Stages of adaptation of personnel in the organization. How to speed up the adaptation of a new employee and reduce training costs Staff adaptation period

Stages of adaptation of personnel in the organization. How to speed up the adaptation of a new employee and reduce training costs Staff adaptation period
Stages of adaptation of personnel in the organization. How to speed up the adaptation of a new employee and reduce training costs Staff adaptation period
30.03.2022
Sales Generator

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From this article you will learn:

  • What are the tasks and goals of the company and the HR manager in terms of staff adaptation
  • What are the types of staff adaptation
  • How Russian companies solve the problem of staff adaptation
  • What methods of personnel adaptation are used in practice? What are the responsibilities of an onboarding manager?
  • How to manage the staff onboarding process
  • What mistakes do managers make in the process of staff adaptation

Beginners always work less efficiently than they would like. Why? There are many reasons. Any person should delve into the specifics of the work, understand their responsibilities, study the organizational relationships at the enterprise. That is why the company should use staff adaptation so that newcomers can quickly join the rhythm. In this article, we will consider the main forms, ways of adapting employees and give advice on how to effectively organize this process.

Why is a staff adaptation system needed in an organization?



The personnel adaptation system is the most important element of the overall personnel management system in the company. The adaptation system is a complete set of measures that allow employees to get comfortable, overcome stress that arises from a new environment, working conditions, a new team, and additional functions. Adaptation in the work team usually lasts 4-8 weeks. However, if there is no adequate adaptation system, new employees are forced to deal with stress, establish contact with the team and get used to the new environment, and not focus on their duties. In this case, the firm risks incurring losses. That is why modern companies pay special attention to the development of a personnel adaptation system.

The adaptation system has a complex structure and includes measures of socio-psychological, organizational, technological, professional, psycho-physiological adaptation. While the employee is adapting, he studies his duties, the new team, working conditions, history, traditions, company culture, internal regulations, establishes contact with other employees, becoming part of the team.


In different companies, the adaptation system is formed in different ways and may consist of different tools and methods. Usually, they talk to newcomers, conduct trainings for them, choose mentors to help them get involved in the work process, give out reference and information materials, conduct tours of the company, and involve them in corporate events.

A complete adaptation system is beneficial for both the organization and the staff. For the enterprise, it is useful in that it reduces the employee's adaptation period, helping him to reach the required level of productivity. In addition, the adaptation system reduces the likelihood of serious problems associated with the mistakes of new employees to a minimum. It saves the time of experienced employees, as they do not need to patronize a newcomer. In addition, the staff adaptation system reduces staff turnover.

For employees, the adaptation system is also important. Personnel adaptation measures help the newcomer to quickly get used to the team, gain the necessary knowledge and skills for work, overcome stress, cope with increased anxiety, feel the support of the company, become confident in their capabilities and significance in the team in achieving common goals.

What are the tasks and goals facing the company and the personnel adaptation manager

The goals of training and adaptation of personnel are as follows:

  1. Reducing initial costs. It can be difficult for a new employee to fit in. Due to the fact that he does not work as efficiently as others, the company loses income. A successful onboarding solves this problem because it allows the newcomer to quickly understand the accepted standards of work.
  2. Reducing the anxiety and insecurity of the new employee. Beginners are always afraid to make a mistake, not to orient themselves in the situation when it is required. Psychological support helps them feel more confident.
  3. Reducing staff turnover. Staff turnover is an inevitable process. But there is an opinion that if more workers leave the company than top and middle managers, this is not a serious problem and does not lead to great personnel difficulties. This is not true. We believe that quantitative indicators cannot be called decisive here. Since managers perform complex and multifaceted functions and, accordingly, newcomers need more time to adapt, it is necessary to consolidate such specialists especially competently. That is why the selection and adaptation of middle and senior staff is an issue that requires increased attention.
  4. Saving the time of the immediate supervisor and colleagues. A beginner needs to be assisted directly in the performance of his labor functions.
  5. Formation in the new employee of a sense of satisfaction with their own activities, a positive attitude towards it. In order for an employee to demonstrate excellent professional results, he must be loyal to the company. If the professional adaptation system is implemented correctly, newcomers perceive the company positively. When a person comes to work, he already understands how he will adapt in a team and master the workspace. A company is a formed group of people who have their own goals, objectives, value system and ways of building relationships. As part of the adaptation, the new employee and the company must adapt to each other as much as possible.

Taking into account the specific goals of the adaptation process, we will define the tasks that the company and the newcomer must solve.

The company must:

  • provide everything necessary for the employee to quickly reach the desired level of productivity and quality of work;
  • create a favorable emotional environment in the team;
  • provide both the employee and the participants in the adaptation process (mentors, trainers, etc.) with full information support.

The employee, in turn, must responsibly solve problems within the framework of adaptation and perform his direct duties with high quality.

The onboarding manager must:

  • organize seminars and courses on various adaptation issues;
  • conduct individual conversations of the leader and mentor with the newcomer;
  • conduct intensive short courses for new leaders;
  • conduct special training courses for mentors;
  • apply the method of gradual complication of tasks for beginners;
  • perform one-time public assignments to establish contact between a new employee and staff;
  • to prepare a replacement during the rotation of personnel, to conduct role-playing games in a team to rally employees;
  • manage projects to develop adaptation measures and tools;
  • from time to time monitor the adaptation system, evaluate the effectiveness of adaptation tools and the system as a whole;
  • participate in functional adaptation activities, for example, conduct an introductory briefing on internal regulations, safety standards, talk about the position of the company, about trade secrets, etc.;
  • emotionally support the newcomer during the entire adaptation period;
  • receive feedback from him at the end of this period.

The main types of staff adaptation

Adaptation of personnel in the company is of two types:

  • Primary. Beginners get to know the company, assess how reality matches their expectations and goals. After the initial adaptation, the employee decides whether to stay in the company or not, whether he copes with his duties, whether he is satisfied with the work in general.
  • Secondary. It is passed by employees transferred to a new position. In this case, the specialist gets used to new responsibilities, strives to achieve specific results necessary for successful activity.


Primary and secondary adaptation of personnel are further divided into 4 types:

  1. Psychophysiological adaptation. The employee gets used to the new environment, work schedule, work and rest schedule in his position. Such adaptation does not last long and for the most part is determined by the state of health and the natural reactions of the worker's body. But accidents in the first days of work, as a rule, occur precisely because of the lack of such adaptation.
  2. Socio-psychological. A person adapts in a team, learns the values ​​of the company. At this stage, he may face serious problems (for example, he expected quick success, but his expectations were not met, as he underestimated the obstacles; he overestimated the importance of theory and instructions, but, on the contrary, did not attach importance to the importance of practical skills and live communication, etc.). ).
  3. Socio-organizational. The employee gets used to the new environment, in particular to the administrative, legal, socio-economic and managerial aspects.
  4. Professional. The employee actively masters operations, movements in accordance with the job description, the technological process and labor standards.

The ability of a person to adapt is determined by the ability to anticipate potential problems and the ability to quickly respond to them.

The adaptation of new personnel is classified as follows:

According to the subject-object relationship:

  • active - when a person tries to change the external environment (including those norms, values, methods of interaction and activities that he has to master);
  • passive - when he does not try to change something and influence something.

Influence on the employee:

  • progressive adaptation - a beneficial effect on the employee;
  • regressive - a person passively adapts to a negative environment (for example, to a team where labor discipline is low).

We can also distinguish two more types of adaptation: to a new position and to a demotion.

Personnel adaptation process

After the newcomer has successfully passed the interview in several stages and started working as an intern, a mentor is attached to him. The role of the curator is always played by an experienced worker (head of department, expert), who conducts the main adaptation measures with him. Since mentoring is a process that develops and motivates both interns and mentors, every employee who is considered an expert and has all the necessary skills to work with interns becomes a mentor. The company should regularly conduct trainings for curators, issue special training manuals for high-quality and quick adaptation of newcomers.


The stages of personnel adaptation (according to the names of types of adaptation) are as follows: socio-psychological, organizational-economic and professional. At the enterprise, these steps can be implemented as follows:

  • socio-psychological adaptation. A beginner learns the goals and mission of the company, gets used to the office, gets used to the workplace, colleagues in the department, learns corporate traditions, norms of behavior, internal corporate regulations, relations between employees, organizational relations at the enterprise;
  • organizational and economic adaptation. The employee gets acquainted with the company, its services, delves into the organizational structure, history of foundation and formation. The task of the company here is to make every effort to ensure that the newcomer clearly understands what place he and his department occupy in it;
  • professional adaptation- a person delves into his work responsibilities. This is the professional adaptation of the staff. Experience shows that it is the longest and most difficult. For each group of employees, an individual adaptation program is developed, based on the training of new and advanced training of experienced employees.

For employees at all levels, onboarding plans should be developed that consist of thoughtful activities that allow newcomers to quickly and easily pass all of the above stages.

The standard adaptation plan contains:

  1. a list of adaptation activities that are carried out in the company (for example, familiarization with the office, study of job descriptions, registration of labor relations, etc.);
  2. the period of such events (day, duration, etc.). The management coordinates the duration and sequence with all responsible persons;
  3. a list of employees responsible for adaptation activities (mentors, department heads (direct supervisor), HR manager, etc.);
  4. form of adaptation activities (conversations, issuance of job descriptions, etc.).

An adaptation plan is the basis of adaptation measures for a newcomer at the initial stage of work. It is compiled either by the personnel manager, or by the employee responsible for the adaptation of new specialists directly on the ground (in structural departments). Responsible employees can be, for example, office managers of production departments.

You can develop a special document, a folder with detailed instructions on the adaptation process. The folder will contain all the information a new employee needs to quickly adapt. This can be information about the creation and development of the company, the services provided, organizational connections, the department in which the newcomer came, as well as the autobiography of the leadership. Also, the documents should contain the main aspects of interaction with employees:

  • position on the adaptation of personnel;
  • internal labor regulations;
  • dress code;
  • salary regulations;
  • information about training programs;
  • list and samples of documents for registration.

Adaptation programs last from 3 to 6 months. It is necessary to support and train beginners until they are fully mastered.

You can download a sample of the document "Regulations on the adaptation of personnel" here.

Examples of personnel adaptation from the practice of Russian companies

Example 1. Kaspersky Lab. When a new employee comes to the company, he is given gifts. Arriving at work on the first day, a newcomer sees surprises on his desk in the form of a diary with the company logo, a mug, a pen and a souvenir.

Example 2. PricewaterhouseCoopers. The boss invites the newcomer to lunch at the expense of the company.

Example 3. Philips Electronics. The staff is notified by email about the arrival of a new specialist. The same announcement appears on information boards.

Example 4. "Radisson-Slavyanskaya". According to corporate tradition, newcomers always start work on Thursdays. It turns out that on Thursday and Friday, a new specialist gets used to an unfamiliar environment, immerses himself in the work process, and from Monday begins to fulfill his duties.

Working methods of personnel adaptation in the organization

  1. Non-formalized tracking method.

The introduction of personnel adaptation in this way is most effective, but only if activities are carried out aimed at solving a specific problem. This method involves leading a beginner, which, of course, takes time.

When drawing up an adaptation plan for employees, the HR manager must clearly calculate how much time it will take to implement it. At the same time, each aspect of the introduction of a new specialist is taken into account within the framework of the financial incentive system. The HR manager should introduce the newcomer to the team and talk about the main nuances of the work.

  1. Event method.

The task of the recruiting manager is to organize events in which the newcomer could personally get to know other employees. This approach improves team relationships. After a certain period after the arrival of a new specialist, as a rule, they organize an unscheduled visit to a restaurant or a celebration in honor of birthdays. Large companies often organize mini-events for specific departments.

The task of the manager is to prepare the newcomer for the corporate party and give certain advice:

  • how to dress better, whether it would be appropriate to joke at the event;
  • how to choose a topic and start a conversation;
  • Do I need to make toasts at the corporate party?

If the tradition of the enterprise involves self-presentation, the newcomer should be helped to prepare it, as well as recommend whom to talk to at the event.

You can adapt a new employee as part of a corporate party in honor of the successful completion of the quarter or the achievement of planned goals in the past month. Remember, before the event, it is better to introduce the employee to the team in advance. Otherwise, the holiday will not bring him joy, but only make him nervous.

  1. Method of corporate PR.

In accordance with it, a special list of requirements for behavior in the company is compiled. Each organization forms its own list, which is based on the specifics of work and the accepted model of personnel behavior. Also, the list can be said about the dress code, work schedule and days off, rules for organizing the workplace, and so on.

  1. Team training.

The method, unlike others, is used infrequently. For example, if the staff is very close-knit and friendly, then the appearance of a new person - a professional in his field - causes a negative. Thanks to team training, tension is relieved, and the new leader understands better what system of relationships has formed in the team.

At team training, each employee can express claims to a newcomer. Before training, workers should be briefed on the rules and regulations. If everything goes well, interpersonal relationships in the team will improve.

Team training is carried out in the format of business games or case studies. Most often, companies invite experienced coaches for this.

  1. Methods of organizational adaptation.

The newcomer must understand what he has to do in his position. If he learns the basic rules and is able to competently build relationships with the staff, then he quickly and easily adapts. Suppose an employee goes on a business trip. In this case, he will have to find out how to purchase a ticket, where to get money, what documents will be needed. After meeting with colleagues, such questions will not arise.

  1. Instruction in departments.

The new specialist is provided with all the information about the requirements for each division. Every department has its own rules that all employees must follow.

All requirements must be recorded on paper and structured so that any employee can learn them. If the employee does not accept the rules, then he will probably spend a lot of time identifying the nuances in the work. Therefore, the rules should be clear to everyone. It is advisable to involve employees themselves in their development.

It is better to tell a new employee about the basic requirements during the initial briefing. Subsequently, he himself learns the rest of the rules of work in a particular unit.

You can learn more about staff adaptation methods from the video.

What methods does the adaptation manager use?



All managers and HR managers use different areas of staff adaptation. As a rule, a leader or manager comes to the best methods for himself through trial and error, learning from his own experience. It is important to take into account the specifics of the company and the team. The approach to methods of interaction with the team should be constructive. It is necessary to combine old methods with new ones and, if necessary, change them.

One of the ways to adapt employees and communicate with them in joint work is the psychological impact in the form of conversations, beliefs, discussions, personal example, evidence.

At the same time, the HR manager provides communication between the staff and the newcomer, collects their opinions about each other, delicately communicates the opinion of each party, tries to improve the relationship and helps to adapt.

The adaptation of a beginner is determined by his external and internal goals and ways to achieve them. The team is a closed group of people who trust each other and act according to the established general rules in the company. In the team, a newcomer will feel good only if he is accepted as "native". In this case, the behavior of the staff is predictable and specific. If there are “strangers” and “friends”, then employees use special rules for protecting and communicating with newcomers and the whole world around them.

Alas, today people are more often evaluated from the position of "friend or foe" both when founding companies and when establishing communications in them. In order for employees to trust a newcomer, they must perceive him as “their own”. In order for a new employee to become one hundred percent “our own”, you need to get to know him, go through fire and water with him, and this involves long-term contact within the framework of joint work.

For employees who have been working in the company for a long time, a newcomer is a new, incomprehensible, alien face. It is a potential threat, and therefore you should interact with it carefully. He needs to be checked and, showing maximum friendliness, not to give out his secrets.

Taking into account the peculiarities of the staff, the manager should help the newcomer to reduce the distance between "friends and foes", take their place, participate in the activities and development of the company.

In this case, you can use the methods of socio-psychological training:

  • Game methods. In the course of role-playing games, a situation is modeled that is characteristic of the usual human activity. This situation forces him to change his own attitudes. Conditions are being formed for the acquisition of new, even more effective methods of communication.
  • sensitive method. This type of training is aimed primarily at developing the ability of employees to hear each other.

The HR manager observes newcomers during the entire probationary period and helps to solve the problems of staff adaptation. He can also capture and analyze the complexities between employees and in the organizational process in order to more accurately represent the unconscious behavioral stereotypes implemented by the employee in organizational models.

Formulation of the problem:

  1. Find out why there are behavioral and communication problems between employees.
  2. To characterize the positive and negative aspects when choosing one or another option for solving the problem.
  3. Establish criteria by which the most acceptable options for solving this problem will be identified.

Evaluating the behavior of the newcomer and analyzing his communications with other employees allows the manager to make a report for management, indicating how the adaptation went, the newcomer's trial period, decide whether to work with him further or not, and indicate that the trial period is over.

Personnel adaptation program: 4 stages of development

Improving the adaptation of personnel is achieved through the development of a special program.


Program consists of several stages.

Stage 1. The beginner learns the main features of production, communication networks, gets involved in them, gets acquainted with the staff and the peculiarities of the interaction of employees, studies corporate ethics, rules and standards of the enterprise.

Stage 2. The new employee learns directly about his functions and responsibilities.

The manager tells newcomers the history, personnel policy and key rules of the company, including working conditions. The new employee is explained his main responsibilities.

Mini-lectures, excursions, workshops (working at separate workplaces or with specific equipment) help beginners to better adapt. There must be a briefing on occupational health and safety.

The personnel adaptation program should reflect the following key issues:

  1. General impression of the company (main goals, priority areas, issues causing difficulties, traditions and standards, products and its main consumers, activities, structure of the enterprise, information about management).
  2. Company policy (personnel policy, selection and adaptation of personnel, areas of professional training and advanced training, rules for the distribution of working time, the specifics of protecting trade secrets and important technical documents).
  3. Salary and remuneration mechanisms (standards and forms of payment, payment for work on weekends and holidays, overtime).
  4. Additional benefits (payment for seniority, insurance, benefits for various reasons, the possibility of training, a specially provided cafe for employees and other pleasant moments for staff).
  5. Occupational health and safety (first aid point, basic safety measures, workplace hazard warnings, fire safety and emergency procedures).
  6. The employee and his relationship with the trade union (for how long and under what conditions he is hired, how long the probationary period lasts, what rights and obligations the employee is vested with, how the work performed is evaluated, who does it, the main channels of communication, discipline and disciplinary sanctions, trade union resolutions and etc.).
  7. Economic factors (price of equipment and labor, damage from omissions, delays and accidents at work).

So, the newcomer passed the general orientation program. Then you can conduct a special program with answers to more specialized and narrow questions.

  • Tasks of the unit (what it strives for, what priorities, organizational structure, key areas of work, how it interacts with other units, etc.).
  • Labor functions and responsibility (it is necessary to describe in detail the activities and expected results, whether they are important, their relationship with other types of work in the company, what criteria determine the quality of work, on what basis the indicator is evaluated, how long the working day lasts, the work schedule in the organization, additional expectations).
  • Required reporting (assistance and its main forms, how and in what cases it can be requested, relations with local and state legal authorities).
  • General procedures, rules and regulations (rules specific to specific jobs, procedures for dealing with accidents, following safety procedures and how to report accidents at work, hygiene standards, vulnerabilities related to theft and security, interaction with personnel from other departments, key rules of conduct in the workplace, time for breaks, rules for the use of equipment, phone calls for personal purposes, tracking violations, etc.).

Stage 3. Effective adaptation.

In order for the labor adaptation of a beginner to be successful, a mentor is attached to him. This method is very effective, because it is easier for a new employee to join the team. This approach also motivates the mentors themselves. Both the direct supervisor and an experienced employee of the unit can act as a curator. It not only helps the employee to better get used to the new environment and get acquainted with the corporate culture, but also to understand their main functions in the new position. You can motivate mentors to work with newcomers with bonuses (fixing this in a special provision on mentoring).

Stage 4. Functioning.

This stage is the final in the process of adaptation of the beginner. Here he slowly but surely solves communication problems and begins a stable activity.

The specialist who is entrusted with the tasks of onboarding must have an excellent understanding of the organizational structure, labor and ethical requirements of the company. In addition, he should know the psychological nuances of primary and secondary adaptation of personnel.

This employee should be well versed in the psychological foundations of the process, have the gift of suggestion and persuasion, and be able to recognize problematic issues in the process of staff adaptation. It is also important to be able to quickly identify and resolve any conflict before a crisis develops on its basis, as a result of which an employee is fired or labor discipline is violated.

In addition, the specialist is obliged to constantly monitor the adaptation process, conduct explanatory conversations with employees, advise them on emerging issues and give lectures.

Personnel adaptation process management

To manage the adaptation of employees, for a start it is worth working out three organizational elements: fix the function of managing the adaptation of newcomers in the structure of the enterprise, think over the stages of managing it and take care of information support for this issue.

In order to increase the adaptation of personnel to be successful, the company can use the following methods:

  1. Establish which structural department will manage the adaptation of employees. As a rule, this issue is resolved by the personnel training department.
  2. For each department, workshop or group of subdivisions, appoint specialists responsible for adaptation. That is, the HR manager will become the curator for certain departments. Adaptation can be managed either by an employee of the personnel management department or by a representative of any other department who is ready for the role of curator.
  3. To develop curatorship in the company, which has been undeservedly relegated to the last plan in recent years. In firms abroad, mentoring is widely practiced. If an employee is turned into a mentor, it means that he is trusted, his experience and professional achievements are recognized, and they are also pushed to career growth. At the same time, curators are financially supported. Who can act as mentors? Experienced employees, bosses, young professionals who joined the company several years ago and have established themselves as successful specialists. Interestingly, mentoring as a form of activity appeared in Japan, and in recent years European enterprises have begun to actively use it.
  4. Establish the relationship of the personnel management system (in particular, the adaptation management department) with the management organization service. In many foreign companies, the personnel adaptation service is a structural part of the controlling system.
  5. The adaptation management department and the management organization department communicate with each other mainly on the topic of optimal organization of work, as well as in what form and according to what principles to introduce new tools into the work, etc.

Among the organizational decisions on the technology of adaptation of personnel are:

  • organization of events dedicated to the issues of personnel adaptation (for example, seminars, courses, etc.);
  • individual conversations of the boss or curator with a newcomer;
  • conducting short-term courses for managers entering the position of mentor;
  • organizational and preparatory work in the implementation of new solutions in the work;
  • special curator training courses;
  • method of gradual complication of tasks for a beginner. In parallel, it is necessary to control its activities, analyze the mistakes made in the performance of labor functions. It is also possible to provide additional encouragement for a new employee for high-quality problem solving;
  • execution of one-time public assignments that allow establishing contact between the newcomer and other employees;
  • execution of one-time instructions for organizing the activities of the governing body (production meeting, board of directors, etc.);
  • preparation of personnel replacement during their rotation;
  • special role-playing games in the team of the department, aimed at rallying the staff and developing group dynamics.

It is also necessary to evaluate the organization of work in the company, to understand whether the adopted system motivates employees to work more productively, whether it is easier for staff to adapt. As part of the organization of labor at the enterprise:

  1. form target problem groups, creative teams, determine their composition, time, work issues;
  2. organize ventures;
  3. determine the optimal degree of freedom of the labor schedule, widely use the chord principle of work;
  4. competently duplicate tasks for departments, use elements of competitiveness and competition between departments, projects, etc.;
  5. announce both group and individual results;
  6. involve personnel in management activities (they use the method of group decision-making, collectively participate in the formation of strategies, delegate authority and responsibility, etc.);
  7. hold meetings with a certain frequency and optimal duration;
  8. competently use emerging reference groups;
  9. develop solutions using a creative approach;
  10. provide feedback to the administration and colleagues on the achieved goals in the work and the adequacy of their assessment.

3 approaches to assessing the adaptation of company personnel

The table shows the performance indicators of the adaptation system:

Indicator

Formula

The labor adaptation of personnel in a company is an important process of integrating a new employee in the workplace, which includes familiarizing him with work responsibilities, the team and generally accepted standards at the enterprise. Employee adaptation has many different types and methods of implementation, and any professional personnel specialist or just an employer who wants to maximize the efficiency of the use of labor resources should know how to properly adapt an employee to working conditions.

What is labor adaptation of personnel - basic concepts

Professional adaptation refers to a set of processes through which an employee is involved in the activities of the organization within the framework of his profession and job responsibilities. Adaptation includes many aspects, since the employee adapts not only to the professional characteristics of work, but also to the team, corporate culture, specific principles of activity and other features of the work of a single business entity.

The procedure for the adaptation of employees of the organization is practically not considered by labor legislation. The only legislative consolidation of the special period is the mention in articles 70 and 71 of the Labor Code of the Russian Federation of a probationary period for employment, which simplifies the relationship between new employed employees and employers.

In general, the goals of adaptation of the organization's personnel are to achieve the following results:

  • Reducing the costs associated with hiring a new employee. Regardless of the degree of professionalism, at a new place of work, an employee needs to adapt to working conditions in a particular organization. Therefore, an unadapted employee does not fully reveal his labor potential, which entails indirect costs for the enterprise.
  • Improving the psychological comfort of employees. New employees often face increased post-employment stress. And conducting an effective process of adaptation of personnel in the company allows you to help the employee quickly feel like a sought-after specialist and reduce stress.
  • Decreased staff turnover rates. An effectively organized adaptation process allows you to initially invest corporate ethics and rules in employees and significantly increase their loyalty to the enterprise, since it is at the initial stage of relationships that it is best to achieve the formation of the desired image of the company in the mind of the employee. Accordingly, subsequently such employees will be less inclined to change jobs.
  • Maximizing the efficiency of the labor process. In general, the labor adaptation of an employee in an organization makes it possible to reduce the time spent by the team and managers on training a new specialist and makes it possible to create an established process for introducing new employees without reducing the overall quality of work.

At large enterprises, individual employees can deal with the adaptation of new employees, while for small business entities, such activities can be delegated to the immediate supervisors of employees, personnel specialists or the employer himself, or his direct representatives.

Ways and methods of adaptation of the organization's personnel

There are quite a lot of methods for conducting labor adaptation of new employees. Their direct practical implementation should take into account all the features of the activities of a particular employee and the company as a whole. Accordingly, each adaptation program should be developed individually. However, the general principles of its construction may include the use of the following methods:

  • Conducting introductory seminars and lectures with new employees or applicants at the stage of selection of candidates. This will initially bring future employees up to date and determine their main tasks, as well as introduce them to the basic principles of the organization, which will make it possible, firstly, to get rid of employees who are not initially suitable for such work, and secondly, to reduce the psychological burden for new employees.
  • Organization of direct contact between the immediate supervisor and the employee with the participation of an adaptation specialist. Separate tripartite conversations will ensure the maximum comfort of the adaptation process, the absence of disagreements between management and performers, and will provide an opportunity to conduct effective ongoing monitoring of the activities of individual departments or employees of the enterprise.
  • Conducting training courses. Specialized courses for employees entering a new position or for the first time young professionals are employed are an excellent way to carry out the most effective labor adaptation of personnel at the place of work.
  • Flexible and gradual load increase. The most effective method of engaging in work activities is to assign simple and easy tasks to new employees so that the employee feels more confident and comfortable with their gradual complication. However, at the moment, some adaptation specialists may also practice the exact opposite approach in the form of stress tests - giving new employees the maximum possible load, up to tasks that are initially impossible, in order to assess their potential and find the most effective solutions. This approach may be relevant primarily for creative positions and employees for whom stress resistance is the main business quality.
  • Organizing out-of-work events, corporate events, outdoor events. Often, one of the most difficult issues in the process of adapting employees to an organization is their relationship with the team. The opportunity to get to know colleagues closer in a playful way and outside of direct work duties is a good method that simplifies the adaptation of employees in the enterprise and, in general, increases the overall efficiency of the team.

The employer may provide for the use of various adaptation techniques. At the same time, not all of them can be mandatory, and not every one is suitable for employees of certain positions or specific teams.

Mandatory participants in the process of adaptation of a new employee should be:

  • The employer or his direct representative. Most often, this is an employee of the personnel department, or an employee adaptation specialist. Its presence allows leveling conflicts that may arise in the team and eliminating the manifestations of "hazing" in a difficult working environment, as well as effectively supporting the employee and developing an individual plan for his adaptation to the enterprise.
  • The head of the worker. It is the immediate supervisor of the employee who can best understand the specifics of his department and the work that the new worker will be doing. Therefore, in any case, he should be directly involved in the process of adaptation of new employees.

Why is adaptation of employees of the organization necessary and is it possible to do without it

Each of the parties to the labor relationship pursues its own strictly defined goals and has certain requirements for the second party. Thus, the employee expects the opportunity to work in the direction chosen for himself, develop and receive income adequate to his efforts, while the employer is interested in the most efficient use of labor resources and reducing their own costs for personnel policy. Accordingly, the personnel adaptation procedure is designed to help both parties achieve the effective implementation of their own goals, which have already been discussed earlier.

However, in itself, the concept of adaptation of the company's personnel appeared in the Russian working segment as an element of labor relations relatively recently.

Despite the fact that in fact the adaptation of personnel occurs in any relationship between the employee and the employer, employers do not always pay targeted attention to its implementation and preparation, often putting both new employees and their immediate supervisors and colleagues in an uncomfortable position. All this entails certain risks - if you do without the adaptation of employees, this may entail:

Types of adaptation of the organization's personnel

It should be noted that the adaptation of the organization's personnel can be divided into several types, depending on the aspects to which the employee will adapt, his personal qualities and other criteria. So, from the point of view of the forms and areas to which new employees should adapt, the types of personnel adaptation can be divided into:

  • Social. The social adaptation of an employee is his adaptation to a new society, which is a team. At the same time, social adaptation should include the adoption by the employee of internal norms, vigorous activity and the search for his place in the society that has developed in the organization.
  • Professional. It includes the development of an employee as a specialist in his chosen field of activity, training in the latest methods of working in it and the personal growth of an employee as one of the representatives of a certain profession with adaptation to its characteristic features without being tied to the characteristics of a particular enterprise.
  • Production. Under production adaptation is meant the process of actually teaching the employee the features of labor in a particular production, establishing a connection between the subject of labor and its objects, and comprehending the features of the work process at the enterprise.
  • Psychological. Under the psychological adaptation means the adoption by the employee of special deep attitudes and format of the organization's activities at the level of the psyche, as well as adaptation to the work schedule, internal regulations and other requirements of the employer and the team.
  • Organizational. This adaptation involves familiarity, acceptance and integration into the mechanisms of management and organization in the company. The employee must familiarize himself with the hierarchical structure in the enterprise and realize his own role, rights, obligations and opportunities within the enterprise.
  • Economic. Many working conditions in a new workplace may differ from the employee's expectations in terms of direct remuneration. Ensuring effective economic adaptation to the realities of work in the company will give the employee the opportunity to quickly cope with stress, and the employer - to correctly use motivational tools to influence workers.

By the nature of adaptation can be divided depending on what experience the employee has. It is subdivided according to this criterion into:

  • Primary adaptation. Under the primary adaptation of personnel is meant the process of adaptation to the working conditions of workers who are just starting their career and do not have work experience. Accordingly, such adaptation provides for a special approach to employees and requires specific decisions from the employer.
  • secondary adaptation. This type of staff adaptation involves the process of integration into the workflow of specialists who already have work experience, but do not have a complete understanding of all the nuances of working in a particular organization. Accordingly, the adaptation process should include, first of all, familiarization with the specifics of the work of an individual enterprise, and not the profession as a whole.

Stages and periods of adaptation of employees

Regardless of the specific type of adaptation of workers to working conditions at the enterprise, it goes through several main periods and stages. Understanding these periods and stages of adaptation of employees allows the employer to implement the most effective methods of personnel management. In general, the different periods of adaptation look like this:

Today, many Russian companies do not pay due attention to the adaptation of new personnel. Typically, this process is neglected due to the desire to save the company money or lack of time and other resources. Not surprisingly, the cost of adaptation translates into significant amounts.

But, as practice shows, savings on the adaptation of new employees results in much greater financial losses, and most layoffs occur just during this period of time.

This begs the question: how can managers achieve goals if they are constantly short of human resources?

Today I would like to reduce adaptation to very simple concepts, under the auspices: everyone can do it. In the article, we will look at how to reduce the adaptation period and costs without neglecting quality.

Stages of adaptation of a new employee

The adaptation of personnel can be divided into 3 main stages:

1. Stage of familiarization.
At this time, the employee compares his goals with the goals of the company, assesses how the expectations converge with reality, and, as a rule, by the end of the familiarization stage, the employee understands whether the proposed workplace suits him.

Management, in turn, draws a conclusion about the capabilities and potential of the employee, determines the level and volume of further development costs (time, money). As a rule, the “i” are dotted just at the stage of an internship or probationary period, the period of which, most often, coincides with the familiarization stage.

2. Stage of adaptation.
The period of adaptation of a beginner can stretch up to a year, the period depends on the impact on and the team. The employee learns standards, rules, adapts to colleagues. The faster you manage to fit into the team, the faster the process ends.

3. Stage of assimilation.
At this stage, we can assume that the specialist has adapted to the team and functionality, is oriented in tasks and can perform them, and accepts the established values. As a rule, such employees are already considered full members of the team.

The main goal of the adaptation process is to reduce the costs of the organization due to the following factors:

1. Speeding up the process of entering a new employee into a position:
achievement of the required work efficiency in the shortest possible time;
reducing the number of possible downtime and errors associated with the development of functional duties.

2. Reducing the level of staff turnover:
reduction in the number of employees who have not passed the probationary period;
reduction in the number of employees who left the company during the first year of work.

3. Saving time and resources of the personnel involved in adaptation.

4. Create a positive attitude towards work, company and job satisfaction.

There are TOP 5 reasons why a newcomer leaves during the adaptation period:
1. Does not understand what exactly they want from him (there are no clear tasks).
2. Does not receive prompt explanations about work, does not know business processes and communication channels.
3. Does not believe in the reality of achieving goals: there are not enough tools to achieve them or simply does not know how to achieve them.
4. Too long and complex training, or complex functionality.
5. Believes that the desired financial level is not achievable.

Knowing the main reasons, the manager needs to influence them in order to eliminate or reduce the risk of employee leaving. As a rule, the first and fifth reasons are identified at adaptation meetings and closed there, it remains only to conduct them in a timely manner. How you can influence the rest of the reasons will be analyzed in the article below.

When attracting new employees, as a result of staff turnover or expansion, each new employee brings losses instead of the expected profit, until he achieves positive results. A lot of time and energy of managers and mentors is devoted to staff training, which could be used to achieve target indicators. In this case, accelerating the adaptation program and minimizing the participation of a living person in the adaptation and training process is one of the ways to optimize the costs of the adaptation process.

Ways to speed up and reduce the cost of adaptation

How to train personnel, bring newcomers into battle faster, but not waste a lot of resources for nothing?

There are 2 ways to reduce these costs:

1. Reduction of time for assimilation and memorization of information.
2. Reducing the time the company spends on training.

Consider each of them and start with the first path.

7 ways to speed up the memorization process

There are simple and basic things, by implementing which, you can get a 2-fold improvement in memorizing new information.

1. Infographics and flowcharts.

When perceiving information, a person puts it on the shelves, creating a structure or a semantic map. This takes a lot of resources, so it is wise for the trainer to prepare colorful flowcharts in the form of infographics in advance.

Such preparation will allow you to immediately lay out all the perceived material on the right shelves. The text structured in flowcharts saves the beginner's brain resources for building them on their own. This approach greatly speeds up the memorization of new information, making it easier. This happens because a picture is attached to each semantic unit, which activates associative memory.

2. Video materials.

No wonder YouTube has become the second largest search engine in the world after Google. People perceive information better through video. it affects more channels of perception: there is a picture and sound at the same time, and if you embed subtitles, a person can also read. Thus, all attention is completely immersed in the process of perception and it is difficult for extraneous thoughts to interfere with memorization. For example, if the training of new employees by a manager lasts 2 hours, video training can reduce this investment to 20 minutes.

3. Cards instead of long texts.

When a company is developing rapidly, new technologies and regulations are constantly appearing, which need to be trained and implemented as soon as possible. Most often, especially if the enterprise is large, multi-page instructions are used. The information in them is important, but how is a large amount of text perceived? As a rule, such instructions do not work. If you can not get away from long instructions and regulations, you need to make them simple, short and informative cards containing only the essence of the issue.

Cards can be at hand, they can be quickly found, viewed and remembered for a forgotten nuance. This allows you to avoid errors, saving the company's money also for their elimination. Interns are not intimidated by short and concise cards, unlike multi-volume regulations, and this reduces turnover during induction.

4. Non-standard questions that need to be answered.

Which training manual will be better remembered: in which you need to find the answer to the question asked, or which you just need to read and remember? Self-learned knowledge is remembered better. It is very effective to give the specialist a list of questions and the material in which he must find the answer, ask him to briefly write down the answers, for example, as on Twitter, no more than 144 characters. As practice shows, if a beginner reads a large amount of information, most often, he returns with an empty head. And if you give a list of questions, then the information is perceived more consciously, as he lives the answer. This way you can eliminate the need for training: give material, a list of questions and indicate the time to prepare a written response. Questions can be improved, for example, to give the task of finding an answer to the client's objections.

5. Knowledge base.

The manager can prepare simple and concise answers to frequently asked questions in advance. This will save the mentors time and eliminate the dead phone effect. Often, mentors convey answers to the beginner's questions or pass information to them through the prism of their consciousness, resulting in a deaf phone.

The knowledge base eliminates such an error and provides the ability to access it whenever there is a need to study a topic, a specialist will only need to go to the appropriate folder.

6. Stories.

In the stories from the practice of the company, the rules of efficiency are sewn up: how to do it and how not to do it. It is easy to include nuances from corporate culture, morality, valuable data in the story. After all, it is through stories that people easily and effortlessly remember everything that you need. You can tell a story about a client with whom there was a problem due to the lack of knowledge of any rule; talk about how much time and money the manager lost due to a mistake.

It is very effective to attach videos to the training material in which colleagues tell their personal stories from life or professional development, then explain how to act based on the mistakes that were made. Thanks to stories, beginners do not have to explain why they should do it this way and not otherwise. With the help of this method, the trainee seems to live the given stories himself, as if they become his personal experience.

7. Gradual learning when you need to memorize a large amount.

When you need to teach a large amount of information, it must be divided into 3-4 stages and each should be given at its own time, and not all at once. Often, in order to fully work in some positions, you need to know a lot of details and specifics. To learn such a volume at a time is a very difficult task.

As practice shows, in order to start work (in the first 2-5 days), an employee does not need all the information, but about 10-20%. Those. the most important and essential. Further, when he has already mastered, he can be given the main part, i.e. another 50% of the information that will fall on the actions already done by the beginner, mistakes and skills worked out in practice.

The remaining 20% ​​of the information is subtle details that come in handy not so often, they can be given at the third stage of training, for example, after 2-3 weeks of work. Thus, the employee begins to work already in the first days of training and remembers much better. Often 8-12% of applicants reach the end of training, using this method you can increase this number to 46-50% or more.

3 Best Practices to Accelerate Learning

1. Chatbots in Telegram.

This is a robot that has prepared commands and reactions to them. There are online constructors to organize and configure the bot, they just need to put the necessary information in the required order. It's no more difficult than making a PowerPoint presentation. In the telegram bot, you can paint a step-by-step path for the entire duration of the internship for each newcomer. Thus, the role of a mentor can be played by the telegram bot itself, which will guide the beginner through all the necessary steps, accept reports for each day and give answers from the bank of frequently asked questions. In fact, having come to the company, the newcomer receives tasks from the chatbot, walks around the company and learns new things, which is also included in the adaptation.

2. Test benches with real user cases and their solution.

Often, beginners are taught only in theory and are not allowed to work on real problems, because they can break wood. This makes learning not only ineffective, but also not interesting, which affects the overall result. With the help of the booth, the interns will be able to solve problems that the current employees actually faced. These can be user questions, cases, problems made up of the most common ones. The trainee needs to solve them in a certain time. Using this method, it is possible to reduce the working adaptation by 40%. After all, each block of theory can be fixed with practice by passing a test with typical real questions on this topic from clients.

3. Quests in training - training in the format of the game.

A quest is a complex of riddles, solving one, you get the next one. Thus, you can sew the entire training system into one big quest. To pass it, the employee will need to find answers to non-standard questions, pass tests, and complete a number of case studies. Once you have thought through the mechanics of the quest in detail, you can adapt it to each position.

How to exclude human participation from the process of employee training

1. Distance learning

LMS distance learning systems allow you to control the viewing of the desired material and guide the beginner through the desired scenario of the entire learning process. LMS is easy to implement in companies of any size, and can significantly reduce the cost of mass training. They help sustain, especially in distributed structures.

2. Step by step plan.

It is necessary to paint all the steps in advance, as if creating a map of the treasure island, according to which the trainee will independently pass. Often, newcomers have to be coddled with the fact that they do not have a clear map of actions, painted by the hour and minute. It is important to write where he will find the knowledge base, answers to frequently asked questions and an expert to whom he can turn in an emergency, etc. It is important to take the time to make a step-by-step plan for the trainee, which he can receive in the morning and report on it in the evening. Such a map will eliminate the need to invest time in explanations that you can get yourself. Those. will reduce the time of development of official duties.

3. Do not hire those who are not capable of quick learning.

To initially choose more when choosing, you should pay attention to:
- analytic skills;
- the desire for self-development;
- responsibility.

The most important thing in this case is analytical skills, they have a greater influence on the learning outcome and they are the easiest to evaluate. With developed numerical and verbal abilities, as a rule, an employee quickly grasps the material and delve into the details. This can also be assessed before the interview, for example with tests (such as COT) or trial assignments. This allows you to select the coolest, most intelligent guys and not waste time during the interview on those who cannot work at the desired rhythm. If we talk about the desire for self-development, then the reverse side of the medal can become the effect of an overflowing bowl when we hear: “I already I know everything.” With such an attitude, it is difficult to build effective work. Well, responsibility is important because the given tasks must really be done, moreover, in the time allotted for this.

It is sad that the consequences of the lack of a competent system of education are not obvious, they manifest themselves over a long distance, they are difficult to track if you did not concentrate on it in advance.

If you do not solve this problem now, then there will be losses:
-for the company in the form of a decrease in profitability, the omitted benefit is growing;
-for top managers in the form of worsening relations with owners, who start to have questions about work efficiency - they start to cut positions, invite anti-crisis consultants who create their own rules in the company;
- for the HR service in the form of budget cuts, increased requirements for candidates and lower salaries.

By working to improve the efficiency of the onboarding process, you will significantly save the company's costs and increase the profitability of the assigned departments.
Of course, ideally, it is necessary to apply all the described methods in combination, but even a separately implemented tool increases efficiency significantly.

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

ADAPTATION OF A NEW EMPLOYEE IN THE ORGANIZATION

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

What is staff adaptation?

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

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

Goals of staff adaptation

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

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

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

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

4. Employee satisfaction with the new job.

5. Reducing staff turnover.

Types of staff adaptation

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

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

1. Corporate adaptation is an introductory stage of labor activity. It involves familiarizing a new employee with the strategic goals and priorities of the company, obtaining information about its place in the market, structure, governing bodies, the procedure for document management, counterparties and the procedure for interacting with them, and other aspects of activity. It becomes clear to the beginner the general direction of future work: work in a large manufacturing company with foreign capital and with a staff of 1,000 people is one thing, and in a small company engaged in trade and procurement activities in the territory of a municipality, with a staff of about 20 people, it is completely different .

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

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

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

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

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

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

Stages of adaptation

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

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

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

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

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

Personnel adaptation methods

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

on-the-job training;

Training, business game;

Introductory tour;

Demonstration of educational films;

mentoring;

Supervision by the personnel department;

Testing.

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

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

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

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

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

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

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

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

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

Labor adaptation management

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

The tasks of adaptation management are:

Ensuring accelerated achievement of acceptable performance indicators;

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

Reducing the "turnover" of personnel;

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

Increasing the job satisfaction of the new employee;

Overall cost savings.

Labor adaptation management includes three interrelated organizational elements:

1. Structural consolidation of adaptation management functions.

2. Application of personnel adaptation methods.

3. Information support of the adaptation process.

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

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

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

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

E. Yu. Zharova

journal expert

"Human Resources Department

commercial organization"

Signed for printing on 30.08.2013

  • Adaptation, onboarding

Keywords:

1 -1


The period during which a person adapts to new ones, studies corporate rules and standards, is called adaptation.

Each company develops and implements its own methods and techniques that help in the speedy adaptation of a new employee. The purpose of these methods is to create conditions under which the adaptation process will take place much faster, after which a person will begin to work with dedication.

If this does not happen, the newcomer may experience immediately after being hired. The introduction of an adaptation program can reduce staff turnover, clearly present professional tasks to the employee, and reduce the time of natural adaptation of a new employee.

The adaptation process is a two-way process. On the one hand, an employee who gets a job takes responsibility for his decision. On the other hand, the enterprise, hiring a newcomer to work, assumes obligations.

Types of adaptation

The main types of the adaptation period include:


According to the types of individual perception by a beginner, the adaptation process can also be divided into several types:

  1. Negation. This happens when an employee disagrees with the values ​​of the firm. The standards and rules of the company go against his beliefs. In such cases, a person quits in the first month of work.
  2. Conformism. The newcomer accepts everything the company has to offer. These people form the backbone of the organization.
  3. Mimicry. The employee accepts minor norms and does not accept the main ones. Such people constitute a risk group, they are ready to quit at any moment.
  4. adaptive individualism. The employee accepts the main norms and rules, but moves away from some secondary ones, while maintaining his individuality. Such employees work well and for a long time in the company.

Adaptation, which is competently designed and carried out, allows:

  • Reduce staff turnover by 30-40%
  • Raise an employee who understands his tasks and performs them perfectly
  • Build a cohesive and friendly team

In addition, with a properly designed system, the company's management can find out if there are problems in, and mentors and managers can form managerial qualities.

Techniques of an adaptable person

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