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Modern adaptation programs. The personnel adaptation program is an urgent need for any enterprise. Feedback questionnaire for the manager

In this article, we will focus on the following questions

Principles and tips for maximizing employee onboarding effectiveness
How to implement an onboarding system in a company and encourage newcomers
What savings for the company helps to achieve the professional adaptation of staff

You will also learn

What idea did Enter manage to implement in their adaptation system, based on the plot of Star Wars?

Our company was about to undergo fundamental changes - production was expanded, a decision was made on the need to attract many new employees. It was not possible to find all the necessary specialists in their republic, so the search also began in other regions. Among other things, a quality director was invited from St. Petersburg. Naturally, we did not want to lose a valuable employee with a salary of 100-200 thousand rubles after passing the probationary period, paying for the move (including a car, housing, medical insurance and other expenses). For any company, staff turnover is not profitable. Therefore, we thought about creating and implementing a personnel adaptation system at our enterprise, which was intended to reduce staff turnover.

Let's consider the main elements that made up our system of personnel adaptation.

Newbie work plan for the first day and first week

Plan1- th working day: 

Meeting with your immediate supervisor.
Acquaintance with the team - under the guidance of the head of the department.
Acquaintance with the workplace is carried out by the head of the department.
Acquaintance with organizational structure(head of division).
Watching a corporate training film, filling out your employee workbook.
Meet the curator.
Mandatory briefing on technical safety, etc. (organized by specialists from the labor protection department).

Plan for the 1st week of adaptation of employees: 

Studying the job description, asking the questions that have arisen to your manager
Study of existing training and development programs in the framework of a meeting with the head, a training schedule is drawn up.
Also at this meeting, a schedule of trips is drawn up and their goals are indicated - if necessary, acquaintance with employees of other departments.
Clarification from the head of the criteria that will be used for the success of the probationary period, with the receipt of tasks for this period, recommendations for achieving the goals.
The study of the basic rules and regulations in the work of the enterprise - the names of the documents required for study by the personnel department are provided, their new employee you will need to find on the corporate server yourself.
Acquaintance with colleagues, learn about the tasks of each of them, discuss methods of work, exchange experiences.

Consider the methods of adaptation of personnel, which have proven themselves in our company.

Personnel adaptation program: 7 approaches

Educational film. A 40-minute video was filmed, in which the viewer was introduced to information about our enterprise. This included information on manufacturing process, sales channels, brands, strategies, areas of work, etc. A working group was invited to handle the script and filming. This group included the Quality Director, Technical Director, Commercial Director, director of operations. A media officer (from the marketing department) became responsible for the shooting. Separately, only the operator-editor had to be invited under a work contract - having allocated about 40 thousand rubles for his services. We have abandoned the excessive detailing of information in our film. We decided that the general idea of our company was quite enough for the audience, and the employee could get specific knowledge while working in his department.

Our company was the first in the holding to start shooting such a film. To get feedback, we decided to show our film to other managing directors, also to vice presidents and some employees of other firms that are part of our group (focus group consisted of about 20 people). The film received positive feedback from the focus group. The rest of the enterprises followed our example by filming their educational films in the same year. This approach is actively used today in the work of the parent company of the holding. Our group companies are located in different parts of the country, so employees cannot personally visit the parent company.

Usually beginners watch the created film on the 1st or 2nd day at the workplace. Then the employee fills out a special workbook - to make sure the answers are correct. Such a notebook is intended only for self-control, you can indicate notes while watching a movie or communicating with company employees - no one will check. A beginner should understand for himself - with a lot of wrong answers, he should then review the recorded film or clarify the questions that have arisen with his colleagues.

Informing about the slang of the enterprise. Given the specifics of the company, we use a lot of abbreviations in our work, it is simply impossible to remember all of them. In order for employees to speak the same language, an alphabetical table of abbreviations was compiled alphabetically. This catalog is located on the server, so any employee can download it and print it out. We left free fields in our catalog so that the employee himself can record his comments or indicate new abbreviations that are not recorded in the general list, but necessary for him to work.

Brochure guide for new employees. A brochure of 20 sheets is provided, indicating the names, contacts and positions of employees, information about the labor regulations, the organizational structure of the enterprise, answers to frequently asked questions, the main theses of our policy. Also in this brochure is a list of tasks that are assigned to the employee during the probationary period. Electronic and printed brochures are provided.

Meeting newcomers with employees from other departments. For all newcomers, the assistant of the department forms a schedule of meetings with employees of other departments of his company - the departments of marketing, sales, production, accounting, etc. The duration of each meeting is about an hour, under the guidance of a leading specialist or head of the department.

During the meeting, the employee is told about the impact of the work of the department on achieving the overall strategic goals of the company, what tasks are assigned to the department, what issues the newcomer will need to discuss with the specialists of the department. Such meetings are held during the first 2 weeks of the newcomer's work. He will be able to learn how different employees in the company interact, to understand all stages of the workflow in the future and with whom to discuss the implementation of the project. Meetings are usually held separately for each newcomer. Although, if 2-3 employees are employed at the same time, meetings are attended together.

The innovation was normally accepted by the heads of the department, since it was clear to them that today they would devote an hour of work to employees of other departments, and tomorrow their colleagues would help bring the subordinates who were already in need of it up to date. Such assistance turned out to be beneficial to everyone, so newcomers from all departments quickly mastered the necessary information about the activities of the enterprise.

Curator for each new employee. An employee with at least 3 years of experience recommended for the role of curator is usually invited to this position by their leader. However, one should not be forced to recruit someone for this role (such work is not additionally paid) - therefore, you need to choose only among those who meet the established requirements. The curator will help the newcomer with useful recommendations on the specialty and work, solve everyday issues if the employee has moved from another city. In particular, he will advise the best places to rent an apartment, search for kindergartens or schools, fitness centers, etc.

Feedback request. A fairly common tool in our work. To do this, we offer a form that an employee can send to colleagues by e-mail, asking them to fill out. Including, you can ask for an assessment in an oral conversation (an optional procedure). This is what we teach during thematic seminars.

Probation results. Based on the results of the probationary period, the employee needs to organize his own meeting with the manager. We need to see the initiative on the part of each employee of the company, and not just the performance of their duties. Within the framework of the meeting, the new employee will have to sum up the results of work over the past months (3-6 months, depending on the specific position), report on the results of their tasks, achieve certain goals, and share their impressions of work.

If the manager is satisfied with the new subordinate and is ready to leave him on the staff, the new boss must make plans for the employee for the next six months.

Results of the implementation of the personnel adaptation system

Results of the introduction of the personnel adaptation system. Every month, our company measures the level of employee turnover, with data analysis during the quarter and year. Thanks to the adaptation program, we were able to significantly change the situation in the company:

employee turnover among middle managers decreased by 65% in a year.
decrease in staff turnover among top managers by 30% per year.
reduction in the number of people leaving for the first half of the year - by 250%.
saving the company's funds on compensation for medical examinations of employees. Indeed, in the work of a food enterprise, such costs must be compensated - the savings amounted to about 200 thousand rubles annually (for each inspection, about 3 thousand rubles).
reduced the cost of compulsory training for employees of various specialties - by about 50 thousand rubles a year.

Total economical effect due to the adaptation system in our company reached about 3 million rubles. Also, the benefits were supplemented by a general improvement in the atmosphere in the team.

Examples of staff adaptation

Alexey Dmitriev, Director of corporate development trading network Enter, Moscow

The adaptation and mentoring program in our company is aimed at office workers. The program, called "The Path of Power" (inspired by Star Wars), brought a number of improvements to the company's operations. The most experienced employees are assigned the role of Jedi, while newcomers remain Padawans. The employee responsible for the employee adaptation system uploads data from the accounting system every day about employees who will soon go to work. Then he manually appoints his Jedi for each. We have 2 rules - Jedi must work in pairs, they can be from any department, in addition to where the new employee will get a job. It is more convenient to work in pairs - given the different workload schedules, it is also easier to communicate with strangers. When the Jedi are approved, a notification is automatically sent to them, and a reminder is added to the calendar about the day the employee leaves for work.

Correspondence acquaintance. The day before a new employee goes to work, a Jedi will call him - introduce himself and ask him to contact him immediately after arriving at the office for a meeting and discussion of working moments. The Jedi on this day also determines whether everything is prepared for the work of a new employee - he makes sure that a computer is available, the necessary programs, he calls the head of the new employee's department to remind him of the new employee's entry to work.

1st working day of a new employee. A pair of mentors greet a new employee in the morning, talking about available information on corporate portal. As a rule, a couple of hours is enough for this. Such a meeting gives the newcomer to understand that they were waiting for him.

The following days. A new employee has the opportunity to ask any questions to his Jedi, for example, what to do if a chair breaks or to resolve a conflict with a colleague. At the end of the trial period, he receives a letter in which we ask him to evaluate the help of the Jedi. For the work done, mentors are assigned points for the corporate game "Olympiad" - in order to encourage the excellent results of our employees.

Svetlana Kuzmicheva, Deputy Vice President for Production and Development, Komos Group LLC
gd.ru/

Adaptation, onboarding

Keywords:

1 -1

The concept of adaptation, its goals, types and elements. Characteristics of the activity of OOO "Foriss". Analysis of the program and management system for mentoring and adaptation of new employees of the company. The procedure for conducting an internship, the rights and obligations of a mentor and an intern.

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RUSSIAN ACADEMY OF ENTREPRENEURSHIP

courseworkWork

by discipline

"Fundamentals of personnel management"

on the topic:« Developmentadaptation programs for new employees (for example,Foriss LLC» )»

Performed:

Student gr. ZUP-072

Mikhalchenko T.L.

Teacher:

Kostromina E.A.

Noginsk - 2009

Introduction

1. Rationale for the need for an adaptation program

1.1 The concept of adaptation, its goals

1.2 Types and elements of adaptation

1.3 Sample projects development of a system of adaptation and mentoring of personnel

2. Analysis of the development of the adaptation program at Foriss LLC

2.1 Characteristics of the activities of Foriss LLC

2.2 Mentoring and adaptation programs for new employees of Foriss LLC

2.2.1 General

2.2.2 Adaptation program

2.2.2.1 Introduction to the organization

2.2.2.2 Individual adaptation program

2.2.3 Regulation on mentorship

2.2.3.1 General

2.2.3.2 Organization of mentoring

2.2.4 Procedure for the internship and commissioning of newly recruited employees

2.2.5 Rights and obligations of a mentor

2.2.6 Rights and obligations of an employee (trainee)

2.2.7 Mentoring motivation

2.2.8 Analysis of the employee onboarding management system

3. Improvement of the adaptation system at Foriss LLC

3.1 Proposals for improving the adaptation system. Adaptation by competencies

3.2 Measures to implement the proposed measures

Conclusion

Bibliography

Applications

Introduction

The basis of 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. Contribution human resources in achieving the goals of the organization and the quality of the products or services provided depends primarily on how effectively the work on personnel selection is carried out. But even best system selection is not able to provide the proper result, if not enough attention is paid to the issue of adaptation of new employees.

The dismissal of an employee due to his inability to master a new job or fit into the team will nullify the results of the selection and lead to additional material costs and looking for another employee. A good organization strives to maximize the potential of its employees by creating conditions for their effective work. The employee evaluates the organization in terms of what role it plays in his life, 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. Thus, on present stage it is necessary to understand the importance and significance of managing the adaptation of workers, as one of the elements of the personnel management system. The problem also lies in the fact that currently existing theoretical and practical developments on adaptation issues often do not take into account industry specifics and the specifics of specific enterprises.

Thus, the relevance and insufficient development of adaptation issues in modern conditions determined the choice of topic, setting goals and objectives, the structure and logic of the study.

The purpose of the work is to develop recommendations for improving the process of adaptation of personnel in Foriss LLC. Achieving this goal is due to the solution of the following key tasks:

1) determine the essence of the concept of "personnel adaptation", identify the goals and methods of adaptation;

2) reveal the types of adaptation, explore the factors influencing it;

3) analyze the stages of adaptation;

4) characterize OOO "Foriss";

5) analyze staffing and the personnel management system of the enterprise under study;

6) to investigate the process of adaptation of personnel in LLC "Foriss"

7) Determine ways to further improve the adaptation process at Foriss LLC.

Achieving the goal and solving the tasks set determined the structure of the course work. The first chapter will cover the main theoretical basis adaptation of personnel, the basic concepts and essence of adaptation, its types and forms, the rationale for the need are disclosed. In the second chapter, an analysis of the features of the personnel adaptation system in Foriss LLC will be given, its strengths and weaknesses will be identified. It should be noted that along with a very competent approach to business processes, this company takes seriously both the personnel policy in general and its individual components, such as corporate culture, adaptation, certification, personnel reserve, training, etc.

The third chapter will be devoted to recommendations for improving the management process of the enterprise under study.

The object of study of this work is the process of personnel adaptation. The subject of the study is the process of adaptation of personnel in Foriss LLC.

In the course of the study, the following scientific methods were used: observation, analysis of bibliographic sources, methods for analyzing financial and economic activities, processing personal cards of employees undergoing adaptation, a questionnaire survey, and interviews.

The practical significance of developing recommendations for Foriss LLC is due to the fact that a properly implemented adaptation process should lead to:

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

- reduction of staff turnover;

- saving time of the immediate supervisor and ordinary employees;

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

Much attention was paid to labor adaptation in the 70-80s. leading domestic theorists: Dikareva A.A., Zotova O.I., Ivanov V.N., Ivantsevich J.M., Lobanov A.A., Kryazheva I.K., Oshevskoy E.I., Podmarkov V.G. ., Rusalinova A.A., Taranov E.V., Filippov A.F. Their research was based on the fact that the worker must adapt to the conditions of production, and adaptation management consisted mainly in influencing the behavior of the worker. At the same time, market transformations, a change in forms of ownership, and a general deterioration in the economic condition of the country led to the fact that in the second half of the 80s and in the 90s. issues of labor adaptation management as a way to improve the efficiency of personnel use have faded into the background. Only in some jobs does the labor adaptation of the worker to production environment the enterprise is considered as an element of the personnel management system (Kibanov A.Ya., Maslov E.V., Olegov Yu.G.). Among domestic scientists investigating this problem at the present time, one can single out Botkina O.I., Erokhin R.A., Maslova E.V., Nekrasova V.I., Pavlova K.V., Samochkina V.N., Sagittarius P.E., Sarabsky A.A., Shabanov M.A., Shatalov N.I., Shishkina M.I. and others. Despite the wide variety of studies in this area, all authors agree on one thing: to help the employee successfully integrate into new organization- the most important task of its manager and personnel specialists.

1. Rationale for the need for an adaptation program

1.1 Concept of adaptation, her goals

In the very general view adaptation - " the process of adapting the worker to the conditions of external and internal environment» . The term "adaptation" is extremely broad and 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 does not close on production, and production - includes technical, biological, and social aspects.

We can give the definition, in our opinion, of Edgar Stein's social adaptation: "the process of learning the threads of power, the process of achieving the doctrines adopted in the organization, the process of learning, understanding what is important in this organization or its divisions." Pleshin I.Yu. Personnel Management. - St. Petersburg, 1995. - P. 77.

In its most general form, staff adaptation is a controlled process of adapting a new employee to:

· organizational culture of the company;

· to your primary team;

· the requirements placed on him by the company;

· own workplace.

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 more short time.

The author of the textbook "Practical Personnel Management" V.R. Vesnin begins the chapter on staff adaptation with a definition of the concept of "induction", believing that it is with this process that the activity of a new employee in the organization begins. Actually, Vesnin considers adaptation as the next step after the introduction to the position of recruiting new personnel, defining this process as "adaptation to the content and conditions of work, social environment" Vesnin V.R. Practical personnel management. - M., 1998. - P. 216. . Within its framework, a detailed acquaintance with the team and new responsibilities takes place; assimilation of stereotypes of behavior; assimilation - complete adaptation to the environment and, finally, identification - identification of personal interests and goals with the general ones.

Recruitment and hiring is a rather lengthy and expensive process - by the first day of a new employee's work, the company is already spending significant funds on him. Therefore, the company is interested in the fact that the hired employee does not quit after a few months. However, as statistics show, the highest percentage of those hired leaves the organization during the first three months. The main reasons for leaving are the discrepancy between reality and expectations and the difficulty of integrating into a new organization. Helping an employee to successfully integrate into a new organization is the most important task of his manager and HR specialists.

Often a "newcomer" comes to the enterprise, and his workplace is not prepared, and no one is particularly concerned about this, beginners are given the right to swim out on their own. But since the first impression usually leaves a deep mark, such a procedure can have a long-term negative impact on the employee's motivation and attitude to work.

"Experience" of this kind can often explain the high turnover in the first weeks or months of work and the reasons why a new employee may feel alienated and take a negative attitude towards the organization right from the first day of work. If new employees are left to themselves, then the organization cannot influence what they accidentally learn and will lose the opportunity to create a positive attitude towards work and loyalty to the traditions of the company. The adaptation of personnel allows you to eliminate or reduce the influence of these reasons on the behavior of new employees, thereby facilitating their entry into the organization.

Let's list the reasons why you need to focus your attention on the adaptation process.

1. Reduced time spent on achieving optimal productivity. Any delay in providing new employees with instructions, equipment, resources and necessary training can slow them down to their expected level of performance. Each day of delay is frustrating for the employee and can result in thousands of dollars in lost revenue if it is related to new product development or sales.

2. Using a new employee as a source of information for recruiting, searching for potential candidates. By asking the newcomer who else was successful in his previous firm, managers can fill their talent pool with little effort. Sometimes you can directly ask newcomers to help in attracting their former colleagues.

3. Conducting competitive intelligence. By asking a new manager about the best practices of the previous firm, his new manager can get a lot of new ideas.

4. Creation of the image of the company (“the best place to work”). In the first week, a beginner can phone his friends dozens of times. How a new employee is treated during this critical period will influence how they are told about how they work. If the reviews are positive, then his friends may want to get a job in your company. Negative comments can also affect a firm's overall image and even future sales.

5. Clarifying manager's expectations. On the first day, it is important to make sure that the new employee knows what the manager expects from him, what the tasks of the department are and what contribution he personally can make to the development of the company.

6. Understanding employee expectations. It is equally important that the manager find out what the new employee's expectations are regarding the conditions and content of work, training, promotion.

7. Acceptance by the employee of the principle of "separation of responsibility". It is important to make clear to the new hire that they share the responsibility of becoming a productive member of the team.

8. Job decision support. The manager needs to "finish the sale" by admiring the new employee and supporting his decision to join the firm. You should answer all the questions of the newcomer, dispel his fears and give him information for discussion with friends.

reduction of initial costs: while new employee he does not know his workplace well, methods and methods of work, he works less efficiently;

Reducing the impact of a sense of uncertainty on the labor behavior of new employees;

Reducing the likelihood of layoffs of new employees;

Formation in the new employee of a sense of involvement in the affairs of the organization, interest in organizational development;

Formation of a correct understanding by the new employee of their official duties and the challenges ahead;

Developing the new employee's skills and abilities to perform work;

formation of a high level of motivation for work in a new employee, understanding of his role in the success of the organization;

· activating the creative potential and increasing the effectiveness of "old" employees by increasing their involvement in the life of the unit;

· Increasing the level of team cohesion.

There are many forms and methods of personnel adaptation in the organization. At the same time, the main goal of all adaptation measures is to help the employee start working with maximum efficiency in a new place as soon as possible.

A properly built employee adaptation system allows an organization to solve several problems. important tasks:

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

Achieving the required work efficiency in the shortest possible time;

Reducing the number of possible errors associated with the development of functional duties.

2. Reducing the level of staff turnover:

Reducing the number of employees who have not passed the probationary period;

Reducing the number of employees who left the company during the first year of work.

According to A.Ya. Kibanov, goals adaptations are:

Reduction of start-up costs, since while a new employee does not know his job well, he works less efficiently and requires additional costs. Effective onboarding reduces these costs and enables the new worker to achieve established norms performance of work;

· reduction of anxiety and uncertainty among new employees. For

The vast majority of people are characterized by fear of the new, the unknown. The stressful state of a new employee is usually associated with fear

failures in work and lack of orientation in a new work situation;

Reducing labor turnover, because if newcomers feel uncomfortable in a new job and unnecessary, they may respond to this by dismissal;

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

· development positive attitude to work, job satisfaction. The adaptation process should contribute to the formation of a positive attitude of new employees to the organization, to their unit and to the task assigned, which is an indispensable condition for high performance. Kibanov A.Ya. Fundamentals of personnel management / Infra-M: Higher education. 2005. - P.16.

The adaptation process should contribute to the formation of a positive attitude of new employees to the organization, to their unit and to the task assigned, which is an indispensable condition for high performance.

Summarizing all of the above, we highlight the benefits of having an adaptation system for both the new employee and the organization.

Benefits of having an onboarding program for a new employee

· Obtaining the full information required for effective work;

· Reducing the level of uncertainty and anxiety;

· Increasing job satisfaction and developing a positive attitude towards the company as a whole;

Mastering the basic norms corporate culture and rules of conduct;

· Building a system of interaction with colleagues;

· Obtaining effective feedback from the mentor and line manager on the basis of the probationary period.

Benefits of having an onboarding program for a company

· Creation of a mechanism for assessing the professional and managerial competencies of an employee and his potential based on the results of work in the first months;

Identification of shortcomings of the selection system existing in the company;

· Development of managerial competencies of mentors and line managers;

· Justification of personnel decisions regarding both the newcomer and mentors after the end of the adaptation period;

· Increasing employee loyalty to the company as an employer.

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.

1.2 Kindsand elementsadaptation

Adaptation activities carried out in an organization can be classified according to various criteria.

1. By influencing the behavior of a new employee:

o passive: the new employee acts as a passive object of adaptation measures;

o active: adaptation measures encourage the new employee to strive for independent entry into the organization.

2. According to the impact on the personality of a new employee:

Progressive, conducive to personal development;

regressive, not conducive to the development of the personality of a beginner (most often this situation occurs if the work performed does not require a person to show all his abilities or only contributes to his one-sided development);

3. By level:

primary - when a person is first included in a permanent labor activity at a particular enterprise;

secondary - at the next job change.

3. For the reasons that caused the need for adaptation:

· at the start labor activity when a person first comes to a permanent job in a particular organization;

· when changing jobs;

· upon promotion, when the circle of production contacts of the employee expands, the level of tasks to be solved and the measure of responsibility increase;

· when demotion, when a person needs help to cope with a stressful situation;

· upon dismissal of an employee, when the organization assists him in finding a new job or in retraining.

Introduction to the consideration of the last three varieties of adaptation expands the very concept of adaptation as an entry into the organization, which, perhaps, is not entirely justified. However, the experience of many organizations indicates the need for such adaptation.

Two more types of adaptation can also be distinguished:

adaptation of the employee in a new position;

adaptation of an employee to a demotion;

4. Directions:

production ;

non-productive .

Production, in turn, is divided into:

Professional: active development of techniques and methods of implementation professional activity, the acquisition of the necessary skills in the workplace;

Psychophysiological: the adaptation of the body of the worker as a whole to the conditions of labor activity, its effectiveness and the time of such adaptation largely depend on the physiology and psychology of the person, his health and working conditions;

Socio-psychological: adaptation of a person to the characteristics organizational culture, to the primary team and the interpersonal relations that have developed in it, to the existing leadership style;

Administrative: bringing to the notice of the employee the internal regulations, his official duties, powers and responsibilities of the heads of the organization, to whom he can apply on certain issues;

Economic: convincing the employee of the fairness of the motivational system existing in the organization and the remuneration he receives for his work;

Non-production, which is divided into:

Adaptation to the social infrastructure of the organization: a new employee is introduced to the possibilities for improving housing conditions, using the services of institutions Catering, education and culture, sports and recreation facilities and recreation centers;

Adaptation to non-productive communication with colleagues: a beginner is involved in non-productive working time various activities of an organization or department.

The last classification criterion is decisive for a broader subclassification. It can be most clearly represented in the form of a diagram given by Kibanov Kibanov A.Ya. Fundamentals of personnel management / Infra-M: Higher education. 2005. - p.38.

Socio-psychological adaptation person to production activities- adaptation to the immediate social environment in the team, to the traditions and unwritten norms of the team, to the style of work of leaders, to the peculiarities of interpersonal relations that have developed in the team. It means the inclusion of the employee in the team as an equal, accepted by all its members. It can be associated with considerable difficulties, which include deceived expectations of quick success, due to an underestimation of the difficulties, the importance of live human communication, practical experience and an overestimation of the value of theoretical knowledge and instructions.

When conducting social and psychological adaptation of an employee, it is necessary to answer the following questions:

· What style of communication is accepted in the team (friendly, official business, bohemian, etc.)?

How is it customary to address employees of equal level / position, subordinates, managers?

Are there any groups, “camps”, territories in the company? What are the relationships between them?

· With whom to have lunch? Who do you smoke with?

Who has children of the same age? Who has cats/dogs/fish/birds? Who has similar hobbies?

· What can / can not be discussed in the smoking room, at dinner?

Who can/shouldn't you turn to for help/advice?

Professional adaptation consists in the active development of the profession, its subtleties, specifics, necessary skills, techniques, methods of decision-making to begin with in standard situations. It begins with the fact that after finding out the experience, knowledge and character of the beginner, they determine the most appropriate form of training for him, for example, they send him to courses or attach a mentor. Complexity professional adaptation depends on the breadth and variety of activities, interest in it, the content of work, the influence of the professional environment, and the individual psychological properties of the individual.

A new employee needs to master the following professional aspects of work:

· Technologies and techniques used in the company;

· Standards of work, documentation;

Norms, regulations, technical requirements;

· Professional and career development;

· Opportunities for training, professional development;

· Parameters for evaluating the quality of work.

Psychophysiological adaptation -- adaptation to work activity at the level of the worker's body as a whole, resulting in lesser changes in his functional state (less fatigue, adaptation to high physical exertion, etc.).

Psychophysiological adaptation does not present any particular difficulties, it proceeds quite quickly and to a large extent depends on the health of the person, his natural reactions, and the characteristics of these conditions themselves. However, most accidents occur in the first days of work precisely because of its absence.

To psychophysiological, we will attribute adaptation to such elements as:

· Work schedule shifted in relation to the usual;

· Shift work work;

· Irregular working hours, if the employee is not used to it;

long business trips;

· Project work

The essence of other forms of adaptation is clear from the names. We will decipher only some of their elements.

Speaking of Corporate adaptation mean the answers to the following questions:

What is the position of the company in the market? How are things going? What is it striving for?

· What are the strategic goals and priorities of the companies?

· Who are the key customers? Who are the main competitors?

How is the company managed? Who makes the decisions?

· What is the structure of the company? Where are the divisions located?

· What is the frequency and technology of planning and reporting?

What are the procedures and regulations in place?

· Who signs the documents and in what order?

Organizational adaptation

· I am looking for the restroom? Where can you smoke? Where is the dining room?

· Where can I store my belongings?

Where can I get a permanent pass?

· When and where are the salaries paid?

How do they drink tea/coffee here? Can you bring your own mug? Can I drink coffee at work?

· How to order a stationery, a courier, a car, a meeting room?

Whom should I contact about computer problems?

· Where can I get the required corporate mobile? How do you celebrate birthdays? How much to give as gifts and to whom?

What time is it customary to go home?

Technical adaptation

A new employee during the adaptation period will have to:

Remember the new password, get used to new keyboard;

· Set up a mail program, get the usual bookmarks in the "Favorites", add the necessary contacts to the "Address Book";

· Master a new model of telephone, fax machine, copier, booklet maker, etc.;

· Understand the internal information storage system, where everything is, what are the names of the necessary folders;

· Master specific production (warehouse, IT, etc.) equipment;

· Master specific software (DB).

1.3 Standard project of the system of adaptation and mentoring of personnel

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.

The standard employee adaptation program includes three main stages:

1. Introduction to the organization. This is a rather lengthy process, taking 1-2 first months of work. The process of induction into the organization should facilitate the assimilation of accepted norms and rules and provide employees with the necessary information that they need and want to have. Planned work on the introduction of an employee into the organization involves providing him with basic information about the organization and the potential opportunities provided to employees. The employee is provided with information about the history of the organization, its prospects, policies and rules, the organizational structure, work order, location of divisions and branches, etc. The employee is introduced to the organization's personnel policy: principles of recruitment, disciplinary requirements, established procedures, benefits for employees, opportunities for advancement, 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 organization. Many organizations publish booklets containing all the necessary information related to the introduction of employees to the organization.

2. Introduction to division provided by the department head. The new employee is introduced to the work of the unit and to the employees. Sometimes the manager appoints one of the employees as the novice's curator for the period of adaptation.

3. Job introduction. The direct supervisor of the new employee begins communication with the new employee after the head of the department has talked to him. The direct manager is responsible for familiarizing the new employee with the work and his role in the unit. The manager reveals to the new employee the main content of his professional activity and what contribution he can make to the overall success of the unit and the organization as a whole. When applying for a position, attention should be paid to the following issues:

Colleagues of the new employee and their tasks;

General type of tasks for the nearest period;

The requirements for work (productivity, quality, etc.), the degree of responsibility for the results of work and the importance of his work for the success of the unit;

Responsible for training an employee in the unit (mentor);

Start and end time of work lunch break and scheduled breaks, if any;

Date of issue of wages;

Storage area for personal items.

1. The employee is given the opportunity to ask questions that he had in

during the working day.

2. Emphasizes the manager's interest in providing

any assistance needed to the new employee.

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

The successful adaptation of a new employee is evidenced by:

Lack of discomfort in the workplace, feelings

insecurity, fear of a new job;

Mastering the necessary amount of knowledge and skills required for

Conformity labor indicators and employee behavior expectations

management and colleagues.

The authors of the textbook "Personnel Management" T.Yu. Bazarov and B.L. Eremin. Personnel management / Ed. T.Yu. Bazarova, B.L. Eremin. - M., 1998. - S. 237-242. They propose to divide the adaptation process 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 situation. 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 given 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.

Stage 3. Effective 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 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.

The change of stages causes difficulties, called "adaptation crises", since the impact of the social environment usually increases dramatically. As a result, the employee develops a state of anxiety, resistance, stress, search for a way out, the emergence of a need for a more active development of the hitherto unknown.

At each of these stages, a well-thought-out adaptation management system is required. If we talk about specific measures or stages of adaptation, then the functions of the immediate supervisor and the HR manager should be clearly distinguished. So, for example, Bazarov and Eremin see the distribution of responsibilities during the preparation and implementation of the orientation program:

Orientation functions and activities	Responsibilities
	immediate supervisor	personnel manager
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

As we can see, a significant part of the responsibilities for career guidance of personnel lies with immediate supervisor . This is highlighted in several teaching aids. Vesnin in this sense is the author, widely revealing his functions at all stages - from "induction" to the final stages of adaptation.

With an individual introduction to the position (which, again, is preferable to a group one, as it is more efficient and less expensive), the immediate supervisor “congratulates the new employee on the start of work, introduces him to the team (tells his biography, emphasizing the merits), introduces the unit and the situation in it, sets out in detail the requirements, including unwritten ones, reports on the difficulties that may be encountered and the most common mistakes in work, about future colleagues, especially those who have a difficult character and those who can always be relied upon, ask for advice ... The leader instructs, monitors the first steps of the beginner, identifies the strengths and weaknesses of his preparation, determines the real need for additional training, and provides comprehensive assistance in adaptation. Personnel Management. Ed. T.Yu. Bazarova, B.L. Eremina, M., 1998, pp. 237-242.

The adaptation process itself is also greatly facilitated by the participation of the leader in it. His duties include conducting preliminary work with future colleagues, so that the newcomer is well received; appointing a guardian, checking the state of material working conditions.

During the first week, it is desirable for the manager to see the employee daily, learn about successes and help eliminate problems. This will allow as early as possible (ideally within a month) to fully get an idea of \u200b\u200bhis weaknesses and virtues, relationships in the team, diligence, and appearance.

It is advisable for the manager to have an adaptation control card and constantly keep this process in view. At the first stage, he needs to help the new employee choose the most suitable workplace, at the second - to assist in mastering the intricacies of their profession, the third - related professions, as well as involve in the affairs of the team.

In charge personnel manager includes:

1. Acquaintance with the organization; characteristic; terms of employment; salary.

2. Presentation to the manager, immediate supervisor, training instructor.

3. Organization of excursions to workplaces.

4. Explanation of working conditions, familiarization with the functions (together with the manager).

5. Organization of training (together with the training department).

6. Introduction to the team, introduction of employees (together with the manager).

2. Analysisprogramsadaptation of new employees inForiss LLC»

2.1 Characteristics of the activities of Foriss LLC

Foriss LLC is one of the structural subdivisions of the SportMaster Group of Companies, which includes various subdivisions (Divisions, Offices, Departments, Services, Departments and Groups). Each of the departments has its own goals and objectives, its own area of work. But at the same time, they all function to achieve a single result in the common interests of the Company.

As part of the divisional structure (in accordance with Order No. 71 for the Company dated July 29, 2005), Management Company(MC) and seven Divisions: Distribution Division, Retail Division, DivisionO` STIN, Real Estate Division, Logistics Division, Ukrainian Branch, Belarusian Branch.

The structure of the Logistics Division includes Foriss LLC (warehouse) and SteelarService LLC (transport services).

The main provisions of the strategy of the SportMaster Group of Companies, and, consequently, Foriss LLC as one of the group companies:

· Increasing productivity.

“Labor productivity should become the core value and core philosophy by which each of the Company's managers is required to make decisions in their daily activities.”

Transition to a new technological level:

l introduction of advanced retail technologies

l automation (selection of an IT solution to support changes).

Improving the efficiency of the businesses of the Group of Companies:

increase sales on the existing base

ü increase the efficiency of the logistics system

“Logistics is the basis for future significant large-scale resource savings, including in the field of labor productivity”.

Increasing the competitiveness of the offer:

ü activation of work on Privat Labels (PL)

l development of new formats

ь improving the quality of the product portfolio and its management

· Improving the manageability of businesses.

Modernization of the system for working with goods:

ь centralization of supply chain management (SCM - Supply Chain Management);

ь automation of changes in processes and management structure (IT support).

The modernization of the system for working with goods took place from 2005 to 2006 in four stages:

Automation of the Receiving Area and Storage Area by Boxessmall-sized

Palletization Area Automationsmall-sizedgoods and sports equipment (MGT / SPI)

Storage Zone Automationoversizedgoods (KGT)

Picking Area Automationsmall-sizedgoods and sports equipment (MGT / SPI) Corporate newspaper of SportMaster Group of Companies. - №1 (8) May 2006. Topic of the issue "Strategic Conference"

LLC "Foriss" has achieved such success in distribution and transportation due to the fact that the company's management considers these activities as a source of competitive advantages, and not as secondary functions. And they support these activities with the necessary capital investment.

The size of the warehouse area is more than 30,000 sq.m. Several thousand units of goods are serviced daily in the warehouse. Employees of the organization, regardless of position, require high preparation for the performance of their duties, because. the entire inventory management process is automated.

The company employs over a thousand people. The structure of the organization includes such departments as Administration, Accounting, Planning and Economic Department, Distribution Center No. 2, Automated Warehouse Zone, Automated Pickup and Shipment Zone, Goods Shipment Group, Bulky Goods Warehouse, Pre-Sales Preparation Group, Administrative and Economic Department , Operation Service, Auxiliary Warehouses and Expertise Group, Repair and Refurbishment Department, Personnel Service, Control and Audit Department, Control Service, Technology Department, Supply Chain Support Department, Software Department.

The main activity of the organization is the maintenance of goods, starting from the receipt of goods at the warehouse, scanning with entering the goods into the database, warehousing, ensuring competent, high-quality storage, movement, pre-sale preparation of goods, ordering on request, ending this cycle with the release of goods from the warehouse.

Each site is specific, high-tech and has its own subtleties and nuances. Consequently, the organization cannot afford to have illiterate, inattentive employees. It follows that there is an urgent need for training and adaptation of new employees.

2. 2 Programssmentoring and adaptation of new employees of Foriss LLC

2. 2 . 1. General Provisions

The Adaptation Program for New Employees is intended to introduce a unified adaptation procedure in all structural subdivisions of the Logistics Division.

The adaptation procedure is aimed at:

- to ensure a quick entry into the position of a new employee, reduce the number of possible errors associated with new working conditions, reduce discomfort;

To assess the level of qualification and potential of the employee during the probationary period;

- reducing staff turnover and, as a result, reducing economic losses associated with the selection and training of personnel;

- receiving "feedback" from a new employee: joining the team, impression of work, etc.

This program should be known and used in their work:

Heads of structural divisions;

Mentors;

Personnel service employees.

This procedure involves the formation of a general idea about the Sportmaster Group of Companies and the Logistics Division, its main activities, organizational features, features of the relationship between the organization and the employee (the procedure for hiring and dismissal, wages, benefits), working conditions, etc.

It is carried out during the first week of work of the employee and consists of 4 stages:

I stage - Introductory orientation interview. The main objective of this procedure is to provide a new employee with information about the Sportmaster Group of Companies and the Logistics Division, the services provided and the specifics of labor relations. An orientation interview is held after the formation final offer on hiring and agreeing on a release date. It is also possible to hold it on the first day of work. The interview is conducted by the head of the personnel service or an employee of the service on his behalf. For candidates accepted for key positions, it is possible to conduct this interview with the head of the structural unit, the General Director.

Key questions for the orientation interview:

Company on the market:

The main activities of the Company.

The position of the company in the market.

Immediate and long term goals.

Forms and methods of work.

Company inside:

The history of development;

The main divisions and the content of their activities;

The management of the company, the division of powers, the procedure for making decisions.

II stage - Registration for work. This procedure is carried out according to « Instructions for setting and conducting personnel office work”, approved by order for DL No. 60 dated September 24, 2007.

If the position involves training in a group, and then passing the final exams at the training center of the Logistics Division, registration is carried out after the successful completion of training (warehouse operator).

When registering in the personnel service, the employee is issued a Memo of a new employee, which helps to navigate the organization in the first days:

Memo for employees of the Department of External Logistics of the Division "Logistics" (Appendix No. 1);

III stage - Personal acquaintance with the structural unit and its employees. After completing all required documents when hiring, the employee is introduced to the personnel of the structural unit and the main premises of the office are shown. Depending on the category of employee, this detour can be performed by the immediate supervisor or another employee on his behalf, as well as an employee of the personnel service.

Within 3 days, an employee of the personnel service through an internal email newsletter informs the heads of structural divisions of the Logistics Division, as well as employees interacting with a new employee, according to their official duties, last name, first name, patronymic, position, name of the division and internal telephone number of the new specialist.

IV Stage - Familiarization with the workplace.

a) General familiarization with the workplace is carried out by the immediate supervisor or mentor. For specialists and managers, the head of the structural unit, together with the HR specialist, appoints a mentor from among employees who have worked for more than 1 year and have the following qualities:

High level of professional competence;

Ability and willingness to share their experience;

Loyalty to the company: devotion to the cause of the company, maintaining its standards and rules of work;

Communication skills, flexibility in communication, organization, tact.

The role of mentor can be taken over by the immediate supervisor.

For warehouse operators with little experience in the position (or no work experience), a mentor is appointed in accordance with the "Regulations on mentoring employees of the Distribution Center of the Logistics Division", approved by order No. 40 dated May 18, 2007.

A mentor or immediate supervisor conducts individual training for a new employee in the following areas:

Obtaining a package of documents that help the new employee to enter the position more comfortably and efficiently (job description, position on the unit, list of office phones);

Studying the requirements for the workplace, familiarity with the instructions for technology own work and work of the department;

Study of instructions related to the interaction of structural divisions, as well as internal and external document flow of the Logistics Division.

A new employee must be provided with a workplace (desk, stationery, equipment for document storage, methodological literature, other working materials for general use);

b) Instructions for use technical means(ATS, personal computer) is carried out by the head of the OTO UIT (or his employee). Registers a new employee as a network user, explains the features of using the Company's network capabilities (disks and information stored on them, public directories, etc.) and gives introductory advice on using specific software products. To work with the Lotus Notes electronic program, a new employee is issued a Lotus Notes User Instruction

2.2 . 2.2 Indusindividual adaptation program

The individual adaptation program is focused on all new employees. The program is drawn up by the immediate supervisor, agreed with the head of the structural unit and the head of the personnel service.

Depending on the position held, the program is compiled in accordance with the following applications:

Individual adaptation plan for managers and specialists of the Logistics Division (Appendix No.2 );

Individual adaptation plan for technical staff and drivers of the Logistics Division.

The adaptation program for warehouse operators is regulated by the “Regulations on mentoring employees of the Distribution Center of the Logistics Division”, approved by Order No. 40 dated May 18, 2007.

The individual adaptation program is divided into parts:

- Entry into office (first month). The entry plan is fixed in the first part Individual plan passing the probationary period, where its implementation is recorded. In this part, the adaptability and learning ability of the employee is assessed. This stage involves the full entry of a new employee into the position, i.e. acquisition of specific skills specific to this position (for example, maintaining internal documentation, etc.), a good orientation in the activities and structure of the DL and in the structural unit.

Main objectives of the events

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

The general system of adaptation measures includes a favorable impact on the following areas of work:

minimizing the cost of employee training;
quick determination of the most effective role of an employee in a particular organization;
reduction of staff turnover through high-quality training of each employee and the manifestation of the most favorable attitude towards him;
creating a positive atmosphere in the team, eliminating possible conflict situations, disputes, etc.;
creation of team cohesion, formation of the most positive attitude towards newcomers among experienced employees.

Who can be responsible for carrying out adaptation measures

As a rule, the responsibility for adaptation lies with specialists from personnel service. But other additional persons can also take part in this procedure, for example, the head himself, the head of the department, laboratory staff, etc.

If the organization is large, a separate position of a staff adaptation specialist may be introduced in it.

Create an action plan

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

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

Composition of adaptation programs

The adaptation program is developed by responsible persons of the enterprise. It should contain all the necessary information, for example, on the methods used, on the assessments and selection criteria, on the permissible forms of exposure, etc.

When compiling individual program adaptation for each employee, such important circumstances as: his current work experience, age, health status, feedback from previous jobs, etc. are taken into account.

At the same time, there are several mandatory points that apply to each new employee, for example:

preliminary acquaintance with a potential candidate. This can be either an oral conversation with a responsible person of the company, or filling out a specially designed questionnaire, etc.;
getting to know everyone internal documents companies that will be directly related to the further professional activities of the employee - job description, agreement on liability, regulation on wages, etc.;
a description of the organization's safety practices. This is especially true for those enterprises in which special or dangerous conditions labor;
direct acquaintance of the new employee with the rest of the team. This can be an acquaintance with all members of the organization, as well as with a separate structural unit to which the employee will be attached;
a final assessment of the skills and abilities of an employee, for example, after passing a mandatory probationary period.

Additional activities may also include:

Constant contact with the employee in order to find out his achievements for a certain period, for example, for a week. This method of feedback is very effective, since it is it that allows you to monitor the progress of the beginner as clearly as possible. In addition, the employee himself will always be able to ask questions of interest to him on the job.
Implementation of the introduction of a new employee to the team through the organization of a special procedure, for example, an introduction ceremony, a small meeting, creating a favorable and relaxed atmosphere during the acquaintance.
Maximum assistance in organizing a comfortable place of work for a beginner - the implementation of the necessary rearrangement, the issuance of new materials, familiarity with the features of the operation of equipment, etc.
Organization of additional trainings, games, corporate events that will help the employee to establish mutual connection and communication with the team as soon as possible.
The constant increase in the requirements, a clear explanation of the tasks set, so that the employee has time to understand what exactly they want from him.
Organization of additional training in the event that an employee needs maximum help and support in a particular area of work.

Before approving the adaptation program, the following, the most important, criteria should be checked, for example:

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

It should be remembered that an individual adaptation program really should correspond to the special traits and characteristics of a person’s character. Only in this case it will be able to bring the most positive and high results. It would not be superfluous to know about such important points, as the main character traits of a beginner, the presence of ambition, the degree of sociability, features of thinking, marital status, etc. Special attention you can also pay attention to previous work experience - the reasons for dismissal, the features of communication with the previous leader.

An example of a compiled adaptation program

For a store employee

1 th day

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

2-7 days

Get to know the store's current stock, learn about specialty products, and learn how to maximize your sales success.

8-10 days

Briefing on conflict resolution, behavior and communication with visitors, skills of answering provocative questions.

11-14 days

The beginning of the internship, the transition from the theoretical part to the practical. Customer service under the guidance of a designated mentor.

15-20 days

Attempts to work independently under the supervision of a mentor. Clarification of questions of interest to the beginner during a conversation with the head. Development of psychological techniques and skills in communicating with clients.

21-30 days

Implementation of independent work in accordance with the established schedule and requirements. Evaluation at the end of the preliminary labor activity. Relevant conclusions of the management and the responsible person about the possibility or impossibility of further employment.

Adaptation of a radio station worker

Week 1

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

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

2 weeks

Acquaintance with the current internal documents of the organization, including the job description of the employee. Submission of information on the current labor discipline, about the peculiarities of organizing breaks, about the general principles of the distribution of working time, etc.

3 week

Organization of joint games and leisure activities, compilation of motivational programs, creative tasks and creation of scenes for resolving conflict situations.

4 week

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

5-8 weeks

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

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

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

The above examples clearly confirm the fact that any adaptation program must have a clear time frame. Only in this case, it can really bring the desired results.

It will not be superfluous to constantly sum up the preliminary results. This advice is especially relevant if the adaptation period is long enough. As a result, the person in charge may simply forget about some of the newcomer's achievements, as well as other important nuances.

That is why it is better to do a small summing up quite often, for example, every week.

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

The process of adaptation of new personnel in the company, unfortunately, continues to be a forgotten "child" for many recruiting managers. Until now, many companies do not pay enough attention to the process of organizing work on the adaptation of personnel. Someone does not have enough time resources, someone has money, and at this stage, employees leave the company, who, due to various shortcomings in the adaptation program, could not adapt to the new conditions.

The adaptation period is necessary so that only the new employee can quickly adapt to the company, working conditions and the team. A properly developed personnel adaptation plan will help to avoid troubles and surprises, both on the part of the employee and on the part of the company. In addition, a well-thought-out adaptation program will help save the company money, because a new employee cannot immediately return the funds invested in him and the time of managers and staff. In general, it also reduces the feeling of anxiety and uncertainty in newcomers, significantly reduces staff turnover, creates a positive attitude towards the work process and satisfaction.

Let's consider what stages should be present in terms of staff adaptation so that this process goes as painlessly as possible for both parties.

It is important to note that, in addition to the HR manager, the immediate head of the unit is also involved in the process of adaptation of a new employee. This option is most effective for companies with up to 30-40 people. If your company is larger, then you need to choose a mentor. Since the manager already has enough work, the chosen curator will help to adapt the new employee. It is important that the personality of the customer meets the following requirements: having more than 3 years of experience in the company, a high level of professional and communicative competencies, as well as the desire of the employee himself to play the role of a mentor. At the same time, it is important that he not only be able to cope well with his professional tasks, but also be able to teach this to others.

preadaptation period. This stage begins with the actual interview with the candidate. That's when he gets the very first information about the company. Here it is important to provide it in full and objectively, without holding back anything, as far as the company policy allows. As experience shows, the more reliable information a future employee receives at this stage, the easier the process of adaptation in the future.
Primary stage. It follows immediately after the decision on hiring a candidate for work is made. He is sent contract of employment, in which you need to specify in detail all the conditions offered to him and, as much as possible, agree on everything still “on the shore”. This is necessary so that in the future there will be no discrepancies between the candidate and the company in understanding the terms of cooperation. It is also necessary to conduct a conversation, during which it is necessary to highlight such points as the history of the company, the main stages of its development, the main provisions of the corporate culture, the requirements for the company's employees, the style of clothing that is adopted, the procedure for remuneration and other necessary general information. Such a conversation can be conducted by both the recruiting manager and the immediate supervisor. If the latter does this, then he also talks about the terms of reference and powers, voices the tasks and goals, including those for which the assessment of the probationary period will be made. Be sure to conduct a tour with the company, show where the dining room, toilet and other public places. Also, the future employee gets acquainted with his workplace and introduces himself to the company's team. During the execution of all documents for hiring an employee, it is necessary to familiarize not only with the employment contract, but also with the internal regulations of the company, job description and other important documentation.
Real adaptation. This period is the most important in adaptation. How a person can effectively and timely perform the tasks assigned to him will depend on his assessment as a professional. Usually, at this time, a plan for entering the position is formed, where all the tasks to be completed are prescribed. This may be the study of local and general regulations, job descriptions, familiarization with guidelines and various practical tasks. A separate block prescribes the tasks set and the criteria for evaluating their implementation, familiarization with the accountability system and other documentation that the employee will maintain. It is also important that the employee is familiar with the range of services and / or goods provided by the company. It is better to control the execution of each stage of employees in order to notice in time if something goes wrong.

An example of what an employee onboarding plan looks like in principle:

	Informing the company's team about the departure of a new employee before his arrival Preparing information for a future employee: prepare all information materials that will be given to an employee on the first day of work, namely: internal telephone numbers, a list of city telephones of the company, parking passes and permits, availability of a PC, telephone, office equipment, necessary set of stationery and consumables Getting to know the company short information about its position in the market, prospects and development goals, history and procedure for applying for a job (showing a video film, presentation, orientation interview, tour of the company's office (welcome-book) Conducting a welcome training Newbie Book/Brochure Loan Registration for work (filling in all the necessary documents, writing an application for employment, signing an employment contract, familiarization with the job description and internal regulations) Introduction of a new employee to the company team (oral and / or written presentation) Acquaintance with the structure of the company, its features and corporate values, the study of internal standards of correspondence Familiarization with the procedure for remuneration in the company and additional benefits, if any Personal acquaintance with the company, introduction to colleagues in the department, showing the main premises of the company Familiarization with the workplace, studying the software necessary for work, connecting to all communication networks of the company, obtaining all the necessary accesses and permissions to work on a PC) Briefing on the rules for the use of communications General safety briefing Familiarization with the work schedule	HR manager Human Resources Assistant HR manager HR department worker Department head HR manager Employee of the labor protection department
1st week of work	Consolidation of a mentor, a closer acquaintance with employees with his help Learning company slang Acquaintance with the functions of the department, its structure, goals and tasks, interaction with other departments of the company Studying the package of documents required for work Studying the technology of work on one's own duties and responsibilities, describing in detail the current work and expected results Introduction to career opportunities Studying the structure of interaction with other departments Receiving employee contacts for interaction Studying the rules of document management Drawing up a work plan for this period of work Studying the criteria by which the performance of the tasks will be assessed Drawing up a training schedule Connection to distance learning courses in the company	Mentor / Head of department
1st month of work	Report at the end of the month Examination of basic knowledge and skills (according to the agreed criteria) Summing up the results of the first month, feedback, evaluation Activity analysis Task schedule for the remaining trial period	Mentor / Head of department
2-3rd month of work	Performing immediate work tasks Task plan adjustment Activity analysis Summing up the trial period Evaluation of the passage of the probationary period	Mentor / Head of department
After passing the probationary period	Preparation of monthly work plans Implementation of a plan In-line plan adjustment	Mentor / Head of department

If the adaptation period was successful, then the new employee will feel confident and comfortable in the company. It should be remembered that adaptation is a two-way process. It all depends on the desire of the employee to work in this company, and she, in turn, should help him in every possible way in training and support in the person of her employees.

The most striking indicator that the adaptation program is built properly will be the fact that the employee remains with the company for a long time. An alarming signal is the dismissal of an employee up to a year. In this case, you should check the adaptation program and the work of the leader in this regard. After all, if an employee does not find support, respect and understanding from the manager and at the same time understands that he can find another job, he is unlikely to stay on this one.

CAME, SAW AND STAYED. ADAPTATION
Tarelkina T.V.
"Fotodelo" №3, 2003.

Why is staff adaptation necessary? How does the company's personnel policy affect the adaptation process? What are the benefits of creating a personnel adaptation system for a company? What determines the success of the onboarding process for a new employee? What is the process of adaptation: stages, directions? How to manage the adaptation process?

Adaptation is an adaptation, the adaptation of the body to changing environmental conditions. Some adapt faster, others slower. In any case, this is the time when the body is less efficient and more vulnerable. It is in this position that a new employee who comes to the company finds himself. The process of adaptation occurs, whether we are aware of it, whether we help the employee or not.

For example:
The management of a small company (25 people) decided to introduce the position of a sales representative to help sales managers. Picked up 10 sales representatives with the prospect, leave the top 6. New employees were given a tour of the office, showed the company's products, presented to managers and handed the company's catalog for self-study. This took an hour. The new employees then perused the catalog from the front desk and the office kitchen. The workplace for sales representatives was not provided, because they must be on the road all the time. No one else paid any attention to them that day. On the second day, 8 sales representatives remained. Two quitters decided that it was impossible to learn the entire assortment of the company (650 positions, 4 articles each with all the characteristics and prices) in two weeks. Management paid no attention to the loss. A week later, 3 more sales representatives quit. The management was worried and decided to clarify the situation. It turned out that no one took care of them. Independent study of the assortment is difficult, because there is no general idea, a system that would help you navigate and keep it in your head. By the end of the trial period, only 2 sales representatives remained in the company.

In many ways, the process of adaptation of personnel is determined by the personnel policy of the company. What can be personnel policy And how does it affect the adaptation process?
1. Lack of personnel policy - adaptation is spontaneous, unsystematic; everything happens as if by itself (what the results will be is unknown). The above example clearly demonstrates this kind of adaptation;
2. "Spartan education" - not only is the process of entering into new team, but also specifically create difficulties; those. adaptation according to the principle "surfaced - well done, drowned - your problems"; but the survivors in such conditions are no longer afraid of anything (unless, of course, they prefer another job)
3. "We take super shots" - we hire highly qualified specialists, we try to provide them with all the conditions for work, and we expect the maximum return (the question is that each such employee prefers to be a soloist, but problems may arise with "choral singing");
4. "Growing superhumans" - we hire graduates or just newcomers to our field of activity and teach them everything they need to know. Good way, only very costly - training at the first stage takes a lot of time not only for a beginner, but also for a mentor, not to mention material costs. But it's worth it.

Here are the options for personnel policy in pure form. But not all companies can afford "super-personnel" or grow employees "from scratch", and at the same time do not consider it necessary to arrange a survival course for newcomers. There is a so-called mixed personnel policy. It is typical for a large number of companies. Basically, these are medium and small companies. The purpose of the adaptation of the personnel of companies with a mixed personnel policy is the optimal ratio of time, money and effort spent on adaptation and reducing the period of training of new employees. It is in this context that we will consider the construction of a personnel adaptation system.
Adaptation of personnel is the process of adapting the needs, values and professional competencies of new employees to the requirements placed on them by the organization in accordance with its strategic goals and values.

What gives the company the presence of a well-organized, effective process of adaptation of personnel?

1. Reduction of costs for the period of development
Thanks to a well-thought-out, organized adaptation process, the period of development of employees is reduced. They reach a given level of productivity earlier, and begin to bring profit to the company.

2. Reducing staff turnover and replacement costs
The fact of leaving a large number newly recruited employees in the first six months of work - is well known. The reasons may be different. On the one hand, these are omissions in the selection of personnel. Employees are not suitable for professional competencies, personal characteristics, values, and the company rejects them. On the other hand, this is a discrepancy between the employee's expectations from working in the company and reality. As a result, the employee leaves.
A well-established system of personnel adaptation allows you to better know a new employee, his abilities, expectations, improve his professional level, determine areas of proximal development and work prospects in the company. This is a win-win process for both the company and the employee.

3. Saving time for the immediate supervisor and ordinary employees
A frequent anti-argument of the need for staff adaptation is the lack of time ("So there is no time, and then they brought in new ones ..."). In fact, an organized, thoughtful process of adaptation of employees saves time for managers and ordinary workers. How? As usual, through the distribution of functions and responsibilities. It’s just that during spontaneous adaptation, no one measured how much time a newcomer spends of his own and employees in order to obtain information on any issue. He takes employees away from work until he finds a more free and patient one. And so on for each question.

4. The emergence of a new member of the team a sense of job satisfaction, reducing anxiety and insecurity
Naturally, when a new employee is explained everything, shown, checked for understanding, trained, and only trained are included in independent work, there are fewer mistakes in his work, and more satisfaction with himself and his work. Success, support, attention gradually reduce anxiety and increase the self-confidence of a new member of the team.

5. The basis for the formation of the commitment of an employee to the company
Every company dreams of having adherents among customers. And among employees? It used to be customary to work all your life in one place, but now it is fashionable to change jobs almost every year. qualified, professional specialists looking for work in companies that meet their expectations - this is already a sustainable trend not only of the future, but also of the present in personnel management. Qualified personnel is a competitive advantage for any company. The adaptation process is the employee's "second" impression of the company after the selection. It is more objective, balanced, rational. Rational is easier to work with than emotions. The main thing is to know what the new employee's expectations are in relation to the company, how he assesses his compliance with the requirements of the company, how he sees his further development, possible prospects. All this, combined with success, attention, support and self-confidence, is a good basis for building employee commitment.
To develop an adaptation system, it is necessary to have a good idea of the adaptation process itself with its stages and directions.

The adaptation process includes the following stages:
1. Familiarization: at this stage, the employee first gets acquainted with the company, with his immediate responsibilities, with the features of the corporate culture
2. Habituation: at this stage, the employee learns the norms and rules adopted in the company;
3. Assimilation: the main task of this stage is the inclusion of a person in a new environment, mutual acceptance;
4. Identification: the final stage of adaptation, characterized by the maximum convergence of the goals of the employee and the organization.
If the first two stages are essentially finite, i.e. new conditions sooner or later become familiar, familiar, then acceptance and identification do not occur immediately and need constant reinforcement. This is how, slowly but surely, the commitment of the company's employees is formed.

The adaptation process includes three equivalent and interrelated areas:
- organizational adaptation;
- socio-psychological adaptation;
- production adaptation.
Successful mastering of professional knowledge and skills is impossible if the employee does not understand his role in the organization, does not share its values and attitudes, does not see the prospects for his work and experiences difficulties in communicating with other members of the team.

Directions of the staff adaptation process

Direction of the adaptation process	Organizational adaptation	Socio-psychological adaptation	Production adaptation
The essence of the direction of adaptation	Assimilation of written and "unwritten" norms and rules of the company	Inclusion in the team of the company, department	Mastering your direct functional duties
Purpose of referral	Acceptance by a new employee of values, attitudes, principles of organization without compromising personal values	The fastest overcoming by the employee of natural uncertainty when entering a new place	Mastering the system of professional knowledge and skills by a new employee and their effective application in practice
Necessary actions for referral	- Familiarize the new employee with the company's policy (mission, goals, corporate culture, traditions, working conditions, form of payment, etc.) - Familiarize with the organizational structure, place, functions and role of the new employee in achieving the success of the company - Provide information about the employees with whom the new employee will interact (role, functions, where they can be found, how to contact, what questions to contact) - Provide "written" company rules (general instructions, quality service standards, internal regulations, etc.)	- Introduce the new employee to the company management and direct management - Introduce and introduce the new team member to the department staff - Introduce and introduce the new team member to employees of other departments with whom he will constantly cooperate - Tell the newcomer about the employees with whom he works: character, hobbies, achievements, etc. - Carry out an informal procedure for entering the company/department - Participation of a new employee in festive, cultural and social events of the company - Conduct team-building training sessions	- Explain to the new employee the main tasks and immediate responsibilities; - Familiarize yourself with the job description and other work instructions - Discuss objectives and performance indicators for the period of adaptation and for the future - Conduct training for a new employee (introductory course, trainings, supervision, etc.) - Attach a new employee to a mentor and conduct an internship - Include in independent work

This is an indicative list of actions. The company needs to form its own list of actions in each direction. If a new employee arrives, you will not have to feverishly think about what else to do, to whom to submit, what documents to submit for study. It will only be necessary to correct the necessary actions depending on the position to which the new employee has come.

An important role in the adaptation of a new employee is played by the management of the adaptation process.

Managing the onboarding process, like managing anything else, includes the same functions: planning and organization, motivation, control, evaluation.

The employee adaptation plan allows you to build all the necessary actions in each direction in certain order, determine the forms of their implementation, performers and deadlines. This allows you to better organize the adaptation process, optimally allocate time and responsibility.

Sample onboarding plan for employees

Events	Executor	The form	Timing
Compilation of characteristics based on the results of the interview	HR manager	Written reference	Before going to work
Preparation of documents (application, employment history, Contract)	Secretary	in writing	within 5 days
Familiarization of the newcomer with the company's policy (mission, goals, internal corporate culture, traditions, working conditions, form of payment, etc.)		Conversation
Explanation of the main tasks of the activity and immediate responsibilities	Immediate supervisor	Conversation	at the preliminary interview
Workplace preparation	Secretary		1st day of work
Entry ritual: - Presentation to co-workers - Placement of information about the employee on the stand - Attendance at the meeting - Shared tea	Supervisor	at the meeting	1st week of work
Appointment of a mentor	Supervisor	Orally	at the 1st meeting
Familiarization with the types of reporting (forms, forms, procedures); answers on questions	Mentor	Package of documents, Conversation	1st week of work
Rules for working with office equipment	Secretary	Practical demonstration	1st week of work
Introduction to computer database	Secretary	Practical demonstration	1st week of work
Introduction to the working group, involvement in projects	Immediate supervisor	at the meeting	as needed
Periodic quality and performance monitoring	Mentor	in a meeting, personal contact	as needed
Interim interview on adaptation issues, identification of emerging difficulties	Mentor	Personal contact	after 1 - 1.5 months
Conducting a pre-certification conversation (career planning)	Direct supervisor, HR manager	Personal contact	after 0.5 years
Drawing up a plan-report for certification	New employee (with the help of a mentor)	in writing
Certification	Management	Interview	in a year

It is very important that the plan presents specific actions, deadlines and performers.

Example (continued): Sales representatives onboarding experience has shown management the importance of this process and the need to manage it. New employees came to the company in turn for top positions: sales director, financial director, marketing director. After discussing with the management of the tasks and indicators for the probationary period, each of the directors prescribed his adaptation plan.

But one adaptation plan is not enough, constant monitoring and evaluation of the work of new employees is necessary.

Example (continued): Recruiting new employees for top positions, the company focused on "super-personnel". Therefore, management did not interfere in the work of directors. By the end of the probationary period of one of the directors, it turned out that only 3 points out of the plan of 25 points were fulfilled. There were no improvements other than the introduction of a planning and reporting system in the sales department. The company's management was forced to fire the sales director. Other directors, colleagues taught by experience, prepared reports on adaptation, applied all the "material evidence": developed documents, performance indicators in their area, reports of subordinates, etc.

Moral support and motivation of a new employee to overcome the difficulties of joining the company plays an important role in the adaptation of personnel.

Example (continued): The new sales director was monitored more strictly, the results were asked every week, which allowed the management to "keep abreast". But the director himself once confessed to the HR manager: “The office was shown, the tasks were discussed, the plan was written, and then they were thrown “like a kitten into an ice hole.” They demand, they don’t explain anything, they don’t help. is not accepted by the company.

A good tool for monitoring, evaluating and motivating new employees is feedback on the work done: what went well, what can be done better and how. In addition, regular feedback allows you to track the mood of new employees, their impressions of work, the team, to understand how the expectations of a new employee from the company and reality coincide, etc. Successful completion of the adaptation phase by a new employee can be judged by the following indicators:
- work for the employee has become familiar, that is, it does not cause feelings of tension, fear, uncertainty;
- received the necessary amount of knowledge and skills required for work;
- the new employee reached the specified level of performance indicators;
- behavior corresponds to the established requirements;
- the new employee expressed a desire to improve in the profession, and he connects his future with this job, the company;
- success in work is projected on the feeling of success in life;
- established friendly relations with some members of the team and equal relations with the group.

An important issue in the process of personnel adaptation is the acceptance of responsibility for the results of the stage not only by the company (performers), but also by the new employee. The adaptation of the staff does not at all mean leading a new employee by the hand and putting him the necessary papers at the time, etc.

For example: a company with an extensive network of branches conducted training and internships for new employees. Then they were all assigned to branches and worked for a month in branches that had not opened, working out the technology of working without a flow of customers. In one branch, the instructor-mentor only helped newcomers if questions arose that were not in the training and instructions. Each case was used as a training case. In another branch, the instructor-mentor answered all the questions of new employees. They used it and did not try to remember the instructions. As a result, at official opening the first branch worked quietly, and in the second, the instructor-mentor was "torn" between employees, not having time to correct mistakes and calm down indignant customers.

Let's summarize. The success of the onboarding process depends on:
- The presence of a well-thought-out and organized system of adaptation of personnel;
- The quality level of the professional adaptation of a new employee: training, internships, mentoring;
- Objectivity of assessment of new employees (both in the selection process and in the process of adaptation of employees);
- Prestige and attractiveness of work in this position, department, company;
- Flexibility of the personnel training system operating within the organization;
- Features of the socio-psychological climate that has developed in the company;
- Personal characteristics of the adaptable employee, etc.

So, the personnel adaptation system is necessary for both the new employee and the company itself. The personnel adaptation system allows both parties to get to know and understand each other better. The success of both parties at the stage of adaptation depends on whether the employee will remain in the company, whether he will eventually become its adherent.

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Introduction

Introduction

Thus, the relevance and insufficient development of adaptation issues in modern conditions determined the choice of topic, setting goals and objectives, the structure and logic of the study.

The purpose of the work is to develop recommendations for improving the process of adaptation of personnel in Foriss LLC. Achieving this goal is due to the solution of the following key tasks:

1) determine the essence of the concept of "personnel adaptation", identify the goals and methods of adaptation;

2) reveal the types of adaptation, explore the factors influencing it;

3) analyze the stages of adaptation;

4) characterize OOO "Foriss";

5) analyze staffing and the personnel management system of the enterprise under study;

6) to investigate the process of adaptation of personnel in LLC "Foriss"

7) Determine ways to further improve the adaptation process at Foriss LLC.

The third chapter will be devoted to recommendations for improving the management process of the enterprise under study.

The object of study of this work is the process of personnel adaptation. The subject of the study is the process of adaptation of personnel in Foriss LLC.

In the course of the study, the following scientific methods were used: observation, analysis of bibliographic sources, methods for analyzing financial and economic activities, processing personal cards of employees undergoing adaptation, a questionnaire survey, and interviews.

The practical significance of developing recommendations for Foriss LLC is due to the fact that a properly implemented adaptation process should lead to:

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

- reduction of staff turnover;

- saving time of the immediate supervisor and ordinary employees;

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

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