Job description of the manager for adaptation of personnel. Adaptation of the leader to the new position. What is a document
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 onboarding program will help save the company money, because new employee cannot immediately return the funds invested in it 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.
- Prev adaptation 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:
necessary set of stationery and consumables
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HR manager Human Resources Assistant HR manager HR department worker Department head HR manager Employee of the labor protection department |
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1st week of work |
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Mentor / Head of department |
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1st month of work |
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Mentor / Head of department |
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2-3rd month of work |
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Mentor / Head of department |
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After passing the probationary period |
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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.
Recently, in my papers, I dug up old handouts for the management skills training that I conducted in 1996 ... I don’t even know whether to admire or be horrified :) this anniversary. For 20 years I have been working with managers of the different levels, but, as practice shows, the problems in their work remain the same. I'm not afraid of this word - "eternal" problems :).
One of these "eternal" managerial problems is adaptation of the leader to new position . The nature of the personnel reshuffle is not important: promotion or demotion, transfer to a new area of work / to a new division or organization / to a new large-scale project, etc. The important thing is that such movements are often carried out not at the initiative of the worker (" I was offered, so I agreed"), and do not always coincide with his career and work expectations (" Actually, I would like to work in the position of... , and I would be more interested in doing..."). A career choice is proposed ("fork"), where each alternative has its own "pluses" and its "minuses". This choice is not always simple (something has to be sacrificed), and from the point of view of psychology is situation of professional stress and sometimes even leads to a professional crisis.
The heaviest stress occurs when a leader "jumps" to another career level: he was an ordinary worker, and became a lower-level manager (foreman, head of department, etc.); was a specialist, but became a middle manager; was the head of a division, and became a top manager, heading an entire enterprise or responsible for a separate line of business / market of the company. Psychologically, the most difficult thing is to “jump” from an ordinary worker (or specialist) to lower / middle-level managers. Especially if you need to manage your colleagues, with whom you spoke on an equal footing just yesterday. And today you are no longer "your", but "bosses" :). It is necessary to change the entire previously established system of relations, to "put" oneself in the team again in the role of leader.
How to do it ===>
Entering a new leadership role can be called professional adaptation of the leader. I recently came across a monograph A. Reana "Psychology of personality adaptation. Analysis. Theory. Practice" (M, Prime-Eurosign, 2008; browse ;)), which has a pretty good chapter specifically on managerial adaptation.
I'll bring her brief summary(plus some of my comments, plus valuable usefulness at the end ;)) , I hope it will be useful for novice managers:
"...term "adaptation" can be used in relation to the situation when an employee (one’s own or accepted “from outside”) is appointed to a managerial position. In this case, we can introduce the concept of "managerial adaptation" ("manager's adaptation"), by which we mean the process and result of active balancing with the changed professional environment, which allows you to effectively achieve goals and is based on a number of personal neoplasms.
I will translate from psychological into ordinary language :) If you want to be productive in a new position - learn, develop, change yourself! "Personal neoplasms" are new knowledge, skills, habits, competencies, etc.
"The adaptation process is especially important for a specialist, appointed to a leadership position for the first time. As our pilot studies have shown, about 43% of the interviewed managers experienced difficulties at the very beginning of their managerial career, another 18% described their situation at that time as very difficult. This was most often due to a lack of managerial skills and only secondarily due to a lack of special knowledge.
I'll add on my own ... I conducted similar kinds of questionnaires among experienced managers. In fact, 100% of managers experience difficulties at the beginning of their career :). The only question is how they perceived these difficulties then, and how they remember it now. It depends on personal characteristics: there are optimists who "do not dramatize"; have high self-esteem (and believe that "everything is normal, everything is under control"); and there is a property of human memory to selectively retain mostly good memories. As a rule, even if in the questionnaire a person answers that at the beginning of his career there were no difficulties at all, then in the course of an in-depth interview with him, he recalls a pile of these very difficulties :)). He simply treated and treats them relatively easily.
Those who immediately recall the beginning of their managerial career as "very difficult" either have objective reasons (the company was in a deep crisis, and the beginning of their career took place as an anti-crisis manager), or their career began with some serious mistake, and this one life lesson they remember for a long time.
"As recent studies by Australian scientists show, well-established engineers are not natural leaders at all. This is primarily due to the fact that many engineers, having turned out to be leaders large organizations, mainly focused on achieving short-term benefits. As a result, the strategic tasks of survival and development were in the background, which inevitably led to difficulties with changes in the environment".
Typical story :). It is very difficult for a person who is used to being responsible for a specific limited area of work to break away from micromanagement and switch himself to a vision of the whole - a strategic perception. That is why for newly minted leaders (even if they are not top management) courses / trainings / coaching will be extremely useful on strategic management and systems thinking.
"According to the well-known management consultant Peter Fischer, the newly appointed leader must consistently decide the following seven tasks:
— actively meet the expectations of senior managers, colleagues and subordinates;
- Establish and develop productive relationships with key figures In the organisation;
— constructively analyze the current situation from the point of view of the structure of interactions and development prospects;
- develop a motivating spectrum of immediate and long-term goals;
— to establish a positive climate for transformation based on all the positive potential accumulated so far;
— effectively initiate these transformations with the involvement of all employees;
use symbols and rituals productively."
Please note that there are not only tasks of managerial adaptation, but also tips on how to solve them;)
-communications purposeful building of relations with all stakeholders;
-goal setting(moreover, a certain novelty of these goals is important, so that subordinates feel that "a new broom sweeps in a new way" :));
OWN motivation system(here it is important to understand that any organization has certain motivational resources and mechanisms; but their effective use depends on the specific leader. It is extremely important for a novice leader to master the available motivational tools, demonstrating to his subordinates what "sticks" and "carrots" he can and will use: ))
"Here is how I. P. Volkov describes the specifics of managerial adaptation in the most difficult, perhaps psychologically, situation - the appointment to a lower management position for the first time:
Let's say you were appointed to the position of master for the first time. You still do not have sufficient experience in organizational activities in production ...
First of all, you need to get to know the people with whom you will work. Then you should study the state of production, the equipment of workplaces, the organization of labor, the availability technical documentation. You must also assess the level of labor and moral-political activity of workers, understand the relationship in the team. Start your acquaintance thoughtfully, slowly, talk individually, take your time with a meeting of workers. Meet the leaders of all departments in the shop.
Focusing on the situation in general terms, it is necessary to outline an action plan for "entering" a new position. Such “entry” is not a matter of one day or even one month. For some beginners, this process stretches for one and a half to two years. You need to gain experience to feel confident in different situations. It is necessary to psychologically master the situation not only in your area, but also in the workshop, even in adjacent subdivisions. Then confidence in decisions and actions will come.
* * *
"We conducted a survey of 231 subjects (heads of various levels of organizations and enterprises, management experience ranged from one year to 16 years). They were asked about open form: "After my first appointment to a managerial position, I faced the following difficulties: ...". A detailed analysis of the responses received showed that they can be divided into two fairly homogeneous groups.
The first group of responses of respondents-managers is difficulties in goal acquisition and goal formation when entering a new management activity. The most typical answers in this group were: “I didn’t know where to start”, “I didn’t understand the tasks we were facing”, “It was difficult because there was complete uncertainty”, “It was difficult to orient and explain to people what we would do further”, etc.
The second group of answers Difficulties associated with interacting with subordinates. Here, answers are highlighted that describe difficulties in uniting, rallying everyone around a common cause, problems in relations with older subordinates, fear of being alone before starting a new business, etc. The most typical answers in this group are: “It was difficult to establish business relations with some employees, since I myself used to be their subordinate”, “More experienced employees and those who had a long work experience treated me critically”, “I encountered low production discipline, incompetence of a number of employees”, etc.
"Based on the literature data and the results of our own research, we can approach the description of the main personality neoplasms of the adaptive leader.
First, the new leader (especially the first-time manager) needs to move to a different level of goals that become broader and qualitatively more complex. If earlier the scale of tasks was not high and they were rather narrowly specialized, now the leader faces goals that are closer to the global goals of the organization.
So, the first important personal quality that a manager must develop after his nomination is the ability to identify, operationalize the global goals of the organization, turning them into unit goals and tasks for subordinates.
Secondly, after the appointment as a leader, it is required to develop anew or expand the set of techniques, methods of interaction between the manager and subordinates.
The second significant personal neoplasm for a manager in the process of his adaptation to a new management activities is the expansion of their role repertoire, adequate development and performance of roles, taking into account the characteristics of the new professional activity ".
Knowledge of the strategic (global) goals of the organization;
The priority of consistency and global goals over the private and momentary goals of the unit;
The ability to formulate the goals of the unit, taking into account the global goals of the organization;
The ability to decompose goals to the level of personal tasks.
Everything seems to be correct, but missing three important points. Goal setting - communication process, which is highly dependent on the corporate culture of the company. For example, in some companies a list of global goals hangs on every wall, while in others it is a secret with seven seals. In some companies, top management is open to discussing the consistency of the goals of the unit with organizational ones, while in others the policy "you yourself are there somehow" has been adopted (but if you do it wrong, you will be punished!). And many novice leaders "do not know what to do" precisely because they find it difficult to fit into "communication on goals."
And the second point: goal setting is very closely related to planning and execution. It is not enough to "cut" tasks to subordinates. It is necessary to plan these tasks; communicate plans to subordinates; initiate the execution of the plan; coordinate and assist (as needed); control the execution of tasks/plan. In my consulting experience, behind the words of novice managers “I don’t know what to do”, in fact, there is not a weakness in understanding goals and setting goals, but other links in the chain - planning, coordination, control, and so on.
And third: it is impossible to organize other people if you are not organized yourself! New managers often do not realize that the higher their managerial level, the more their personal self-organization affects the organization as a whole. If the manager does not set any goals/tasks for himself personally, does not plan his working day, does not know at least the "basics" of time management, if he does not have his own system of self-organization, then what kind of goal setting and goal achievement in the unit/organization can we talk about? ?!
And another opinion: unlike A. Rean, I would not reduce the second "neoplasm" to expand the role potential. Of course, a good leader must be guided by the role structure of the group, as well as be able to recognize and model his own role (roles) in work collective. But in fact, most of the "understanding problems" with employees do not require any special role flexibility or role reversal. For this enough individual communication skills or abilities. For example, such a skill may be the ability of a leader to communicate with difficult people, defuse conflict situations, reduce stress levels, etc. Separate psychological trainings, an overview of which I gave in this post: Psychological training for a manager - what to choose?).
Can be described four stages of the manager adaptation process(they are presented as pairs of opposites: on the left is the result of a successful passage of the adaptation stage, on the right is the result in case of unsuccessful adaptation).
1)Goal Identification - Lack of Vision. The first thing that begins the process of adaptation of a manager is a clear understanding of the global goals of the organization, its mission and philosophy. These long-term goals should unite efforts and underpin the work of all departments of the organization. Based on this, the manager must be very clear about the goals facing the unit that he was assigned to lead, as well as the goals of other major units of the organization, and above all those with which he has to interact directly. This stage of manager adaptation is based mainly on the operationalization of global goals.
2)Distribution and organization - detached management. At the second stage of the adaptation process, the problematic task is to determine tasks for subordinates (based on global goals), as well as to organize their joint work. Along with the presence of special knowledge, this requires the implementation of the basic functions of management, the establishment of a network of interpersonal contacts, the organization information flows and decision making.
In the implementation of these tasks, planning of both joint work and the activities of other departments (employees) becomes important.
3)Solving a new problem - broadcasting instructions. In the third stage, the manager, who has understood the goals of the organization and the unit, who has managed to organize subordinates to fulfill the plans already outlined, now needs to direct joint efforts to solve a relatively new task - for example, the introduction of a new method of organizing production.
The successful solution of such a task will allow the manager, on the one hand, to recognize his subordinates in somewhat unusual conditions, and on the other hand, to show others and himself that he is a real organizer. This gives the necessary confidence in oneself, in one's subordinates and in the common cause. Successful completion of the third stage implies that the manager will delve deep enough into all the subtleties of the new task, "accompanying" the course of its solution from beginning to end. At the same time, he will be required to update the entire range of his managerial roles, but references to the organization’s global goals and their “decomposition” for subordinates are gradually fading into the background.
When a manager cannot offer something relatively new, representing only a transmission and distribution element in the management hierarchy, there are great difficulties in authority among subordinates. The holistic picture of interpersonal interaction is violated and significantly impoverished, autonomously functional subgroups are formed, even the emergence of personally significant problems does not contribute to the convergence of the points of view of the minority and the majority.
4)Initial Delegation - Online. The main problem of the final - fourth - stage of the manager's adaptation process is the formation of the skill of task distribution and delegation of authority. To do this, it is necessary to determine, based on the results of joint work, several (or at least one) subordinates who could be entrusted with the independent implementation of an integral part of the work. By gaining the first experience of delegating part of his duties to competent and executive subordinates, the manager is able to better coordinate the work of the unit and pay more attention to long-term goals. Introspection of what has been achieved, identification of the strengths and weaknesses of your management style with the aim of improving it can be of great benefit. Under these conditions, the use of roles and the specification of global tasks for each subordinate are somewhat reduced in volume.
When a manager cannot determine the circle of subordinates capable of working autonomously enough, this leads to the need for constant total control, which, in turn, causes inevitable nervousness, haste, and the impossibility of long-term planning.
Successful completion of all four stages leads, in our opinion, to a fairly complete adaptation, that is, to the development of skills for interacting with management and subordinates in order to achieve the goals of the unit and organization.
From myself I will add that I generally agree with the highlighted stages of adaptation. But the problem is that, for example, a situation can easily arise when new leader appointed to a newly created division / to a completely new line of work or project. That is, he immediately enters the third (in A. Rean's model) stage of adaptation, and he has to "give birth" to new tasks at his own peril and risk. At the same time, it is extremely difficult to tie them to the strategy (stage 1) and established business processes (stage 2).
But I agree that even if a completely new task arises before a novice leader, it still makes sense to take two steps back and first determine the strategic priorities; then build a certain system of work/communications; and only then to innovate.
Further, A. Rean offers a holistic two-dimensional model of managerial adaptation. At the initial (1 and 2) stages of adaptation, it is important to determine the operationalization of global goals, and at subsequent stages (3 and 4), communication skills and skills become more priority (Rean calls this "role expression"). The 2D model looks like this:
"As follows from the diagram, at the first stage of adaptation, the skills of operationalization of global goals play a leading role, at the second stage both personal neoplasms are already involved (role behavior is added), then the performance of roles to solve a new task comes to the fore, and, finally, on last stage these two qualities are involved to a lesser extent, which means the completion of adaptation.
Duration passing through the four stages of adaptation can be different. If everything goes well, then you can turn from a novice leader into a seasoned manager :)) in about one year. If difficulties arise at some stages of adaptation, the process can stretch for 2-3 years.
According to A. Rean adaptation to leadership position may be unsuccessful. But this does not mean that the leader is unsuitable for the profession, or that the career has finally come to a standstill. The best solution would be to reduce the official level or return to the previous (or similar) position, but at a higher professional level (that is, with greater functionality, responsibility, authority, remuneration, etc.).
And in conclusion, as I promised, the most interesting! ;) Rean thinks that success or failure of the manager's adaptation to a new position can be predicted. And for this purpose, he developed the POMA test questionnaire - the Predictive Questionnaire of Managerial Adaptation ( ). There are only 32 questions, you can answer in 5-10 minutes.
If you got 23 points or less - welcome to my coaching! - write to [email protected] let's agree ;)
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The personnel adaptation program is a set of measures aimed at more effective inclusion of newly hired employees in labor process which involves familiarization with the norms and rules of corporate ethics, ways of carrying out professional activities, establishing informal relationships in the team. We will tell you what it consists of and how to organize it.
What is staff adaptation
Everyone is faced with the need to settle for new job to join the team. This process in language labor law called labor adaptation.
The faster the process of adaptation of the staff, the easier and more logical the new person will be included in the labor activity. Otherwise, a person who is delayed in the habituation phase will not be able to establish relations with the work team and may later become an outcast among colleagues. The situation, of course, depends on the worker himself, on his ability to find mutual language with other people, build relationships with colleagues, from his professional knowledge and skills, the level of his psychological preparation.
Successfully completed professional adaptation personnel can talk about a high level of his moral and material rewards in the future, receiving social recognition and other benefits.
Goals and objectives of personnel adaptation in the organization
Organization of management of career guidance and adaptation of personnel is, first of all, a job personnel service, as well as the head of the department where the new employee works.
Adaptation is in personnel management important point, which determines what kind of personnel will work in the organization, what will be the psychological climate in the team and how well and productively the employees will perform their duties.
The objectives of the adaptation of new employees are:
- accelerating the process of bringing a new employee up to date, familiarizing himself with his labor duties;
- complete elimination or reduction of staff turnover in the organization;
- motivation of employees to be interested in the result, mood for better performance of their job duties, maximum return to their work;
- increase in labor productivity;
- recovery psychological climate in a collective.
Only taking into account all these factors and working in this direction will give the best result.
Stages of personnel adaptation
Adaptation of personnel at the enterprise is a delicate and multi-stage process. Each organization has its own program and its own developed approaches to solving this issue.
But in general, all possible stages of personnel adaptation can be divided into:
- Initial (preparatory). After hiring a new employee, the manager introduces him to the rest of the team. He acquaints the employee with his new workplace, appoints a curator (a more experienced employee who will help the newcomer at the beginning of work), completes the execution of all necessary documents. This stage may also include acquaintance with the history of the enterprise, its structure, mission, products, procedures, rules of corporate ethics.
- Theoretical (training). At this stage, the employee is introduced to the theoretical part of his main job, functional responsibilities and requirements for further work.
- Practical (application of knowledge). Direct execution of some practical tasks: first under the supervision of a mentor, then independently.
- Final (passing the probationary period). It consists in summarizing the work of a new employee. It is estimated how successfully he got used to the new team, managed to master new skills for him, joined the team. At this stage, strong and weaknesses employee, his successes and failures. Based on everything in the aggregate, the management decides on its future fate. Whether he passed the test and whether he continues to work or not, the company no longer needs his services.
Based on the foregoing, one can understand how the labor adaptation of personnel is an important and serious thing, and that this is one of the indicators on the basis of which a decision is made whether the applicant will remain in the organization or will look for work elsewhere.
A good example of adaptation
The adaptation of personnel in the organization, using the example of one of the companies, took place as follows. More experienced workers were given the role of mentors. The worker in charge of the rookie adaptability system daily unloaded accounting system data about people who need to go to work soon. Manually appointed for each of their mentor. They had to work in pairs. Mentors were selected from any division, except for where the newcomer would work in the future. It is more convenient to work in pairs, taking into account different workload schedules, and it is easier to communicate with strangers. Once mentors were approved, automatic notifications were sent to them, and a reminder was added to the calendar about the day the new employee left.
The day before, the mentor called the newcomer for a correspondence acquaintance and that in the future the newcomer would contact him upon arrival at the office to meet and discuss working moments. The mentor had to check whether everything was ready to accept a new employee, make sure that the workplace was organized, and remind the head of the department where the newcomer was getting a job about the exit of a new employee.
On the first day, a pair of mentors meet the newcomer in the morning, talking about the available information on corporate portal. This takes a couple of hours. This meeting makes it clear to the employee that he was expected. On all other days, if questions arise, he can contact his mentors, ask them questions to solve any situation, from a broken chair to conflict situation with another colleague and they help solve them. At the end of the probationary period, the employee must evaluate the work of mentors and their assistance. Mentors are awarded points for this, which further affect their financial incentives.
Personnel adaptation methods
The research program of the personnel adaptation system identifies the following forms of personnel adaptation:
- mentoring (helping initial stage work as a more experienced employee by consulting, bringing up to date, helping to get to know the team);
- attending trainings and seminars (training and development of certain employee skills, for example, communication, oratory skills, preparing presentations, developing stress tolerance, etc.);
- conversation (introductory conversation of a beginner with a personnel manager, manager, employee of the personnel department, in which the employee receives answers to his questions);
- a specialized program (for example, educational films or team role-playing games aimed at team building);
- excursion (sightseeing tour of the organization, its structural divisions, territories, acquaintance with the history of the company, employees, corporate culture);
- inquiry feedback(at the end of the acclimatization period and passing the probationary period, the employee is offered to fill out a feedback form);
- other methods (corporate events, certification, testing, training, etc.).
Types of staff adaptation
Adaptation is of the following types:
- professional provides for the training of new special skills, obtaining a new or improving an existing skill or professional skill. This type depends on the desire and ability of the beginner to learn, the desire for new knowledge, his ability to learn. This also includes the preparation of the workplace and the provision of all necessary materials;
- socio-psychological implies the adaptability of a person to work in a new team, under the guidance of a new boss, submission to the traditions, norms and rules of behavior that have developed in the organization;
- organizational is based on the employee's understanding of what is required of him, working with job descriptions, determining its place in the structure of the enterprise, participation in the production process.
Only A complex approach to professional and psychological adaptation leads to the successful completion of the probationary period by the employee and saving the company's costs for the search, training and evaluation of personnel.
What is an adaptation program?
The adaptation program for employees is a plan for introducing an employee to a position. This document is needed to apply a uniform approach to the adaptation procedure in the organization's divisions. The document is an extensive list of actions for the adapting employee and for his supervisor, who will help to adapt to the new working conditions.
For an employee, the most difficult period is the first two or three months, coinciding, as a rule, with his probationary period. Often the duration of the program is equal in duration to this period.
An optimally formed program is characterized by the following features:
- clear planning;
- clear content;
- strict distribution of roles and tasks.
The document can consist of two parts: general and individual.
An example structure is as follows:
1. The general part, which helps to form a general idea of the enterprise, its features, hierarchy, established relationships between departments, distribution of functionality, working conditions etc.
Consists of:
- guiding introductory conversation;
- personal acquaintance with the enterprise and personnel;
- acquaintance with the place of performance of labor duties;
- orienting conversation with the head of the structural unit.
2. An individual part, which is formed by the immediate supervisor who oversees the induction of the employee. It is coordinated with the head of the direction of activity and the head of the personnel department. This component helps the employee to obtain detailed information about the activities of the organization, as well as about direct functional duties employee.
Consists of:
- induction plan;
- plan for assessing the stages of entry;
- definitions of a curator-mentor;
- an employee report on the results of the work performed, information about the assessments and reviews of mentors and the manager.
What does the plan look like
There is no single established document development algorithm. The reason is the need to orient the document to specific conditions in the organization.
However, there are a number of features common to different programs:
- include several stages;
- have similar goals.
The plan may include the following items:
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Actions |
Engaged personnel |
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Adaptation Day #1 |
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Human Resources Department Labor protection specialist |
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Staff Adaptation Week #1 |
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Adaptation Month #1 |
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Head of department, mentor |
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Adaptation Months #2-3 |
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Head of department, mentor |
The result of a successfully implemented adaptation program will be an indicator of the duration of the work of an employee in a particular institution. The success of the adaptation procedure largely depends on the second party involved in the process - the leader or mentor. it is their desire to help the newcomer that will help the newcomer settle into the organization as quickly as possible.
Regulations on the adaptation of personnel, sample
Ask questions, and we will supplement the article with answers and explanations!
“With the help of a telescope, you can observe all the planets of the solar system with the only exception - you cannot observe the planet Earth. The situation is similar with any human cognition: any cognition, insofar as it is carried out by a person, is tied to a fulcrum. But where this fulcrum is, there cannot be an object, so the subject can never finally become its own object.
W. Frankl "Man in search of meaning."
It is assumed that the adaptation of employees in the organization is the concern of the personnel manager, who, in fact, should deal with the problems of entering the team of new employees. But what if the HR manager himself is a new employee? Who will adapt the HR manager himself?
Features of adaptation of the personnel manager
Responsibilities of the Human Resources Manager different organizations varies greatly. In some companies, this is a former personnel department inspector, renamed for solidity into a "HR manager", in others - a personnel manager with direct reporting to the General Director and influencing personnel policy. The HR manager may be subordinate to his own department, or he may be the only carrier of knowledge and skills in this area in the company and manage mainly his own person. Quite often, you can come across a situation where the terms of reference of the HR manager are not completely clear either to the head of the company or to HR itself.
The process of adaptation of the personnel manager is significantly complicated by the fact that in order to be successful in the position of personnel manager of a particular organization, it is necessary to know the specifics of this and not another organization, and to study well all the people working in it.
Organizations, like people, are unique. And every time, the HR manager needs to understand the peculiarities of the intraorganizational situation, to make a kind of “diagnosis”.
So, everything is in order.
The algorithm of your actions as a new HR manager will largely depend on:
1. Have there been HR managers in the organization before you or are you a pioneer?
2. Are you the only HR manager in this organization or are you joining an already existing department/service?
3. If there were already HR managers in the company before you, how many of them were there, how often did they change, and most importantly, what results did they manage to achieve?
If your case is item 2, then everything is much simpler here. You have potential allies who will let you in on the intricacies of working in this organization, and there is also the possibility that things are not so running.
Are you a pioneer? Accept my congratulations! On the one hand, you will face all the difficulties that all the pioneers had to face, on the other hand, with the successful result of all your ordeals, your name will be crowned with glory, I hope, during your lifetime in this organization. Also, consider the point that the HR manager basically works as a " ambulance”, and he is unlikely to be called when the company is “quiet, smooth, grace ...” Most likely, you, as a personnel manager, will be needed when the organization has some problems that, apart from being “pushed” onto you, are not whom.
There are options when more than one HR manager has “stayed” in the company before you, and each of your predecessors tried to “implement” something. Judging by the fact that he did not stay in the company, it was not entirely successful ... In this case, the authority of the personnel manager in this organization is absent, and no matter how wonderful a personnel manager you are, at first you will be “one of ... »
Authority is a system property. This means that when you, as a reputable HR manager, move to another team, the respect and authority that you enjoyed in another organization do not “transfer” automatically with you. They will need to be conquered anew, created from scratch. And authority is that component, without which you, as a personnel manager in a company, have nothing to do, or rather nothing to do. The position of Human Resources Manager assumes that you will manage the personnel. In order to manage successfully, administrative power alone is not enough, personal power is needed, i.e. "authority".
The appearance of a new employee in the team is always associated with a violation of some stability of an already cohesive group. The new is always treated with caution, especially if this new one is the figure of the personnel manager. The specificity of the position lies in the fact that the HR manager always stands apart from the team, not being completely part of it.
The adaptation of the personnel manager includes 2 aspects - professional (since the scope of duties of the personnel manager in different companies varies greatly), and socio-psychological adaptation. Those situations that the HR manager has to solve are always non-standard, unique. The uniqueness of situations lies in the fact that their decisions are difficult to classify, schematize, i.e. it is difficult enough to build on their basis an ordered experience and general formulas successful behaviour. What seemed to be successful in solving a problem at a previous place of work may not give any result in a seemingly similar situation at a new place, or even produce a negative effect.
Someone made a mistake - you or me? (A few words about errors of perception)
Misunderstandings between the new HR manager and the team in which he is trying to adapt can also cause specific misperceptions.
The “halo effect” lies in wait for the “newcomer” when one of the team members, based on the first impression, expresses his judgment about the new employee. This sets the installation on it. And if the author of the installation enjoys authority in the team, is its informal leader, his judgment may become the opinion of the team, even if it is erroneous.
It is extremely important for a new personnel manager from the first days to identify the "balance of power" in the team, to accurately determine the ratio of the formal and informal structure of the organization, and also to try to establish friendly relations with the informal leader. For, folk wisdom says - "Influence those who influence others."
Many HR managers often complain that when entering new team they have an association effect. In any team you can meet the so-called "types". When moving to another team, if we find that the interlocutor is similar in some character traits, appearance, behavior to some employee from the previous place of work, then we tend to “attribute” to him other features of the person he reminds us of. Accordingly, we will try to recreate the pattern of behavior that we used when communicating with that person, and in this case this pattern “will not work”, because this person who looks like someone else is different, he has a different character, different personal attitudes and motivation.
Very often we endow other people with our own feelings and emotions. This “projection effect” is especially dangerous for the HR manager. This mistake leads astray when determining the true motivation of employees. For example, for a personnel manager, self-realization may be the main motive, and it begins to seem to him that if you provide some employee with all the conditions for self-realization, then the latter will simply be happy. In fact, it turns out the opposite, the employee would be happy if he was “left alone” and did not require any initiative from him.
An HR manager can form an opinion about an employee by observing, studying personal data, and also by interviewing other team members. And if at first he learned the opinion of the manager about this employee, and then other members of the team, and it turned out to be the opposite, then the “leading effect” can work here. Depending on what information about a person comes to us first, that one will seem to us more reliable.
The success of the process of adaptation of the personnel manager largely depends on the relationships that he will be able to build when joining a new team. These are relationships with management and relationships with the rest of the team.
Speaking of leadership, I mean those who make decisions on personnel management. First of all, this is the first person of the company, which, as a rule, sets the tone for the entire personnel policy organizations. It is assumed that the staff is managed (although not always made by decisions) by top and middle managers. It is with them that the HR manager will have to work closely, and his professional success or failure will depend on the relationship with them.
Power in any collective consists of two sectors: the power of leadership and the power of the group canon. These two types of power are related to each other. Group psychology researchers distinguish three types of leadership: responsible, effective and psychological leader. A responsible leader is one who is in front and in sight, one who plays the role of leader in organizational structure e.g. CEO. An effective leader is the one who actually makes decisions, he may or may not have his place in the organizational structure. In the organization you join, this can be anyone who plays the role of "gray cardinal" (assistant director, adviser on any issues, head of security, etc.) The psychological leader is the one who has the greatest influence on group members and occupies a leadership niche in the group. All three types of leadership can be concentrated in one individual, but there are also various combinations.
In order to correctly answer the question of who is the leader in the organization, the HR manager needs to trace who makes decisions in this organization, and whether these decisions will be reviewed or prohibited by one of the team members. If no one in the group disputes the individual's decision, it is likely that this individual is the leader of the group.
The main test of leadership is accountability and the organizational right to sanction and reward, as well as the individual's ability to do so decisively.
Coming to the organization, the personnel manager at first can only claim responsible leadership. Typically, the HR manager is given administrative authority and becomes the appointed leader. Further, everything depends largely on the specialist himself. In the future, influence, popularity and the ability to help can help the HR manager become an effective, and even psychological leader, but this will take time.
In addition to the power of leaders in any team, there is the power of the group canon. It is the constitution, laws and culture. The purpose of the canon is to regulate group activities. In any work collective within the framework of an informal structure, informal norms of behavior arise. They determine the nature of the relationship between members of the team. The general style of work and ways of interaction of employees in different organizations are different. In some organizations, the development of collectivism is welcomed, in others, individualism is at the forefront; mutual assistance in work can be encouraged, or it can cause misunderstanding and condemnation; communication at work can be purely formal, to the point, or it can be personal in nature, where "everyone knows everything about everyone."
In the process of adaptation, the HR manager will have to listen more than talk, and constantly observe. Don't try to get close to someone right away. In any team there is an explicit or hidden division into groups, having established friendly relations with someone from the group, the personnel manager runs the risk of automatically being in one of them. HR manager is a profession that a priori assumes some isolation in the team, since it is extremely difficult to be objective with those with whom you are friends. The HR manager plays the role of a kind of "intermediary", "buffer" between top management and team members. For employees, he is a conductor of management ideas, his representative; the HR manager will have to convey the ideas of the team, their personal characteristics and motivation to the management.
Since the adaptation of the personnel manager is the work of the personnel manager himself, it will be useful for him to adhere to the four psychological components that specialists use when developing any advertising influences:
1. Attract attention
2. Sharpen your interest
3. Awaken desire
4. Call activity.
A “newcomer” always arouses increased interest and becomes the object of close attention from the team, so the HR manager does not need to try hard to implement the first point. Interest is aggravated in a person with the realization of unsatisfied needs. Find out what the basic needs are in the team where you joined, and show that you have everything to satisfy their needs, whether it is the need for new qualified personnel, catering for employees or holding a corporate event.
"Do not row" everything for yourself at once. Otherwise, you will be perceived as a threat, and, as you know, everyone will fight for their own existence. Let's say you come to an organization where there was no HR manager before you, and his functions were distributed among different employees: the secretary conducted office work, the accountant, in agreement with the managers, set salaries and bonuses, the "business executive" was engaged in the distribution of vouchers and other social benefits. If you, before you have time to look around, start taking away from the above employees the work they did before you arrived, and the power that they possessed, then, of course, this will not be received with enthusiasm, and without having time to adapt, you will earn yourself in the organization of enemies. It is best to do it gradually, and by taking away, give something of equal value in return. "Load" the secretary, accountant and "business executive" with other important problems, and they themselves will come to you with the fact that they do not have enough resources. And just then you will sympathetically express your readiness to take on a part (just the one that you need) of the exorbitant burden that they carry. And you will look like a benefactor, awakening the desire to cooperate with you (see point 3).
Your desire, having come to a new organization, to change all the staff (even if it is for the most part justified), is also unlikely to be welcomed CEO. He worked with them for a long time, but he sees you for the first time. He knows the old employees, but what to expect from the new ones is still unknown. In addition, the "manager" who costs the company too much may be your director's father-in-law, and you may not know about it yet.
Therefore, you should be careful when making certain personnel decisions, otherwise you risk leaving the walls of the company without having time to adapt to it.
The CEO of any company is interested in one thing: the profitability of the enterprise. Staff costs are one of the largest cost items for an organization. Therefore, from the personnel manager, as a cost center, the director will expect the maximum return. labor resources at minimal cost for their purchase and use. Accordingly, the first question that he will ask you when implementing any task is: “How much will it cost?” Be prepared to defend your positions and fully justify the results that will be obtained after you are given the money. If you want to reach an understanding with the first person of the company, speak to him in the language of numbers. At the same time, do not forget to keep your distance. The size of the distance depends on the specifics of your personality and the personality of the leader. Turning a relationship into a "friendship" threatens to make you do a lot more "out of friendship" for no extra pay. Moreover, you will begin to expect special treatment from the leader, and if this does not happen, your performance will decrease, and you will be disappointed in the leader. The effectiveness of your work can be directly dependent on the emotional disposition of the leader towards you.
It will be easier for you to adapt and work if you can demonstrate to your superiors that all your actions are part of a well-thought-out plan and have clear motives.
This article will tell you why write a wow letter and a welcome book for a new employee, explain how to assess how a newcomer has taken root in a company, tell you how playing the sandbox will help facilitate the adaptation of new sales managers.
“I didn't get accustomed to the company and the team” - this is the reason given by 28% of the employees who left the job 1 . Employees do not take root, because they do not understand who is responsible for what in the office, how to make friends with colleagues, whether there are opportunities for career development. If you do not help a newcomer to adapt, you will lose him on a trial period or in the first three months of work. Thus, the efforts and funds for training will be wasted.
1 Study recruitment agency"KAUS" among 2 thousand respondents (2016). - Ed.
Best Article of the Month
If you do everything yourself, employees will not learn how to work. Subordinates will not immediately cope with the tasks that you delegate, but without delegation, you are doomed to time pressure.
We published in the article a delegation algorithm that will help you get rid of the routine and stop working around the clock. You will learn who can and cannot be entrusted with work, how to give the task correctly so that it is completed, and how to control staff.
We have developed a non-standard adaptation plan for sales managers (sample document 1) to immediately interest and motivate them. Earlier new employee adapted to the company in an average of three to four months - we have reduced this period to one and a half months. I'll tell you how to quickly bring newcomers up to date and what it will give your company.
Step 1. Surprise a Newbie with an Unusual First Day
Instruct the HR department, direct supervisors and colleagues to prepare in advance for the arrival of a new employee. This way you reduce fears and motivate the newbie before starting work. We are preparing for a sales manager onboarding plan and use four main tools.
Organize a test day. Offer the newbie a test day. A person will see the atmosphere in the company, understand the complexity of the tasks, get acquainted with the team. You will evaluate the professional level of the employee and draw your own conclusions. We allocate a candidate for a test day workplace, computer and give a simple task. We arrange a lunch with the leader so that the newcomer can ask questions of interest and get to know the potential boss better.
If the test day was successful, we send an official job invitation to the employee and determine the first working day from which the trial period begins.
Send a wow letter. To set up a newcomer to work, instruct the day before the exit to send him an email welcome letter. We attach to the message the appeal of colleagues and their photos, links to the company's pages in social networks and a list of documents for employment. The message describes the first working day of the employee. The beginner feels interest in himself, so insecurity and fears disappear.
Orient the employee in the company. We are preparing for the release of the newcomer so. The worker is met by a board with a greeting written on it in chalk, for example: "Vasya, welcome!". The mentor introduces the employee to the office, tells where he is, sends a welcome-book to the mail. Welcome-book is an electronic company guide with useful information about the company, office and colleagues. From the letter, the newcomer learns the names of colleagues and in what positions they work, on what questions they can be contacted, where the first-aid kit, kitchen, etc. are located.
Hand over the freshman pack. On the evening of the first day, the team gets together and gives the employee a newbie package: a company diary, a pen, a pencil, a cover for a pass, a booklet describing the company's values, a mug and a postcard signed by the manager.
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Step 2. Tell the newbie about the work of each department
Adaptation of the beginner lasts two weeks. Classes are four days for two hours. Train new employees heads of all departments - eight to nine people. All newcomers gather in the meeting room and the speaker makes a presentation. The speaker talks about the functionality and business processes of his department, explains how it works, what products and clients he works with, and advises on what questions you can contact the department’s employees. In this way, newcomers will learn in detail the peculiarities of working in the company.
Through training, we immerse new employees in every area of the organization. It is important that any employee can clearly explain to any client where he works and what makes his company strong.
Step 3: Write an adaptation review
To find out if the onboarding plan has worked, write an onboarding review for salespeople. We instruct the new employee and manager to fill out a special form two weeks before the end of the trial period (sample document 2). On a seven-point scale, the novice and the manager evaluate, each for their part, how the employee understood the goals and objectives of the company, how satisfied they are with the relationships in the team and remuneration, what is the potential of the employee, etc.
This assessment does not directly affect the results of the probationary period. If an employee scores below five on any item, we communicate with the newcomer and his manager to find out and eliminate the reason for the low score. For example, we give additional tasks so that the employee better understands the business processes of the company, we organize meetings between a newcomer and colleagues, etc.
Step 4. Make the trial period fun for the newbie
Entertaining mechanics and support from colleagues will help the newcomer to adapt more easily to the company. A person who comes to work with interest and joy will work more efficiently. We are implementing three main tools.
Use the value puzzle. We plan to give the beginner a sticker for a laptop or notepad after each stage of training. On the sticker - the name of one of the five values of the company: suppose, "focus on results." An employee who collects all five stickers will receive a gift from the company: a flash drive, a mug, a T-shirt and other gifts with the company logo. This will help you quickly understand and assimilate the corporate culture.
Have breakfast with a colleague. We organize breakfasts or lunches for newcomers with other employees to help them integrate into the team and make friends with colleagues. On the corporate portal, we draw up a schedule in which employees make their proposals: where and when to go for a snack together. The meeting is coordinated in the calendar and takes place at the appointed time.
Play sandbox. We remembered the principle: kids get to know each other better and make friends in the sandbox. We decided to implement this principle in own plan adaptation of managers before the end of the year.
After the probationary period, we will give a new employee a sheet with photos of five colleagues and empty columns "Who is this" and "What is he responsible for." The newcomer's task is to find colleagues in the office, get to know each other, take a selfie together and post the completed sheet along with the photo on the company's portal. For the completed task, we will give the newcomer a small corporate present.
Result
We introduced a newcomer onboarding program two years ago. During this period, employees began to achieve their goals twice as fast after the probationary period. Probation halved.
