues, etc. That is, a special procedure for introducing a new employee into the organization can help to remove more of the problems that arise at the beginning of work. five

The principal goals of adaptation are:

1. reduction of start-up costs, since so far new employee he does not know his workplace well, he works less efficiently and requires additional costs;

2. reduction of anxiety and uncertainty among new employees;

3. reducing labor turnover, as if newcomers feel uncomfortable on new job and unnecessary, they may respond to this by dismissal;

4. saving time for the manager and employees, as the work carried out under the program helps to save time for each of them;

5. development of a positive attitude towards work, job satisfaction.

In addition, ways to include new employees in the life of the organization can significantly enhance the creativity of existing employees and increase their inclusion in the corporate culture of the organization.

For a manager, information about how the process of adaptation of new employees is organized in his unit can say a lot about the degree of development of the team, the level of its cohesion and internal integration. 6

Chapter 2Managing the onboarding process

Management of the adaptation process is an active influence on the factors that determine its course, timing, reduction of adverse effects, etc. 7

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

The development of measures that positively affect adaptation involves knowledge of both the subjective characteristics of the worker (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 results adaptation. 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.). n), 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.

Adaptation of an employee in production, effective management of this process require a lot of organizational work. Therefore, specialized personnel adaptation services are being created at many enterprises of the country. However, organizationally, this is done in different ways: depending on the number of employees of the enterprise, the structure of enterprise management, the availability and organization of a personnel management system, the focus of the enterprise administration on solving social problems in the field of production management, and other points.

Employee adaptation services can act as independent structural units (department, laboratory) or be part of other functional units (as a bureau, group and individual employees) - in the personnel department, sociological laboratory, labor and wages department, etc. Sometimes the position of adaptation specialist is introduced in staffing shop management structures. It is important that the adaptation service be an integral part of the overall systems, personnel management in the enterprise.

tasks subdivisions or a specialist in adaptation management in the field of organization of technology of the adaptation process, according to Kibanov, are:

organization of seminars, courses personal matters adaptation;

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

intensive short-term courses for newly appointed managers;

special training courses for mentors;

using the method of gradual complication of tasks performed by a beginner;

performance of one-time public assignments to establish contacts between a new employee and the team; 8

Adaptation personnel in organizations (2)
Abstract >> State and law
Adaptation personnel in organizations Adaptation personnel- means the inclusion of ... specific persons working in organizations. Organization expects an employee to show... in organizations norms of behavior, routine and orders of the management. Process adaptation will...
Labor Office adaptation personnel in organizations
Abstract >> State and law
41. Labor management adaptation personnel in organizations. Labor adaptation personnel- mutual adaptation of the worker and organizations, based on the gradual inclusion ...
Adaptation personnel (8)
Abstract >> Management
Labor adaptation 1.1 Labor adaptation: concept, goals and its stages. Types of labor adaptation……………………………………………………………… 5 1.2 Management adaptation

In modern Russian conditions issues of material well-being encourage representatives of student youth to actively seek earnings. The labor activity of students acquires a mass character. Therefore, the problems of labor adaptation come to the fore in the study of their social functioning.

Youth is a special social group. It compares favorably with other age categories by the ability to more quickly adapt to changing external conditions, dynamism, a relatively high level of general education, specific psychophysiological qualities . In addition, at the age characteristic of this demographic group, people take on new social roles, on the basis of which life values, plans. In modern society, its representatives experience a number of difficulties in the process of inclusion in labor relations. Difficulties are caused, in particular, by such reasons as: lack of relationship between the institution of education and enterprises, both in terms of the level of demand for specialists in the labor market, and the lack of a system for distributing university graduates, overstated demands of young people regarding their employment prospects, inadequate assessment of their own labor qualities, etc. .

In sociology, the problems of youth adaptation are among the most relevant. The works of E. Durkheim, M. Weber, A.I. Kravchenko, V.T. Lisovsky, B.A. Ruchkin, P.A. Sorokina , M. Mida , V.A. Yadova, Zh.T. Toshchenko, P.D. Pavlenok, O.V. Romashova, A.I. Kovaleva and many others.

The youth of Russia in the post-reform period experienced particular difficulties in the process of adaptation. The main problem was that the representatives of this social group of that time needed to form a new approach to labor relations and labor values, not based on the experience of previous generations. The transition to market relations began to demand from individuals a style of thinking, behavior, other competencies and skills that are different from those in demand in the past decades. For many years, Soviet society has been preparing a "man-performer", while at the present time the main task of society is to educate a "man-creator", a competitive personality.

So during the reign of industrial capitalism, the worker was required to learn a certain set of techniques, sufficient for stable work for many years. While at the moment the employee must be ready for retraining and constant mastering of new skills. Modern worker should have the so-called project type of thinking, which is based not on the desire for a career, but on the interest in work and recognition among professional colleagues. According to employers, a person makes his own career.

Modern socio-economic conditions force young people to enter the labor market while still studying at a university. According to G.A. Cherednichenko, the process of sequential shift learning activities the labor market is becoming more and more a thing of the past, and present stage non-standard forms of employment and new forms of flexible use of the labor force, which allow combining study and work, are widespread among young people. According to sociological research, the number of working students over the past decade has fluctuated between 40-45%.

The motives of young people to promote employment and employment are different. Korzh N.V. identifies two groups of motives for the employment of student youth. The sociologist refers to the first group the values common to all working students, such as the need to earn money for vital things and the achievement of material well-being. The second group includes motives that are associated with the material wealth of their family. Labor activity for representatives of middle-income and high-income students has such a value as the need for professional self-realization. While for low-income students, the main thing is a material incentive that allows you to earn money to provide yourself and your family with essential goods.

In general, when analyzing the current situation of young people in the labor market, it should be noted that they have a weak level of competitiveness, which is due to the low level of professional knowledge, qualifications and experience. In this regard, employers, when hiring, give preference to qualified workers with practical work experience. Employers are also constrained by the need to provide a number of benefits provided for by the Labor Code of the Russian Federation in relation to adolescents and the prospect of dismissal of young workers. In addition, employers are not always ready to bear the additional organizational and financial difficulties associated with the vocational training of young personnel.

The success of the process of labor adaptation depends primarily on individual and labor values, as well as on the level of development of human and labor qualities of the individual, mastery of professional skills and abilities, dexterity sufficient for the qualitative performance of functional duties and creativity in work. The process of social adaptation of a young worker is a complex process. A young employee must get acquainted with professional work, acquire professional skills, join a team, learn to reproduce the norms of labor relations specific to a particular organization, and coordinate his individual position with the goals and objectives of the organization. The process of labor adaptation can be both successful and unsuccessful. This is due to the fact that the nature of the emerging work collective relationships may not meet the expectations of young employees.

The process of including student youth in labor relations while still in the learning process has a dual meaning. On the one hand, creating a prerequisite for professional development, the accumulation of experience, and on the other hand, negatively affecting the level of education quality. A person goes through the process of labor adaptation every time he changes his work activity, changes jobs or increases in career ladder. In general, labor adaptation contributes to the development of such qualities as activity, initiative, competence, independence. The importance of successful labor adaptation of young people lies in the fact that this process will allow them to successfully socialize and participate in vertical social mobility.

Literature

1. Avraamova E.M., Verpakhovskaya Yu.B. Employers and university graduates in the labor market: mutual expectations // sociological research, 2006, № 4.

2. Andronova E.V. Social adaptation of youth to the regional market

3. Weber M. Selected works. - M.: Progress, 1990.

4. Durkheim E. Sociology. Its subject, method, purpose. - M.,

5. Korzh N.V. Labor values of modern student youth

6. Mead M. Culture and the world of childhood. - M.: Nauka, 1988.

7. Pavlenok P.D. Sociology. - M., 2002.

8. Sorokin P.A. Human. Civilization. Society. - M., 1992.

9Sociology in Russia / Ed. V.A. Yadov, 2nd ed. - M.: Publishing house

Institute of Sociology Ran, 1998.

10.Toshchenko Zh.T. Sociology. - M., 1998.

11. Cherednichenko G.A. Youth after receiving secondary education: educational and professional trajectories // Bulletin of the Institute of Sociology. 2011. No. 2.

E. S. Chicherina

student of SPbGUKiT

In recent decades, production and personnel management has become a kind of professional activity, and management personnel have become one of the most massive components of the workforce. This is explained by the fact that the increase in management efficiency while accelerating the use of the achievements of scientific and technological progress, the fuller use of human resources has become crucial for the successful operation of corporations in the fierce competition. The main factors of competitiveness were the availability of qualified labor force, the degree of its motivation, organizational structures and forms of work that determine the effectiveness of the use of personnel.

The intensification of management and the improvement of the quality of personnel work are likely only as a result of the application of fundamentally new approaches to working with personnel, and in particular with employees engaged in managerial work. New approaches to working with people lie in its complex nature, wider use of planning elements, and the use of individual forms of work. An essential condition for the successful operation of the enterprise is to increase the funds allocated for work with personnel.

A theoretical substantiation of new forms of work with personnel has been developed - the concept of "human resources". It is based on the recognition of the economic feasibility of investments associated with recruiting, maintaining it in a working condition, continuous training and identifying the qualities, potentialities and abilities inherent in the personality of the employee, with the subsequent development of qualities that are important for his professional activity. The salient features of the concepts are:

application of economic criteria for assessing the role of the human factor in production in modern conditions;

intracompany management;

restructuring of the entire system of work with personnel.

The high quality of the workforce is only a prerequisite for high production efficiency. For its implementation, it is necessary that the work of the employee is well organized, that he does not have interruptions in work for organizational and technical reasons, that the work assigned to him corresponds to his professional training and skill level. So that the employee is not distracted by the performance of functions unusual for him, especially those that do not correspond to the level of qualification, so that normal sanitary and hygienic working conditions are created for him, ensuring a normal level of labor intensity, etc. An important role is played by the socio-psychological environment, which contributes to the interaction of performers in the process of work, the emergence of incentives for highly productive and efficient work. It is also important that the employee properly fulfills his production duties, strict observance of discipline (labor, production, technological), labor activity and creative initiative.

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

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

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

The purpose of this thesis is to develop proposals for improving the system of personnel adaptation in the Russian Information Channel. To achieve this goal, the following tasks were solved in the work:

1. the concept and essence of the adaptation process are disclosed, its main stages are characterized;

2. the world and domestic experience of personnel adaptation was analyzed;

3. disclosed the essence of modern approaches to labor adaptation and their effectiveness;

4. an analysis of the personnel management and adaptation system existing at the enterprise was carried out;

5. Proposals have been developed to improve the system of adaptation of the personnel of the company "RIK" and their effectiveness has been determined.

Thus, the object this study is the company "Russian Information Channel", the subject - the system of adaptation of personnel at the enterprise.

Hypothesis - The use of mentoring as the only method of adaptation is ineffective and leads to an insufficient degree of adaptation to the team. To increase the degree of adaptation and reduce psychological tension, it is necessary to use other socio-psychological approaches to adaptation in combination with mentoring.

Ideally, a properly implemented onboarding process should result in:

To reduce start-up costs by reducing the time for a new employee to achieve the established standards for the performance of work;

Reducing staff turnover;

Saving time for the immediate supervisor and ordinary employees;

The emergence of a new member of the team a sense of job satisfaction, reducing anxiety and insecurity.

Adaptation is a process with a complex structure, including the following interrelated aspects:

Organizational;

Socio-psychological;

Professional.

Adaptation is one of the criteria for the effectiveness of an enterprise and affects the ability of a company to produce the maximum volume of products of acceptable quality with minimal costs of human, time, information, and other production resources.

Adaptation means the inclusion of a person in a new subject-material and social environment. When a person goes to work, he is included in the system of intra-organizational labor relations, occupying several positions in it at the same time. Entering the enterprise, a person has certain goals, needs, values, norms, attitudes of behavior. In accordance with them, the employee also makes demands on the organization in terms of working conditions, pay, maintenance, growth opportunities, and the social environment.

The organization makes demands on education, qualifications, productivity, discipline, ability to work in a team, readiness to positively perceive the existing production conditions. In the course of interaction between the employee and the organization, their mutual adaptation takes place, the process of adaptation takes place.

It is customary to allocate primary And secondary adaptation. Primary occurs during the initial entry of a young person into a real work activity. Secondary occurs in two cases: when an employee moves to a new workplace, with or without a change in profession, as well as with significant changes in the working environment, its technical, economic or social elements.

Labor adaptation has a complex structure. It distinguishes psychophysiological, socio-psychological and professional aspects:

1. Psychophysical adaptation is the process of mastering the totality of all the conditions necessary for an employee during work.

2. Socio-psychological adaptation is the inclusion of an employee in the system of relationships of the team with its traditions, norms of life, value orientations.

3. Professional adaptation is expressed in a certain level of mastery of professional skills and abilities, in the formation of some professional qualities, in the development of a positive attitude of the employee to his profession.

It is possible to draw a generalizing scheme of efficiency, conditionally dividing its criteria into psychological and non-psychological ones (Fig. 1.1).

Rice. 1.1 - Performance criteria

The quality of working life is one of the performance criteria. It is understood as the reaction of people to working and living conditions in organizational systems. We judge the quality of working life by people's satisfaction with working conditions, feelings of security, confidence, etc., in other words, by the level of adaptation of a person in a work collective.

Thus, adaptation is one of the criteria for the effectiveness of an enterprise and affects the ability of a company to produce the maximum volume of products of acceptable quality with minimal costs of human, time, information, and other production resources.

It is customary to distinguish between primary and secondary adaptation. Primary occurs during the initial entry of a young person into a real work activity. Secondary occurs in two cases: when an employee moves to a new workplace, with or without a change in profession, as well as with significant changes in the working environment, its technical, economic or social elements.

The degree of labor adaptation of workers is influenced by various factors related, on the one hand, to the actual state of the elements of social labor, and, on the other hand, to the level of requirements of workers for these elements.

Factors of labor adaptation- these are the conditions that affect the course, timing, pace and result of this process. Since adaptation is a two-way process between the personality and the production environment in which it is included, all adaptation factors can be divided into two groups: personal and production.

Table 1.1

Factors of labor adaptation

Personal	Production
Socio-demographic:
1. Experience, age	activities
2. Education	2. Working conditions and rules
3. Qualification	internal order,
4. Social background	organization of work, leadership
Psychological:	3.Possibility of enhancement
5. Level of claims	qualifications, participation in
6. Perception of oneself	discussion of decisions
Sociological:	4. Types and methods of transportation
7. Professional degree	to work, duration
interest	travel to work
8. Degree of interest	5.Salary
in own earnings	6. Psychological climate
9. Availability of installation on	in a collective
continuing education
10. Knowledge of production
prospects

The source of information on adaptation indicators is the documentation of the enterprise and the results of surveys of both the adaptees themselves and their immediate supervisors. Socio-economic forms of manifestation of satisfaction with the work of a particular social group is determined, first of all, by the place of this group in the structure of society, social organization and division of labor, its legal and moral status in society. These various forms of manifestation of job satisfaction can be grouped into three main groups of indicators:

1) in the course of labor activity

2) in the movement of labor

3) in the structure of the qualitative characteristics of the total worker, "the quality of the worker". The first group of indicators of the degree of satisfaction with work can be represented by the coefficient of use of the total fund of working time (KoF) and its components.

I. An assessment of the level of readiness of a beginner is necessary to develop the most effective adaptation program. If an employee has not only special training, but also experience in similar departments of other companies, then the period of his adaptation will be minimal.

II. Orientation is a practical acquaintance of a new employee with his duties and requirements that are imposed on him by the organization. As a rule, the orientation program includes a series of small lectures, excursions, workshops. During this phase, questions about the organization's policy, pay, additional benefits, safety, economic factors, procedures, rules, regulations, reporting forms, job duties and responsibilities should be raised.

III. Effective adaptation - a stage that consists in the actual adaptation of the beginner to his status and is largely determined by his inclusion in interpersonal relationships with colleagues. As part of this stage, it is necessary to give the newcomer the opportunity to actively act in various areas, testing on himself and testing the knowledge gained about the organization, it is important to provide maximum support to the new employee, regularly assess the effectiveness of his activities and the features of interaction with colleagues.

IV. Functioning is the final stage of the adaptation process. We can characterize it as a stage of gradual overcoming of industrial and interpersonal problems and the transition to stable work. As a rule, with the spontaneous development of the adaptation process, this stage occurs after 1-1.5 years of work. If the adaptation process is regulated, then the stage of effective functioning can begin in a few months.

Reducing the adaptation period can bring significant financial benefits, especially if the organization attracts a large number of personnel.

Traditionally, there are three main areas in the employee adaptation program:

1) introduction to the organization;

2) introduction to the unit;

3) introduction to the post.

Introduction to the organization is a rather lengthy process, taking 1-2 first months of work. The induction procedure should facilitate the assimilation of accepted norms and rules and provide employees with the information that they need and want to have. The process of induction into the organization largely determines whether employees will learn the values approved by the organization, attitudes, whether they will feel a sense of commitment to it, or whether they will develop a negative image of the company. Planned work on the introduction of an employee into the organization involves providing him with complete information about it and the prospects that he can have working in it. The employee is given information about the history of the organization, its prospects, policies and rules. This also includes information about the structure of the company, the organization of the work of departments and their interaction, the order of work, the number and location of departments and branches, etc. The employee is introduced to the organization's personnel policy: recruitment principles, disciplinary requirements, established procedures, benefits, opportunities for promotion and etc.

In the process of introduction to the organization, not only a positive attitude of employees to a new place of work is ensured, but also an understanding of the principles of the functioning of the organization, clarification of the requirements and expectations on the part of the company. Many organizations publish booklets containing all the necessary information related to the introduction of employees to the organization.

Introduction to the position - the direct supervisor of a new employee begins his communication with newcomers after the head of the department has talked to him. He is responsible for familiarizing him with the work and his main functional responsibilities. The immediate supervisor reveals the main content of professional activity and how the work of a new employee contributes to the overall success of the unit and the organization as a whole. The immediate supervisor should take into account that the process of adaptation to the position is hampered by difficulties associated with a lack of necessary information, uncertainty and fears that may arise on the first day of work. The manager should consider what measures could help the newcomer to gain the necessary confidence.

When introducing a position, it is important to pay attention to the following issues:

Colleagues of the new employee and their tasks. Has everything been done for effective cooperation?

The general type of tasks he will be doing during the first few days. Is the new employee ready to successfully complete them?

The requirements for his work (quality, productivity, etc.), the degree of his responsibility for the results of the work. Does the new employee have a good enough idea of them?

Who is responsible for his training in the unit. Does the new employee see this connection clearly enough?

Start and end times of work, lunch breaks and scheduled breaks, if any. How knowledgeable is the new employee about the basic requirements? internal regulations?

The amount of the salary and when the new employee will receive their first salary. Is there clarity here, or does the employee have any questions that are important to him or her?

Where should his personal belongings be kept?

It should be recalled that it would be nice if the immediate supervisor takes time at the end of the first working day to talk with the newcomer. This will solve three problems:

1. The employee is given the opportunity to ask questions, to clarify what remains unclear.

2. The manager's interest in providing the new employee with any necessary assistance is emphasized.

3. Helps to consolidate the right attitudes and the mood for hard work.

A warm welcome and a properly planned and well-organized adaptation program for a new employee will allow him to quickly reach the required level. professional indicators, will direct his motivation and attitudes in the right direction - to work with full dedication of forces for the benefit of the organization.

The professional development of young specialists is largely influenced by the first years of work, since this period is considered to be a kind of “trial period”, which later determines the position of a specialist in the social and professional environment.

Professional adaptation of specialists can be defined as the process of entering a new working situation, in which the personality and the working environment mutually influence each other, forming new system interactions and relationships within the team. Entering a job, a young specialist is actively involved in the system of professional and socio-psychological relations within the organization, learns new norms and values, coordinates his individual position with the goals and objectives of production.

The following can be distinguished as the main elements of adaptation of a young specialist:

mastering the system of professional knowledge and skills;

mastering a professional role;

Fulfillment of the requirements of labor and performance discipline;

Independence in the performance of official functions;

job satisfaction;

interest in work, the possibility of realizing one's potential;

striving for excellence within the profession;

awareness of the most important issues of work;

Establishing good relationships with colleagues;

feeling of psychological comfort;

a sense of fair remuneration for work;

Mutual understanding with the leader.

The process of adaptation as a whole consists of professional and socio-psychological adaptation. Professional adaptation is expressed in a certain level of mastery of professional skills and abilities, the formation of professionally necessary personality traits, the development of a stable positive attitude of the employee towards his profession. Socio-psychological adaptation consists in mastering the socio-psychological characteristics of the organization, entering the system of relations that has developed in it, positive interaction with other employees, etc.

Table 1.2

The degree of satisfaction with various aspects of professional activity

A person's adaptation to the working environment is manifested in his real behavior, as well as in such specific indicators of labor activity as labor efficiency, the assimilation of social information and its practical implementation, the growth of all types of activity, satisfaction with various aspects of labor activity.

The main role in the process of successful professional and psychological adaptation is played by the company's personnel management service and psychologists, who develop a set of measures that can reduce both time and psychological costs for the adaptation of new employees.

On the basis of the Industry Center psychological research a study was conducted aimed at identifying factors of adaptation of young professionals various enterprises. The study involved young professionals under the age of 25 (52.6%) and from 25 to 30 years (47.4%). Work experience in the specialty for 33% was less than a year, for 31% from one to two years, for 36% from two to three years. At the same time, 82.6% were men and 17.4% women.

Rice. 1.1 - Satisfaction with the chosen specialty

One of the most important components of professional development for young professionals is satisfaction with the chosen specialty. Studies show that 93% are satisfied with their professional choice, and only 5% of young professionals were disappointed in their chosen profession (Fig. 1.1).

Professional training is also considered an important element of the adaptation process. 66% of young specialists consider themselves prepared, 16% consider themselves poorly prepared (Figure 1.2). At the same time, 57% of young specialists had a fairly realistic idea of their future work, and for 30%, the expectations did not correspond to the duties performed (Fig. 1.3).

Rice. 1.2 - Evaluate your preparation for work after graduation

Rice. 1.3 - Compliance with the real situation at work with expectations

Definitely a low level vocational training complicates adaptation, increases its terms and requires large financial investments. In addition, the discrepancy between real work and expectations may indicate an insufficient number of practical exercises in the process of training specialists. The degree of satisfaction of young specialists with various aspects of labor activity is characterized by the data given in the table.

Ideas about the future, knowledge about the possibilities career development are one of critical factors adaptation (Fig. 1.4). However, only 35% of young professionals know about the prospects for professional growth and their possible business career, the remaining 65% are either not familiar with this at all or are familiar with it in general terms. In this regard, it is necessary to intensify work to familiarize young specialists with the possibilities of their career advancement, since the solution of these issues concerns not only adaptation, but is a stimulating mechanism for production activities. Studies conducted at the center showed that 25% of respondents are not satisfied with the prospect of professional growth (Fig. 1.5). At the same time, 71% of young professionals who were dissatisfied with the prospect of professional growth did not know about it, and 70% are not satisfied with their remuneration and, perhaps, therefore, do not see their future prospects.

Rice. 1.4 - Awareness of a possible career, growth prospects

Rice. 1.5 - Satisfaction with the prospect of professional growth

The presence of a mentor plays a significant role in the process of labor adaptation. The absolute importance of the mentor's influence on the adaptation process is noted by 91% of young professionals (Fig. 1.6). At the same time, attention should be paid to the fact that 50% of young professionals who do not have a mentor are deprived of assistance in adapting. In addition, the presence of a mentor also affects satisfaction with professional growth. Thus, 53% of young professionals with mentors are satisfied with the prospect of their professional growth, while among those who work without a tutor, only 29% of them are.

The relationship of young professionals with colleagues is a favorable factor for adaptation, as is satisfaction with relationships with management (Fig. 1.7). Thus, almost 76% of young professionals are satisfied with the relationship with the management of the enterprise.

Rice. 1.6 - Evaluation of the mentor's assistance in adaptation according to young professionals

Rice. 1.7 - Satisfaction with the relationship of the management of the enterprise

Rice. 1.8 - Satisfaction with wages

Rice. 1.9 - The regularity of performing work that is not part of the immediate responsibilities of young professionals

One of the main factors for the early adaptation of young specialists in production is satisfaction with wages. Research conducted at the center showed that a significant part of young professionals (42%) are not satisfied with the amount of wages (Fig. 1.8).

However, it should be noted that, despite the dissatisfaction with wages, people are kept at work by good relations in the team (84%), positive relations with the immediate supervisor (76%) and with the management of the enterprise (60%). In addition, for many respondents, it is important to continue the professional dynasty (68%) and job satisfaction in general (46%).

One of the problems that hinder the adaptation of young specialists in production is the performance of a large amount of work that is not part of their immediate responsibilities (Fig. 1.9). For example, more than 50% of respondents note that they have to do such work quite often.

Assessing the factors that help adaptation, the young professionals themselves as the most effective, identified motivational (desire to work and interest in work), support from colleagues and personal qualities(Fig. 1.10).

The most significant aspects that prevent specialists from quickly and successfully adapting to work include:

lack of practice during training (33%);

Lack of general information on the goals and objectives of the organization (30%);

· Poor preparation in an educational institution for real working conditions (23%);

Inattentive attitude on the part of management (22%).

Dissatisfaction with housing conditions is also among the factors hindering adaptation. Studies have shown that 63% of young professionals are not satisfied with their living conditions. This indicates the need and relevance of developing really working social programs for young professionals.

Rice. 1.10 - Aspects of work life that help young professionals adapt to work

Rice. 1.11 - Measures necessary to retain young professionals in the enterprise

In this regard, the young specialists themselves proposed a set of measures aimed at securing personnel (Fig. 1.11). First of all, this concerns the material sphere - wages and housing. This suggests that the social determinant is not dominant in the first years of work.

An analysis carried out at the Industrial Center for Psychological Research showed that most young professionals are characterized by satisfaction with their professional choice, and this, of course, is a positive factor in their entry into the professional environment, the adoption of their professional role, which really corresponds to the working environment.

However, the process of adaptation of young specialists is complicated by a number of factors. First, it is the discrepancy between expectations and the actual work that has to be done.

Secondly, poor preparation at the university for working conditions, lack of practice during training. To solve this problem, it is necessary to unite the efforts of production workers and educational institutions to adjust the programs of industrial practice in order to create optimal conditions for obtaining specific practical knowledge, with the involvement of students in solving real production tasks.

Thirdly, it is the lack of general information about the goals and objectives of the organization. Undoubtedly, such information will help young specialists to correctly understand the significance of their activities and their professional tasks. In order for this process not to take place spontaneously, it is necessary to clearly define who, when and where gives such information to young specialists.

Fourth, low awareness of possible careers and growth prospects. In order for the “career prospects” factor to fulfill its stimulating function, the developed career planning schemes should not remain on paper, but should be communicated to young professionals in a timely manner.

Relationships in the team, help and support of colleagues, mutual understanding and good contact with management, as well as the presence of a professional mentor, positively affect the process of adaptation of young specialists. It can be assumed that the importance of these factors to some extent compensates for dissatisfaction with wages.

Once again, it is necessary to emphasize the positive significance of the motivational component in the adaptation process of young specialists. Interest in the work, in the content of the activity is one driving force, which helps to overcome the difficulties of the adaptation period.

Domestic and foreign organizations have sufficient experience in the development and implementation of special adaptation programs.

In the United States, adaptation measures are usually called "orientation". In-depth employee orientation programs are used in medium and large US companies. Both HR managers and line managers are involved in the process of their implementation. In small firms, the adaptation program is carried out by a manager - a practitioner, sometimes with the inclusion of a trade union worker. A wide variety of programs are used, from programs that provide mostly oral information to formalized procedures that link oral presentations with written and graphic settings.

Adaptation programs often use equipment, slides, photographs. Programs are divided into general and specialized. As a rule, questions of the general program concern information about the company as a whole. Here are some of the topics covered by this program:

1) general ideas about the company, welcoming speech, goals, priorities, traditions, norms, products, activities, management data, internal relations;

2) strategic policy;

3) wages;

4) additional benefits;

5) labor protection and safety;

6) the employee and his relationship with the trade union;

7) household service;

8) economic factors: profit, labor cost, equipment cost, damage from absenteeism, delays, accidents.

A specialized program addresses issues related to a particular division or department of the company. For example, the function of the unit: duties and responsibilities, required reporting, rules and regulations, inspection of the unit, introduction of employees.

In the German firm "Siemens" all young professionals with higher education Job applicants receive a special form containing the following information: summary work; necessary preparation; pay, working hours; promotion opportunities and average tenure; opportunities for professional development. A common adaptation method is a sequential change of workplace (within the site or the entire company, depending on qualifications). Often, rotation occurs in lower positions (but according to the profile of the diploma), as the basis for the final practical recognition of the qualifications received at the educational institution is created. It is believed that the time spent in lower positions stimulates self-development. At the end of the adaptation period and depending on its results, vertical promotion can be immediately carried out (even through ranks and positions). Changing jobs is used for adaptation in conjunction with the active use of training methods.

The system of socio-professional adaptation of young people, developed and implemented in the PA "Dnepropetrovsk Machine-Building Plant", involves working with an adaptant for 1.5 - 2 years. During this period, adaptation cards are maintained, according to which job satisfaction, wages, participation in public life, and living conditions are determined. Data processing is carried out on a computer. At least once a quarter, sociologists hold conversations with each new employee about the results of his labor activity, about relationships with a mentor, in a team, about the difficulties and difficulties that arise at this stage. Identified deficiencies are reported to the personnel department and management and their elimination is taken under control. The constant and systematic work of sociologists with newcomers is of a preventive nature, which makes it possible to resolve pressing issues in advance, without leading to dismissal.

The system includes 3 stages of formation, for each of which specific activities are determined in order to complete professional and social adaptation.

At the first stage, there is an acquaintance with the labor collective, with the boss, with the location of the enterprise's services. Particular attention is paid to familiarization with the profession, with the provision of a workplace.

On the third, final stage, the worker is included in working life. It provides for measures to improve the professional and educational level.

Assessment of the adaptation of employees is carried out in two directions: based on self-assessment data and based on the results of assessment by his immediate supervisor.

Despite some differences in the specific forms and techniques used in individual enterprises, a number of main areas of work on adaptation management can be distinguished:

1) The most complete acquaintance of the team with the newcomer and the newcomer with the team. It is supposed to give the young worker the necessary minimum of social and economic information in the first weeks to facilitate the process of adaptation.

2) Development of special information and reference materials that help the adaptant to correctly navigate the system of requirements and relationships in the main areas of the team's life.

3) Mentorship. A new person involuntarily looks for sympathetic people in the team who can help him master the work and orient himself in relationships with people.

4) Strict systematic control over the course of adaptation.

Conventionally, the adaptation process can be divided into four stages.

Stage 1. Assessment of the level of preparedness of a beginner necessary to develop the most effective adaptation program. If an employee has not only special training, but also experience in similar departments of other companies, the period of his adaptation will be minimal. However, it should be remembered that even in these cases, the organization may have unusual options for solving problems already known to it. Since the organizational structure depends on a number of parameters, such as the technology of activity, external infrastructure and personnel, the newcomer inevitably finds himself in some degree unfamiliar to him. Adaptation should involve both familiarity with the production characteristics of the organization, and inclusion in communication networks, familiarity with the staff, corporate communication features, rules of conduct, etc.

Stage 2. Orientation - practical acquaintance of a new employee with his duties and requirements that are imposed on him by the organization. Considerable attention, for example in US companies, is paid to the adaptation of a newcomer to the conditions of the organization. Both direct managers of newcomers and employees of personnel management services are involved in this work. Typically, responsibilities are distributed between them as follows:

Table 1.3

Functions of personnel management services

Orientation functions and activities	Duties
Orientation functions and activities	direct leader	manager personnel
Drawing up an orientation program	Performs	Assists
Familiarization of newcomers with the company and its history, personnel policy, working conditions and rules		Performs
Explanation of tasks and job requirements	Performs
Introducing an employee to a workgroup	Performs
Encourage help for newcomers from experienced workers	Performs

Usually orientation program includes a number of short lectures, excursions, workshops (work at separate workplaces or with certain equipment).

Often during the orientation program the following questions are raised:

1. General view of the company:

goals, priorities, problems;

Traditions, norms, standards;

Products and their consumers, stages of bringing products to the consumer;

Variety of activities;

Organization, structure, communications of the company;

Information about the leaders.

2. Organization policy:

Principles of personnel policy;

Principles of recruitment;

Directions of professional training and advanced training;

Assistance to employees in case of bringing them to justice;

Rules for using the telephone within the enterprise;

Rules for the use of various working hours;

Security rules trade secret and technical documentation.

3. Salary:

norms and forms of remuneration and ranking of employees;

Weekend pay, overtime.

4. Fringe benefits:

insurance, record of work experience;

Temporary disability benefits, severance pay, family sickness benefits, in case of bereavement, maternity benefits;

Support in case of dismissal or retirement;

Opportunities for learning on the job;

The presence of a dining room, buffets;

Other services of the organization for its employees.

5. Occupational health and safety:

places of first aid;

Precautionary measures;

Warning about possible hazards at work;

Fire safety rules;

Rules of conduct in case of accidents and the procedure for notifying them.

6. The worker and his relationship with the trade union:

Terms and conditions of employment;

Appointments, transfers, promotions;

Probation;

Work management;

Informing about failures at work and being late for work;

The rights and obligations of the employee;

The rights of the immediate supervisor;

Workers' organizations;

Trade union regulations and company policy;

Management and performance evaluation;

Discipline and penalties, filing complaints;

Communication: channels of communication, mailing materials, dissemination of new ideas.

7. Household service:

catering;

Availability of service entrances;

Conditions for parking of private cars;

8. Economic forces:

labor cost;

Cost of equipment;

Damage from absenteeism, delays, accidents.

After completing the general orientation program, a special program, carried out both in the form of special conversations with employees of the unit to which the newcomer came, and interviews with the manager (direct and superior). Typically, a special program addresses the following issues:

1. Unit functions:

goals and priorities, organization and structure;

Activities;

Relationships with other departments;

Relationships within the department.

2. Job duties and responsibilities:

Detailed description current work and expected results;

Explanation of the importance of this work, how it relates to others in the unit and in the enterprise as a whole;

Standards for the quality of work performance and the basis for assessing performance;

Working hours and schedule;

Additional expectations (for example, replacing an absent worker).

3. Required reporting:

the types of help that can be provided, when and how to ask for it;

Relations with local and national inspectorates.

4. Procedures, rules, regulations:

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

Behavior in case of accidents, safety regulations;

Informing about accidents and dangers;

hygiene standards;

Security and issues related to theft;

Relations with employees who do not belong to this unit;

Rules of conduct in the workplace;

Removal of things from the unit;

Monitoring violations;

Breaks (smoke breaks, lunch);

Telephone conversations of a personal nature during working hours;

Use of equipment;

Monitoring and evaluation of performance.

5. Representation of department employees.

Stage 3. Real adaptation. This stage consists in the actual adaptation of the newcomer to his status and is largely determined by his inclusion in interpersonal relationships with colleagues. As part of this stage, it is necessary to give the newcomer the opportunity to actively act in various areas, testing on himself and testing the acquired knowledge about the organization. It is important at this stage to provide maximum support to the new employee, to regularly evaluate the effectiveness of activities and the features of interaction with colleagues together with him.

Stage 4. Functioning. This stage completes the process of adaptation, it is characterized by the gradual overcoming of production and interpersonal problems and the transition to stable work. As a rule, with the spontaneous development of the adaptation process, this stage occurs after 1-1.5 years of work. If the adaptation process is regulated, then the stage of effective functioning can begin in a few months. Such a reduction in the adaptation period can bring significant financial benefits, especially if the organization attracts a large number of personnel.

1. The production adaptation of an employee is a process of his interaction with the social and production environment to master a new working situation. Adaptation begins with the establishment of an information connection with production in the process of career guidance and vocational selection (pre-adaptation), continues with the start of work at the enterprise and ends with a break in information and personal ties with the enterprise (disadaptation).

2. The mechanism of production adaptation is based on the adaptive need of the individual, mediated by interaction with his need for labor self-realization. At the same time, on the one hand, an indicative motive of behavior is formed that encourages the individual to acquire information about the labor situation, expand contacts with the social and industrial environment, and assess the nature of the adaptive situation. On the other hand, the motive for mastering a specific work activity and achieving optimal interaction with production mediates the content of information and the orientation of personal contacts. As a result of complex polymotivation, production adaptation is carried out, taking into account the possibility of realizing the life goals of the employee at the enterprise.

3. Based on a holistic understanding of the essence of the worker, production adaptation is not limited to the professional sphere, but covers the totality of social and labor relations that determine its structure. The main structural elements of industrial adaptation include professional, organizational, material and household, socio-psychological, as well as adaptation in the field of leisure.

4. The effectiveness of the management of an employee's production adaptation depends on the impact on the set of structural elements of adaptation, with an emphasis on the most significant types of adaptation for specific conditions, on the ability of managers to use effective technologies for social adaptation management.

5. Managing an employee's own production adaptation (self-management) is based on the knowledge of the socio-psychological mechanism of adaptation, the definition and assessment of one's own adaptive potential and its subsequent development and training.

6. The formation of personnel is one of the most significant areas of work of the personnel manager.

7. In order to provide the organization with the necessary human resource, it is important to develop an adequate situation in the external environment and the technology of activity, the structure of the company; calculate the need for staff.

8. To develop recruitment programs, it is necessary to analyze the personnel situation in the region, develop procedures for attracting and evaluating candidates, and carry out adaptation measures to include new employees in the organization.

The Russian Information Channel is a Russian-language news channel broadcast in Russia and abroad, covering major national and international events. The Russian information channel seeks to reflect all spectrums of life in the Russian regions from Kaliningrad to Vladivostok.

Vesti is part of RTR, the largest Russian media corporation. The announcers of the Russian television and radio company (RTR) are the main providers of operational information, covering 87 regional branches with their broadcasts and has 3 multinational channels (Russia, Culture and Sport) and two international channels RTR-planet and Planet-sport.

The main reason for the inefficient functioning of the Russian Information Channel is the high turnover of personnel, which is largely due to the unsatisfactory system of adaptation of employees. As a result, most of the employees leave the company during the first year of work.

This entails many negative aspects in the work - an increase in the cost of finding and attracting new personnel, training and internships. In addition, the labor productivity of a "novice" is certainly lower than the productivity of an experienced worker, which also negatively affects the economic performance of the enterprise.

The productivity of labor and experienced workers also decreases, as they are forced to spend time on training "newbies", correcting their mistakes and shortcomings after them.

Thus, a properly set personnel adaptation system will reduce staff turnover, which will certainly lead to positive changes in the system. economic indicators firm's activities.

The system of measures for introducing new employees to the position, encouraging mentoring and familiarizing the entire staff with materials of ideological content are an integral part of the adaptation technology and corporate culture of the enterprise.

One of the most effective ways to transfer professional experience is mentoring, the competent organization of which removes many problems that arise at the stage of adaptation of new employees. This method allows you to quickly bridge the gap between staff training and the application of the acquired skills in real work at the enterprise.

The Russian Information Channel company has developed a mentoring technology that regulates the adaptation period of a new employee. In addition, mentoring allows you to include experienced employees of the enterprise in the adaptation process, reduce material, time and moral costs, achieve necessary efficiency work of a new employee in the shortest possible time.

The process of adaptation of employees in the company includes three stages:

Socio-psychological adaptation;

professional adaptation;

Summing up the adaptation and conducting the exam.

In order for the process of adaptation of newcomers to be as effective as possible, two options for material remuneration of mentors have been developed, while taking into account the intensity and intensity of their work, depending on the specifics of the types of activities at the enterprise.

The process of adaptation of employees and mentoring contribute to the formation in new employees of such qualities as a sense of involvement in the affairs of other departments and the company as a whole, a correct understanding of tasks and job responsibilities, their role in the team, and the interest of all personnel in the life of the company.

Newcomers should not only enter the position, but also be imbued with the ideology of the company, which forms in them a special attitude to work and certain behavioral principles. For these purposes, the RIC issued a booklet containing a description of the role of the company, the history of its creation, company standards (corporate code) and an appeal from the head of the company to the newcomer.

Despite the fact that the company has been on the market for a very long time, usually the process of adaptation and training of its employees took place spontaneously. However, over time, with the development of the company and the intensification of competition, there is an urgent need not only to attract qualified personnel, but also to secure them in the enterprise. One of the solutions to these problems was the introduction of a mentoring system.

Initially, the main goal of creating this technology was the desire to streamline the entry into the position of the most "mobile" personnel of the company - sales managers. It's no secret that it is among this category of employees that there is a high turnover of staff.

The experience of functioning of the developed mentoring technology in the system of adaptation of sales managers was successful. Considering it, the personnel service suggested new project, universal for adaptation of employees of all categories and positions. Currently, the company uses the proposed tools for each new employee, regardless of his profession.

The main tasks of mentoring in the company:

1. Regulation of the adaptation process of a new employee. For a new employee, an “Employee work plan for the time of adaptation” (Appendix 1) is developed, which allows you to streamline activities for familiarization with the necessary documents, catalogs, programs, processes, the specifics of the department, the entire enterprise, etc. The plan is filled out individually for each employee and suits his purpose and position.

2. Regulation of involvement in the adaptation process of experienced employees of the enterprise. In accordance with the "Plan" for each event, the most competent profile employee is responsible, who should familiarize the newcomer with one or another process.

3. Reducing the material, time and moral costs of the enterprise. "The work plan of the employee during the adaptation period" allows you to establish new contacts and connections and speeds up the study of the material.

4. Achieving the required performance of the new employee in the shortest possible time. The optimal adaptation of the employee and the organization to each other occurs with the participation in the adaptation of the new employee of the most competent and responsible employees of the enterprise.

The adaptation process at the enterprise includes three stages:

1. socio-psychological adaptation;

2. professional adaptation;

3. Summing up the results of adaptation and conducting an exam.

Let's take a closer look at each of them.

Socio-psychological adaptation.

At this stage, the newcomer adapts to the team, the requirements of the organization and the norms existing in it.

The Human Resources Department introduces a new employee:

With job description;

an employment contract;

Safety instructions;

A brief description of the structure of the enterprise;

Internal labor regulations;

Staff Regulations;

Regulations on trade secrets;

Scheme of work and interaction of departments;

Location of offices and workshops;

payroll system;

Enterprise employees.

At this stage, each employee has a mentor who supervises the young specialist throughout the adaptation period and is responsible for the implementation of the activities prescribed in the "Plan". Either the immediate supervisor of the future specialist or a senior manager is appointed as a mentor.

professional adaptation.

At the second stage, the action plan planned for the newcomer is carried out, the responsible persons put marks in the "Employee's work plan for the period of adaptation". The professional adaptation of an employee is expressed in the mastery of his specialty, professional skills.

Upon completion of all activities and the expiration of the adaptation period, the mentor submits a “Review” (Appendix 2) to the personnel service to consider the issue of conducting an exam and early completion of the probationary period (the adaptation period is less than the probationary period by about 3-4 weeks).

In case of receiving an unsatisfactory result in the exam or the unpreparedness of a new employee to pass the exam, he is given a chance to fill in the missing knowledge.

The mentor submits the "Review" to the personnel service within the specified period and in the "recommendations" column notes the level of readiness of the young specialist.

Summing up the results of adaptation.

Prior to the exam, Human Resources reviews the Feedback, interviews the mentor and the new employee to make one of the following decisions:

On the possibility of conducting an exam and on the removal of a probationary period;

On further professional training;

On the non-compliance of the employee due to the unsatisfactory completion of the adaptation period.

When making a decision to conduct an examination, the personnel service forms an examination committee, which usually includes:

Mentor;

Head of the department in which the new employee is trained;

HR manager or specialist;

Head of the enterprise.

In addition to the list of the commission, the personnel service, together with the head of the department or mentor, prepares a proposed list of questions.

Three days before the scheduled date of the exam, the new employee is introduced to the professional requirements for his knowledge. For example, for personnel involved in the sale of goods, exam questions traditionally contain topics such as knowledge of the product range, workflow, the ability to work with the client (in this case, the appropriate scene can be played).

Upon completion of the exam, the decision of the commission is entered into the form "Conclusion on the results of the assessment of professional knowledge" (Appendix 3).

In case of an unsatisfactory result of the exam or in case of a negative "Review" of the mentor, the new employee is offered dismissal on own will or as not having passed the probationary period. If the result is successful, the new employee is approved in the position and his probationary period is considered passed. The personnel service provides a copy of the "Conclusion" to the accounting department for changing wages.

All received materials are transferred to the personnel service for the formation of a personal file of a new employee.

The process of adaptation of employees and mentoring as part of this process in the company contributes to the formation of new employees of such qualities as:

Feeling of involvement in the affairs of other departments and the company as a whole;

Correct understanding of tasks and job responsibilities;

Understanding your role in the team.

This adaptation program has been running at the enterprise for the second year. It is important not only to hire new specialists. Beginners should be imbued with the ideology of the company, which would form in them a special attitude to work and lay down certain behavioral principles. Therefore, it was decided to create a booklet containing:

Description of the role of the company;

the history of its creation;

Corporate standards (corporate code);

Appeal of the head of the company to the newcomer.

The system of measures for introducing new employees to the position, encouraging mentoring and familiarizing the entire staff with materials of ideological content is an integral part of the adaptation technology, a reflection of the corporate culture of the enterprise.

The adaptation program is a set of specific actions that need to be performed by the employee responsible for adaptation. In different textbooks, there are different synonyms for adaptation programs - they are also called orientation programs or simply orientation. The essence of these phenomena is approximately the same. We will use the term onboarding program because we consider onboarding a basic and all-encompassing process that subjugates induction and orientation.

From our point of view, the essence of the general adaptation program is most fully described in the textbook by Bazarov and Eremin. According to him, the following issues should be addressed during the program:

4. Additional benefits: insurance, record of work experience; temporary disability benefits, severance benefits, sickness benefits in the family, in case of severe bereavement, maternity benefits; support in case of dismissal or retirement; on-the-job training opportunities; the presence of a dining room, buffets; other services of the organization for its employees.

8. Economic factors: labor cost; cost of equipment; damage from absenteeism, delays, accidents.

Older employees have special adaptation needs. They also need training and their needs are somewhat similar to those of young workers, and it is often more difficult for them to fit into the team. The adaptation of disabled people, employees who returned after completing training courses, has its own characteristics.

During the entire adaptation period, the manager should informally discuss with the employee his relationship with the team of the unit, his degree of adaptation, and monitor the implementation of the individual plan.

The personnel management service collects and analyzes relevant information to find out the true reasons for dismissal. At the same time, the effectiveness of recruitment is evaluated.

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 environment at the previous place of work, the more changes are associated with it, the more difficult the adaptation process is.

Adaptation as a process is characterized by a certain duration, and therefore has its beginning and end. If there are no questions regarding the beginning of adaptation (this is the beginning of the worker's activity in new conditions), then it is very difficult to determine its end. The fact is that adaptation is a process that constantly proceeds to the extent of changes in the factors of the external environment of the worker's labor activity, and changes in the person himself. Therefore, adaptation is also relevant to a person who has not changed his workplace.

From the standpoint of personnel management, the formation of labor potential, determining the timing of adaptation, it is of great importance to clarify such a thing as the limit of adaptation.

When determining the timing of adaptation (and with them the possible damage) as its limit, or the starting point for completing it as a process, certain quantitative indicators characterizing individual aspects of adaptation, or a system of indicators, can be used. In particular, we can distinguish: objective indicators - the level and stability of quantitative indicators of labor; subjective indicators - the level of satisfaction with one's profession, working conditions, team, etc.

The listed indicators are related to the immediate results of the work, while it is often necessary to analyze the specific work of each unit involved in the adaptation. In this case, it is necessary to take into account the following indicators(as they are presented in Kibanov's textbook): drawing up programs for adaptation; holding lectures, seminars; youth work; preparation of adaptation programs; acquaintance with the enterprise; familiarity with the workplace; explanation of tasks, requirements for work; introduction to the team; encouragement of help to beginners from mentors; training of young workers.

Another approach to assessing production adaptation comes from the characteristics and results of each of its parties.

So, to characterize the psychophysiological adaptation, especially at work with great physical stress (for example, to assess the degree of fitness as one of the results of adaptation), indicators of production and energy consumption are used, as well as indicators of the state of the cardiovascular system, the function of blood circulation, respiration, the rate of recovery etc.

Professional adaptation, as a complete and successful mastery of a profession, is characterized by such indicators as the degree of mastering the norms of time (their fulfillment, the achievement of the average percentage that has developed in the team), reaching the average level of defective products due to the fault of the employee, etc.

The indicators characterizing socio-psychological adaptation include the level of psychological satisfaction with the new production environment for a person as a whole and its most important components for him, the nature of relationships with comrades, administration, satisfaction with his position in the team, the level of satisfaction of life aspirations, etc.

A variety of questionnaires, which should be presented to the employee after the expected completion of the adaptation period, can help to obtain feedback from the employee on many of these questions. One of these questionnaires was proposed by Kibanov. His main questions are:

10. Do you have conflicts with the head of the department, with the deputy head, with the performers?

13. Living conditions:

14. Interest in promotion:

15. To what extent are the following factors expressed in your work: job security; conformity of work to the profession; correspondence of qualification to work; variety of work; compliance of the nature of the work with abilities and inclinations; opportunity to improve skills; awareness of the affairs of the team; good salary; the possibility of promotion; help and support of the head; good relations with the administration; good relationships with work colleagues; successful mode of operation; good workplace?

The survey was conducted among the employees of the enterprise holding various positions. 25 people were interviewed and the following questions presented in Table 2.1 were considered.

Table 2.1

The results of the study "Level of adaptation in the company"

Criteria	Respondents
Criteria	in percents	number, pers.
*1. The term of work at the enterprise*



6 months–1 year
more than a year
*2. Position held before joining the company or place of study*
still studying or already finished
holds the same position
occupies another position
*3. Periods when the help of the manager is needed*
when resolving issues related to the performance of official duties
for personal questions

*4. How often do you need help from colleagues?*



*5. The term for mastering professional skills*



more than 6 months
Throughout the work
*6. The period of entry into the team*



more than 6 months
*7. Does the place in the team suit you?*


*8. Would return to the company after a while*



desire for deep knowledge of the affairs of the organization
interest in the affairs and prospects of the team
attention to events directly related to professional duties
the desire to take an active part in decision-making
striving to finish what has been started
sense of belonging to a team
active relationship with others
*11. Who provided tangible assistance in the adaptation process*
HR officer
line manager
mentor
colleague
someone else
*12. What helped in the adaptation process*
lectures, seminars
special literature
films, slides
		Based on the table, an analysis was carried out for each question. *Length of time in the company.* As a result of the survey, it turned out that 56% of the company's employees have worked for more than a year, 28% - 3-6 months, 12% - 6 months-1 year. The results of the study can be seen in Figure 2.1. Figure 2.1 - The term of work in the company Here we can conclude that the largest percentage of employees of the enterprise have work experience, which indicates their competence in various issues in this area. *Employee experience.* The work experience of the personnel was revealed thanks to the question about the position held, before the employee entered the enterprise Russian Information Channel: 76% hold the same position as they held before; 16% hold another position and only 8% are still studying or have graduated and had no work experience before joining the enterprise. The results of the study can be seen in Figure 2.2. Figure 2.2 - Experience of employees It can be concluded that the largest percentage of employees (76%) of the RIK enterprise have work experience in their position, but at the same time, 8% of employees had no experience before joining the enterprise, therefore, the company has the opportunity to train and acquire special skills thereby gaining experience and work experience. *Times when you need a manager's help.* 56% of the respondents answered that the manager's help is needed only when resolving personal issues, 44% - when resolving issues related to the performance of official duties, and 24% offered their own answer that the manager's help is required in case of financial assistance. The results are shown in Figure 2.3. Figure 2.3 - When the help of the head of the company's employees is needed Here we can conclude that employees to a greater extent (56%) turn to the head of the enterprise on personal issues, mainly issues related to leave, both administrative and regular, as well as issues related to wages. *How often do you need help from colleagues?* The largest percentage of respondents (52%) stated that they rarely need the help of their colleagues. 40% of employees of the enterprise need the help of colleagues much more often. 8% out of 100% stated that they do not need the help of their colleagues. Figure 2.4 - How often the help of colleagues is needed Here we can conclude that help is more often needed by those employees who work as a team. *The period of mastering professional skills.* The largest percentage of respondents (52%) mastered professional skills within 1 month. This suggests that RIK employees have experience in similar departments and work experience in this position. 8% of the interviewed employees answered that they acquire skills throughout their work. 24% of respondents acquired professional skills within 1-3 months. These employees have been trained. The results of the study are presented in Figure 2.5. Figure 2.5 - The term for mastering professional skills *The period of entry into the team.* The period of entry into the team for the largest number of respondents (84%) was less than 1 month. This is the answer of employees who have worked since the company was founded or who have worked for more than 3 years. The results of the study are presented in Figure 2.6. Figure 2.6 - The period of entry into the team Quick adaptation in the team is a positive side of the work of the enterprise and the entire team. *Would return to the company after leaving.* 64% said in the affirmative - yes, they would return to the enterprise. This was the answer of employees who have worked for more than 1 year, mainly accountants, bosses. 20% - did not return, so the operators, licensing managers answered, and 16% - answered that it is possible, only for another position, this includes: loaders, drivers. The results of the study can be seen in Figure 7. Figure 2.7 - Would you return to the company Here we can conclude that those workers who have been working since the founding of the organization and occupy the level of middle managers would return to the enterprise. *Are there conflicts with management?* 84% of the respondents answered that there are no conflicts with the management team. This is due to the fact that the largest percentage of employees (56%) have been working in the company for more than a year, or since the foundation of the enterprise. The results of the study can be seen in Figure 2.8. Figure 2.8 - Do conflicts arise with the management team *The main criteria in the work of personnel.* 100% of the surveyed employees singled out the main criterion in their work: to bring the work started to the end. This speaks of the discipline of the employees of the enterprise. Attention to events that are directly related to professional duties - this criterion was identified by 88% of respondents. This indicates the competence of employees, the knowledge of the work they perform and the tasks assigned. Only 15% of employees answered that they were interested in the affairs and prospects of the team. Here we conclude that employees give a lot of time to work and fulfill their duties, and pay little attention to creating a unified spirit of the enterprise team. This can also include an active attitude towards others - 12% of respondents. The results of the study are presented in Figure 2.9. Figure 2.9 - Criteria in the work of personnel *Assistance in adaptation.* The greatest help in the adaptation of employees of the enterprise is provided by a work colleague (60%), 36% - by a line manager, 32% - by an employee of the personnel department. This is due to the fact that the employment contract concluded between the employer and the employee includes a clause: the execution of the order of the manager or immediate supervisor - here - assistance in the adaptation of a new employee. Most of the help comes from a work colleague. The results of the study are presented in Figure 2.10. Figure 2.10 - Assistance in adaptation *What helped in the adaptation process.* 76% of the interviewed respondents answered that the experience gained earlier helped in the process of adaptation. 12% - answered that lectures and seminars helped: employees who studied the program on a computer. The results of the study are presented in Figure 2.11. Figure 2.11 - What helped in the adaptation process Here we conclude that basically the employees of the enterprise have experience and are competent in various issues related to their position. In the course of their work, employees, of course, read the necessary literature, laws, legal acts, changes in the Labor Code, in the Tax Code, directly related to the issues of their work. The analysis showed that the company "RIK" has an adaptation system. The system includes such stages as acquaintance with the general provisions of the enterprise, acquaintance with the team, training if necessary. Main conclusions: 1. The largest percentage of employees of the enterprise (56%) have more than a year of experience in this area, which indicates their competence in various issues in this area. 2. The largest percentage of employees (76%) of the RIK enterprise have work experience in their position, but at the same time, 8% of employees had no experience before joining the enterprise, therefore, the company has the opportunity to train and acquire special skills, thereby accumulation of experience and work experience. 3. Employees to a greater extent (56%) turn to the head of the enterprise on personal issues, mainly issues related to leave, both administrative and regular, as well as issues related to wages. 4. Help is more often needed by those employees who work as a team: loaders, drivers. Employees of such a category as accountants, operators, specialists, representatives need the help of colleagues much less often. 5. The largest percentage of respondents (52%) mastered professional skills within 1 month. This suggests that RIK employees have experience in similar departments and work experience in this position. 6. The period of entry into the team for the largest number of respondents (84%) was less than 1 month. 7. The greatest help in the adaptation of employees of the enterprise is provided by a work colleague (60%). The analysis showed that the RIK enterprise recruits employees according to certain criteria: education, length of service, ability to work (this is determined during the trial period), but at the same time provides an opportunity for training and development. This is a professional adaptation. Psychophysiological adaptation also belongs to the types of production adaptation; it provides for providing workers with good working conditions. An oral survey of office and warehouse employees was conducted. It was revealed that office workers are not satisfied with the closeness in the offices, high humidity. Warehouse workers are not satisfied with the lack of a hygiene room. After work, loaders can wash themselves under a tap located on the territory of the base in an open area, but this is not convenient. Therefore, we can conclude that the enterprise does not provide for the development of psychophysiological adaptation and does not care about establishing good working conditions for its employees. But there must also be social and psychological adaptation. This includes the socio-psychological climate in the team, relationships with colleagues. The enterprise lacks motivational factors for bringing the team together: corporate parties, meetings about the company's achievements over certain periods. This would be a good adaptation factor within the team, especially for a new employee. The analysis showed that RIK has a professional adaptation system, but, unfortunately, it has not been fully developed. The positive aspects of industrial adaptation are: advanced training, training opportunities, gaining experience and seniority. The negative factor here is poor working conditions. The practical absence of social and psychological adaptation entails staff turnover. As with recruiting and inducting newcomers, it is important to understand the underlying motives that drive them to work, as well as the hopes and fears associated with doing so. Most people, when they start a job, want to get the hang of it quickly and show that they can do it well. However, whether it's their first job or not, new hires come in on their first day with a lot of natural apprehension. To prevent such situations, a well-thought-out induction procedure or, in other words, a staff adaptation program is necessary. The following issues should be addressed during the program: 1. General idea of the company: goals, priorities, problems; traditions, norms, standards; products and their consumers, stages of bringing products to the consumer; variety of activities; organization, structure, communications of the company; information about leaders. 2. Organization policy: principles of personnel policy; principles of recruitment; areas of professional training and advanced training; assistance to employees in case of bringing them to justice; rules for using the telephone within the enterprise; rules for the use of various working hours; rules for the protection of trade secrets and technical documentation. 3. Remuneration of labor: norms and forms of remuneration and ranking of employees; holiday pay, overtime. 4. Additional benefits: insurance, record of work experience; temporary disability benefits, severance benefits, sickness benefits in the family, in case of severe bereavement, maternity benefits; support in case of dismissal or retirement; on-the-job training opportunities; the presence of a dining room, buffets; other services of the organization for its employees. 5. Occupational health and safety: places of first aid; precautionary measures; warning about possible hazards at work; fire safety rules; rules of conduct in case of accidents and the procedure for reporting them. 6. Worker and his relationship with the trade union: terms and conditions of employment; appointments, movements, promotions; probation; work management; informing about failures at work and being late for work; the rights and obligations of the employee; the rights of the immediate supervisor; workers' organizations; union regulations and company policies; management and performance appraisal; discipline and penalties, filing complaints; communication: communication channels, mailing materials, dissemination of new ideas. 7. Household service: catering; availability of service entrances; conditions for private car parking; 8. Economic factors: labor cost; cost of equipment; damage from absenteeism, delays, accidents. After the implementation of the general program, you should move on to a special (specialized). It covers issues related specifically to any department or workplace and is carried out both in the form of special conversations with employees of the department in which the newcomer came, and interviews with the manager (direct and superior). It should include the following questions: 1. Functions of the unit: goals and priorities, organization and structure; activities; relationships with other departments; relationships within the department. 2. Job duties and responsibilities: detailed description of current work and expected results; explanation of the importance of this work, how it relates to others in the unit and in the enterprise as a whole; standards for the quality of work performance and the basis for assessing performance; duration of the working day and schedule; additional expectations (for example, replacing an absent worker). 3. Reporting required: types of assistance that can be provided, when and how to ask for it; relations with local and national inspectorates. 4. Procedures, rules, regulations: rules specific only to this type of work or this unit; behavior in case of accidents, safety regulations; informing about accidents and dangers; hygiene standards; security and issues related to theft; relations with employees who do not belong to this unit; rules of conduct in the workplace; removal of things from the unit; violation control; breaks (smoke breaks, lunch); telephone conversations of a personal nature during working hours; use of equipment; control and evaluation of performance. 5. Representation of the employees of the unit. These programs can be used for both primary and secondary adaptation. Since the adaptation of young workers who do not yet have professional experience is different in that it consists not only in the assimilation of information about the organization, but also in learning the work itself, therefore, the adaptation program must necessarily include training. Older employees have special adaptation needs. They also need training and their needs are somewhat similar to those of young workers, and it is often more difficult for them to fit into the team. The adaptation of disabled people, employees who returned after completing training courses, has its own characteristics. Of particular note is the adaptation of women returning to work after parental leave. The longer she stays at home, the more difficult it is for her to join the work rhythm. This is due to the fact that, firstly, after she starts working, a large gap in knowledge is usually discovered (a lot can change in three years, for example, new software or new technologies will appear). Secondly, the rhythm of life is disrupted: during the holidays, the woman herself planned her time, but when she went to work, she was forced to spend the prescribed amount of time in one place. Thirdly, a psychological barrier arises, in which a woman must again accept the status of a subordinate. All this cannot be ignored and must be taken into account when drawing up adaptation programs. Assessing the status of adaptation work During the entire adaptation period, the manager should informally discuss with the employee his relationship with the team of the unit, his degree of adaptation, and monitor the implementation of the individual plan. Periodically (at least twice in the first month and once in subsequent months), the adaptation process should be monitored by a personnel specialist. In case of dismissal of an employee during the adaptation period, the manager is obliged to send him to the HR department for an interview within two weeks. The personnel management service collects and analyzes relevant information to find out the true reasons for dismissal. At the same time, the effectiveness of recruitment is evaluated. A variety of questionnaires, which should be presented to the employee after the expected completion of the adaptation period, can help to obtain feedback from the employee on many of these questions. One of these questionnaires was proposed by Kibanov. His main questions are: 1. Specify the period of work in this organization: 2. Your place of work or study before joining the organization. 3. Who influenced your choice of profession? 4. During what periods do you most need the help of a manager? 5. How often do you need the help of colleagues in your work? 6. During what period of your activity did you feel your professional skills? 7. During what period did you feel that you entered the team? 8. Are you satisfied with your place in the team? 9. Imagine that for some reason you left the organization. Would you return to your previous place of work after some time? 10. Do you have conflicts with the head of the department, with the deputy head, with the performers? 11. To what extent are the following criteria expressed in your work: the desire for a deep knowledge of the affairs of the organization; interest in the affairs and prospects of the team; attention to events directly related to professional duties; the desire to take an active part in decision-making; the desire to complete the work begun; a sense of belonging to a team; an active relationship with others? 12. Material aid by parents: 13. Living conditions: 14. Interest in promotion: 15. To what extent are the following factors expressed in your work: job security; conformity of work to the profession; correspondence of qualification to work; variety of work; compliance of the nature of the work with abilities and inclinations; opportunity to improve skills; awareness of the affairs of the team; good salary; the possibility of promotion; help and support of the head; good relations with the administration; good relationships with work colleagues; successful mode of operation; good workplace? 16. Who provided you with the most tangible assistance in the adaptation process: an HR employee, a line manager, a mentor, a work colleague or someone else? 17. What helped you in the adaptation process: lectures, seminars, special literature, films, slides? Based on the answers to these questions, the degree and effectiveness of the adaptation of employees is determined. With all the many methods and theories modern management, in this work an attempt was made to highlight only those of them that really help to solve issues related to improving the performance of the enterprise on the problem of personnel management. Using the experience of modern authors in solving problems of group dynamics, the management of the organization has to be in constant search for the right solutions. And the risks associated with this are inevitable, but, of course, this work does not go unnoticed. At the same time, in groups, both formal and informal, there are constant change, both quantitative and qualitative, and the main thing in this activity is to constantly monitor both negative and positive trends in these processes. It is necessary to control the process of forming a group, and, if possible, to find the most suitable option through team decisions. Managers must understand that group decisions require special precision and care in making them, and many factors must be taken into account influencing the adoption of these decisions. In the interaction of the leadership with informal organizations, the synthesis of managerial actions with socio-psychological ones comes to the fore, since in this case the usual mechanisms usually no longer work. The main problem in personnel management for any enterprise, of course, is financing. And therefore, management should most competently manage the funds allocated for the process of reorganizing the personnel management system. An important collective quality here is the ability to work in a team and solve tasks not only successfully and quickly, but also with the least financial losses for the enterprise budget. And it is precisely in this painstaking and complex work that it is necessary to attract such specialists in the field of personnel management who, with the least time and economic costs, will be able to solve the tasks assigned to them. It is very difficult to reshape the personnel management system overnight, especially since managers, as a rule, do not want to change anything drastically. With complex collective tasks that are unusual for group members, requiring joint coordinated efforts that do not give rise to increased emotional tension, emotional-interpersonal relationships should not significantly affect the success of groups and teams. With complex collective tasks that are unusual for members of the group, requiring joint coordinated efforts that give rise to increased emotional tension, the more socially and psychologically developed teams should work better, and the more pronounced these attributes of group activity, the greater the advantage of highly developed over relatively underdeveloped. The expansion of the sphere of emotional and interpersonal contacts, the increase in the intensity of free communication, the increase in the number of mutual sympathies and other relations of the outer layer of intragroup activity in a developed team, probably contribute to the success of its activities. In newly organized (which is possible with reorganization measures), as well as in underdeveloped groups and teams, the expansion of the sphere of emotional and interpersonal relationships may not have an impact and even lead to a decrease in the productivity of joint work. Hypertrophied attention to emotional and interpersonal relationships and their strengthening in such groups and collectives can damage the formation of a system of business relations mediated by the content of the activity. The latter may turn out to be substituted by relations of mutual responsibility, familiarity, etc. Strengthening the system of non-business interpersonal relations in the team should be based on a system of relations mediated by the content of the main activity, and not outstrip this system. If we talk about specific actions in matters of group interaction, then it is worth saying that if you choose between individual work and collective work, then for many categories of work it is preferable to choose a collective form of organizing group work. But during creative, non-standard work requiring a certain logical sequence for its solution, only an individual form of group work is acceptable. Properly used, these forms increase the possibilities of mobilizing the intellectual, physical and emotional resources of the group; improve the ability to perceive, evaluate and process a variety of information by a group. Group decisions developed under the conditions of a collective form of labor organization are, as a rule, more accurate than individual ones, more objective in correcting individual errors. The best results in creative work are probably given by a reasonable combination of collective and individual forms of organizing group work. 1. Ageev V.S. Intergroup interaction. Soc.-Psych. problems.- M.: Publishing House of Moscow State University, 1990. 2. Bazarova T.Yu., Eremina B.L. Personnel Management. M., 1998. 3. Belkin P.G., Emelyanov V.N., Ivanov E.A. Social psychology of the scientific team. M., 1987. 4. Vasina L.I., Sergeev S.S. Assessment of factors of adaptation of young specialists in production // Railway transport, No. 9 - 2005. 5. Volgin A.P., Matirko V.I., Modin A.A. Personnel management in a market economy: Experience of Germany. - M.: Delo, 1992. 6. Genkin B.M. Economics and sociology of labor. M., 2001. 7. Grachev M.V. Superpersonnel: Personnel management in the international corporation ZM. Moscow: Nauka, 1990. 8. Zaitsev G.G., Faibushevich S.I. Personnel management at the enterprise: Personal management: Lecture text. - SPb.: Publishing House of SPbUEF, 1992. 9. Ivantsevich J. M., Lobanov A.A. Human resources management. - M.: Delo, 1993. 10. Kezin A.V. Management: methodological culture - M.: 2001. 11. Lutens F. Organizational behavior. 7th ed. M.: Infra - M, 1999. 12. Magun V.S., Gimpelson V.E. Strategies for the adaptation of an employee in the labor market // Sociological research, 1993, No. 3. 14. Maslov E.V. Enterprise personnel management. M., 1999. 15. Methods of personnel work of American firms: For heads of personnel departments of software, enterprises, joint-stock companies, MP. - M.: Potential XXI, 1992. 16. Mirskaya, Dikareva: Sociology of labor. - M, 2003. - p.31 17. Morgunov E.B. Marriage "of convenience" or selection after admission // Personnel Management, 2001 - No. 11 - 12. 18. Nemov R.S. Socio-psychological analysis of the effective activity of the team. Moscow: Pedagogy, 1984. 19. Nystrom JV, Davis K. organizational behavior: TRANS. from English / Under. ed. Yu.N. Kapurevsky - St. Petersburg: Peter, 2000. 20. Fundamentals of management theory: Uch. Manual / Parakhina V.N., Ushvitsky L.I., Vorontsova G.V. and others / M., 2003. 21. Patrushev V.D., Kalmakan N.A.: Job satisfaction. - M, 2002. p.46 22. Workshop on management theory: Textbook on the specialty "State and municipal management" / Parakhina V.N., Ushvitsky L.I., Vorontsova G.V. and others / M., 2003. 23. Sahakyan A.K. Economics and sociology of labor. SPb., 2002. 24. Starobinsky E.E. How to manage personnel? - M .: JSC "Business - School" Intel - Synthesis ", 1995. 25. Management of the organization: Textbook / Ed. A.G. Porshneva, 26. Personnel management in production. Uch. Benefit. Ed. N.I. Shatalova, N.M. Burnosov. - M.: Unity, 2003. 27. Personnel management of the organization: workshop. Uch. Benefit. (for university students trained. For example. And special. "Management"). Kibanov A.Ya., Batkaeva I.A., Vorozheykin I.E., and others; M-total And prof. arr. RF, State. Univ., Under. ed. AND I. Kibanova. M.: Infra - M, 2003. 28. Personnel management. Textbook for university students / E.A. Aksenova, T.Yu. Bazarov, V.L. Eremin et al., M.: Unity - Dana, 2002. 29. Personnel management: from the facts of the present to the possibilities of the future: (Uch. Handbook). A.A. Brass, V.E. Glushakov, V.N. Krivtsov, R.S. Sedegov, Minsk: Technoprint, 2002. 30. Filippov A.V. Work with personnel: Psychological aspects. - M.: Economics, 1990. 31. Shabanova Yu. Adaptation of new personnel // Personnel Management, No. 10, 2003. 32. Orlitzky, M., Swanson, D. Value attunement: towards a theory of socially responsible executive decision-making //Australian journal of management. 2002 Vol. 27. Special issue. P. 21 Attachment 1 Employee's work plan for the period of adaptation For the period from ___________________ to _________________ FULL NAME. The Department ____________________________________________________________________________ Date of commencement of work _____________________________________________________________________________ End date of the probationary period _____________________________________________________________ FULL NAME. mentor _____________________________________________________________________________ Position of mentor _____________________________________________________________________________ Familiarized with the work plan: Employee ___________________________ "___" ________________ 200_ Mentor __________________________ "___" ________________ 200_ Head of Department ____________________ "___" _______________ 200_ Appendix 2 Review (to be completed by the mentor at the end of the mentoring period and reviewed at the end of the probationary period) FULL NAME. new employee ________________________________________________________ The Department _____________________________________________________________________________ Position _____________________________________________________________________________ Employment date ____________________ Date of filling out the review ____________________ FULL NAME. mentor ___________________________________________________________ Completely ready; Insufficient preparation; _____________________________________________________________________________ _____________________________________________________________________________ The need for additional training, advanced training (specify which one) _______________________________________________________________________________ _____________________________________________________________________________ Mentor: ________________________ "___" __________________ 200__ Annex 3 Conclusion on the results of the assessment of professional knowledge "___" ___________ 200__ FULL NAME. employee ____________________________________________________________ The Department _____________________________________________________________________________ Approval in position ____________________________________________________________ Assess the level of compliance of the professional knowledge acquired during the probationary period with the requirements of the position held. The decision is made collectively. Please tick the position that corresponds to your opinion: Magun V.S., Gimpelson V.E. Strategies for the adaptation of an employee in the labor market // Sociological research, 1993, No. 3.

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

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

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

Adaptation is an effective mechanism

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

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

Types of adaptation

Since the conditions of human existence are multifaceted, he has to adapt to many different factors. Hence, different types of adaptation can be distinguished. Consider those of them that are related to his professional activities.

Depending on previous experience, there are two adaptation forms:

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

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

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

Why is staff adaptation necessary in an organization?

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

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

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

Main problems for beginners

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

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

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

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

Personnel adaptation methods

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

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

Goals of labor adaptation

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

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

The main "steps" of adaptation

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

Information stage. To help a person, you must first find out what exactly he needs help with. At the first stage, it is necessary to collect information about the experience of the employee himself, the level of his knowledge, preparedness. Even with a high value of these indicators, unusual factors will manifest themselves in one area or another, which will help to identify the most “problematic” points, which should be given priority during adaptation. It can be both a production process and communicative moments.
Course selection. This is the primary orientation of an employee in a new place. He needs, as it were, to "lay the fairway" in the unfamiliar channel of new circumstances. At this stage, the employee needs instruction, practical familiarization with new duties, requirements, and norms. In practice, internships, mentoring, supervision, or simply the direct participation of management and colleagues are used. Most adaptation programs take place at this stage.
Inclusion in activity. Having received the initial set of adaptation, the employee begins to “run it in” in real conditions, directly engaging in production activities and interpersonal communication. At first, the process will be accompanied by tension and, possibly, mistakes, but as you progress, the adaptation will gain momentum. It is at this stage that the “tipping point” of adaptation occurs - the employee will be able to adapt to new conditions, or he will decide to abandon these attempts.
"Become your own among your own - or leave". An example of successful adaptation, when an employee fully integrates into life and communication within the organization, performing production functions and maintaining communication with colleagues. In practice, with spontaneous adaptation, an employee reaches level 4 by the end of the first working year; with professional help, it is possible to reach it after a few months. If the adaptation is not successful, the last step may be dismissal.

Varieties of adapted employees

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

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

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

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

Orientation Program

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

General introduction to the company. It can be conducted by a boss or a staff member in a class, lecture, during a conversation or excursion. The curriculum should include the following questions:
- the purpose and main aspirations of the company;
- requirements, norms and accepted traditions;
- target audience (consumers of the company's products);
- directions of activity of the enterprise;
- its structural subdivisions and links between them;
- hierarchy (management "ladder").
Management policy in the organization. The employee must understand exactly how the structure in which he got into functions. To do this, he will need to explain:
- principles of recruitment;
- disciplinary moments;
- How is professional development and training of employees organized?
- Work mode;
- features of working with documentation and other nuances.
Financial questions. Any employee is concerned about the motivational component of his activity. Therefore, it is better that he does not remain ambiguous about:
- the amount of his wages;
- components of the salary (salary, bonuses, taxes, deductions, etc.);
- factors that may affect monetary remuneration (bonus deduction, possible increase in salary, etc.);
- payment for overtime, business trips, work on weekends and holidays, etc.
Benefits package. The employee needs to explain what social prospects he is entitled to while working in this organization, for example:
- payment for specialized training;
- medical care (sometimes for family members);
- benefits and assistance in case of injury, illness, retirement, etc.;
- attitude towards possible motherhood;
- other points, for example, travel to work, meals, additional services.
Safety- the obligatory regime moment of measures for labor protection and ensuring its safe conditions. Even if all other points are omitted, the Law prohibits neglecting this.
Getting to know the unit. A deeper stage of adaptation, helping the employee to directly engage in the life of his structural unit. The head of the structural unit or the curator-mentor appointed by him can help to carry out this process, and the internship period can facilitate it. At this stage, it is worth touching on the following points:
- a detailed guide to actions in their immediate duties;
- voicing expectations and required results;
- the procedure for monitoring work and / or reporting;
- the mode of operation of the department;
- all kinds of standards, requirements, regulations, prohibitions related to direct activities;
- presentation to the team of the structural unit.

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

How to plan an adaptation program

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

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

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

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

Management Action Program for Adaptation Model Planning

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

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