Professional orientation labor adaptation of personnel. Professional orientation and adaptation of personnel. Personnel career guidance and adaptation management
Professional orientation and adaptation are an important component of the personnel training system and are the regulator of the connection between the education system and production. They are designed to help cover the needs of organizations in the labor force in the necessary qualitative and quantitative terms to increase their profitability and competitiveness.
Vocational guidance is a system of measures for professional information, professional consultation, professional selection and professional adaptation, which helps a person to choose a profession that best meets the needs of society and his personal abilities and characteristics. Incomplete use of the employee's capabilities in labor activity not only damages it own development, but also turns out to be a loss for the organization. Gap between training and content labor functions performed by an employee reduces his interest in work, efficiency, which ultimately leads to a drop in productivity, deterioration in product quality, and an increase in occupational morbidity and injuries.
There is another important task of vocational guidance - to promote rapid structural shifts in employment. At present, the mixed economy provides workers with different abilities and interests with the opportunity to find a place in the labor field. Ideally, job cuts should be carried out only when conditions are created for the retraining of laid-off workers, taking into account the motivational mechanism for choosing a profession, when programs to create new jobs in priority areas for society begin to operate. Until managers accept career guidance as a method of regulating the supply of labor in the organization, they will experience economic and psychological difficulties.
In order to identify and develop the psychological and motivational mechanism for choosing a profession, it is necessary to use the mechanism of career guidance management. It is a way of organizing interrelated processes of shaping the personality of an employee with competitive qualities, including professional training, consulting, selection, informing, etc.
The purpose of career guidance is to assist young people and people looking for work in choosing a profession, specialty, finding a place of work or study, taking into account inclinations and interests.
Career guidance tasks - informing interested parties about the types of professional activity;
Creation of conditions for the development of professionally significant abilities of future employees;
Identification of the degree of compliance of the psychophysiological qualities of those who applied for advice with the professional requirements of the type of work they have chosen.
The following forms of vocational guidance work have developed:
Vocational training - initial vocational training of schoolchildren on the basics of various professional activities;
Professional information - a system of familiarization measures job seekers with the situation on the labor market, prospects for the development of activities, the nature of work in the main professions and specialties, conditions and wages, vocational schools and staff training centers;
Professional consultation - assistance to interested people in choosing a profession and place of work by studying the person who applied for advice in order to identify the state of his health, the direction of the structure of abilities, interests and other factors influencing the choice of profession or the direction of retraining;
Vocational selection is a part of the recruitment process, including a system of methods and techniques for conducting a medical examination, psychophysiological diagnostics of a person in order to select candidates for a specific position from a group of employees who, ceteris paribus, are best able to perform specific labor functions.
Forms of professional selection:
Selection - selection from several employees with the same profession, specialty, qualifications, meeting the same requirements of a candidate for a position;
professional recruitment - mass appointment or selection to the position of specialists of various professions and qualifications who have passed the selection and professional selection;
Promotion - the appointment of an employee working in this team to a new, higher position;
Rotation - an appointment in which the place of work changes in accordance with the principle: " The right employee- Right place". In this case, a specialist with a broad profile qualification is formed.
One of the problems of working with personnel in an organization when attracting personnel is labor adaptation.
Labor adaptation of personnel is the mutual adaptation of an employee and an organization, based on the gradual inclusion of an employee in the production process in new professional, psychophysiological, socio-psychological, organizational, administrative, economic, sanitary and hygienic and living conditions labor and rest.
There are two directions of labor adaptation: primary and secondary.
Under the conditions of functioning of the labor market, the role of secondary adaptation increases. At the same time, it is necessary to carefully study the experience of foreign companies that pay increased attention to the primary adaptation of young workers. This category of personnel needs special care from the administration of organizations. Most often, professional adaptation is seen as a process of introducing a person to work within a certain profession, including him in production activities, assimilation by him of the conditions and achievement of labor efficiency standards. However, adaptation cannot be considered only as mastering a specialty. It also provides for the newcomer's adaptation to the social norms of behavior in force in the team, the establishment of such relations of cooperation between the worker and the team, which to the greatest extent ensure efficient work, satisfaction of the material, domestic and spiritual needs of both parties.
The principal goals of adaptation can be summarized as follows:
Reducing start-up costs, since so far new employee does not know his own workplace, it works less efficiently and requires additional costs;
Reducing the degree of concern and uncertainty among new employees;
Reducing workforce turnover, as if newcomers feel uncomfortable on 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.
It should be noted that in domestic organizations there is an undeveloped mechanism for managing the adaptation process. This mechanism provides for the solution of three major problems:
Structural consolidation of adaptation management functions in the organization's management system;
Organization of technology adaptation process;
Organizations information support adaptation process. Structural consolidation of adaptation management functions can take place in the following areas.
1. Allocation of the relevant division (bureau, department) in the structure of the personnel management system. Most often, adaptation management functions are part of the staff training unit.
2. The distribution of specialists involved in adaptation management by production units of the organization, coordination of their activities by the personnel management service.
3. The development of mentoring, which has been undeservedly forgotten in domestic organizations in recent years.
The tasks of the adaptation management unit or specialist in the field of organizing the technology of this process are to organize:
Seminars, courses on various issues of adaptation; conducting individual conversations of a manager, a mentor with a new employee;
Intensive short-term courses for new managers taking office; special training courses for mentors;
Using the method of gradual complication of tasks performed by a beginner;
Fulfillment of one-time public assignments to establish contacts between a new employee and the team;
Preparation of replacements during the rotation of personnel; conducting special role playing for rallying employees.
Information support of the adaptation process consists in collecting and evaluating indicators of its level and duration. Collection and processing of information is recommended to be carried out within the framework of the procedure of the current business evaluation personnel. For domestic organizations, the main problem of information support for adaptation is the need to accumulate normative indicators of the level and duration of adaptation.
Let's give brief description experience in vocational guidance and adaptation of personnel.
Vocational guidance and adaptation should promote rapid structural shifts in employment while keeping unemployment as low as possible. However practical solution this task is hampered by the underdevelopment of the labor market. public service employment is not yet able to effectively manage career guidance and adaptation. The mechanical filling of vacancies, inherited from the organized labor service, works poorly, since few people will accept any job. The reason for this is not only the old load of stereotypes, but also the lack of knowledge about the content of career guidance and adaptation, their forms and possibilities in the market.
Over the years, our country has accumulated some experience in the field of career guidance and adaptation. In the context of extensive development, the availability of free labor and relatively low requirements for the qualifications of workers, there was no urgent need for a unified system of information and employment of specialists and workers. The result of this practice was a chronic and widespread shortage of workers with part-time and irrational employment, underestimation of the requirements for the level of their training.
Career guidance services that operated in individual schools, on large enterprises and in administrative regions, often acted as recruiting and campaigning centers. As a result, only 15-20% of school graduates chose a profession related to the skills acquired at school. Now centers for employment, retraining, vocational guidance and adaptation have been created in the republics, territories, regions and large cities. These centers widely use foreign experience in their activities.
As the experience of domestic organizations shows, in our country not enough attention is paid to the problem of career guidance and adaptation. Unfortunately, managerial workers do not fully understand the importance of career guidance and adaptation as methods for regulating the supply of labor in an organization. In addition, now the managerial link of the national economic and sectoral levels is weakened in organizational and methodological terms, which has led to the formation of many administrative bodies in the regions (career guidance and employment centers, career guidance rooms in schools, special educational institutions, in organizations) without sufficient regulation of their powers.
Narrow departmentality counteracts the development of direct links between career guidance and adaptation management bodies. And this does not allow eliminating organizational shortcomings in the practice of career guidance and adaptation, deepening them at each subsequent level of management. Therefore, it is at the level of the main link of the organization - it is necessary first of all to overcome the shortcomings in the formation of the personality of the employee by identifying his reserves of psychophysical and motivational mechanisms for choosing a profession, bringing them into action, taking into account personal and social needs. The main task of career guidance and adaptation should be to overcome the imbalance in the need for professional work between the employee and the organization. After all, the organization is interested in increasing the competitiveness of its products, and this requires the selection of both highly efficient technologies and equipment, and the most capable employees. The higher the level of development of an employee in terms of the totality of his professional knowledge, skills, abilities and motives for work, the faster the material factor of production is improved and more productively used.
One of the tasks of career guidance and adaptation is to establish interaction between general education schools, vocational training institutions and enterprises, which, in turn, should be able to quickly identify labor resources with the necessary qualifications and meet the needs for personnel. In this regard, it is advisable to develop complexes of three types: complexes of regional orientation, focused on the region or a group of organizations in the region; industry-oriented complexes created at the base organizations of industries; local complexes in organizations concluding agreements on direct links with special educational institutions.
Socialization in an organization- the assimilation by the employee independently and through the targeted impact of a certain system of values, social norms and patterns of behavior necessary for successful activity, gaining a social position (status) in a given organization.
The process of socialization is directly related to the career guidance and labor adaptation of the employee to the social and production-technological environment of the organization, his entry into one or another social group, the role structure of the organization's team.
The social structure of the team includes the following indicators: gender, age, work experience, education, social status, nationality, marital status, type of motivation, level of progressiveness, standard of living, attitude to property.
The role structure of the team determines the composition and distribution of creative, communication and behavioral roles between individual employees and is an important tool in the system of work with personnel. Creative roles are characteristic of enthusiasts, inventors and organizers and characterize an active position in solving problem situations, searching for alternative solutions and thinking variability. Communication roles determine the content and level of participation in the information process, interaction in the exchange of information in the decision-making process. Behavioral roles characterize typical models of people's behavior at work, at home, on vacation, at work, in conflict situations and play an important role in the team. The main methods for determining the role structure are socio-psychological methods, testing, observation, analysis of biographical and personnel data, personnel assessment materials, results of business games.
Professional orientation and adaptation are an important component of the personnel training system and are the regulator of the connection between the education system and production. They are designed to help cover the needs of the organization in the labor force in the necessary qualitative and quantitative terms to increase their profitability and competitiveness.
career guidance is a complex of economic, social, medical, psychological and pedagogical measures aimed at forming a professional vocation, identifying abilities, interests, suitability and other factors that influence the choice of a profession or a change in occupation. Career guidance aims to assist school graduates and job seekers in choosing a profession, specialty, place of work or study, taking into account the inclinations and interests of people, their psychophysiological characteristics, as well as taking into account the emerging situation in the labor market.
The main forms of career guidance work are:
professional education - initial vocational training of schoolchildren, carried out through labor lessons, the organization of circles, special lessons on the basics of various professional activities, etc.
professional information - a system of measures to familiarize students and job seekers with the situation in the field of supply and demand in the labor market, prospects for the development of types of activities, with the nature of work in the main professions and specialties, conditions and wages, vocational schools and staff training centers, as well as with other issues of obtaining a profession and employment.
professional advice - this is the provision of assistance to interested people in choosing a profession and place of work by studying the personality of the person who applied for advice in order to identify his health, orientation and structure of abilities, interests and other factors influencing the choice of profession or the direction of retraining.
professional selection – participation in the recruitment and selection of personnel, taking into account the requirements of specific professions and jobs in order to obtain better career guidance for employees.
Adaptation- this is the mutual adaptation of the employee and the organization, based on the gradual development of the employee in the new professional, social, organizational and economic working conditions. The process of mutual adaptation of the employee and the organization will be the more successful, the more the norms and values of the team are or become the norms and values of the individual employee, the faster and better he accepts, assimilates his social roles a team. There are two areas of labor adaptation:
primary, i.e. adaptation of young personnel who do not have professional experience;
secondary, i.e. adaptation of workers with professional experience (usually changing the object of activity or professional role).
Types of adaptation are shown in Figure 6.1.
Figure 5.1 - Types of adaptation and factors affecting it
Goals of adaptation:
reduction of start-up costs;
reduction of stress indicators for new employees;
reducing labor turnover;
saving time for the manager and employees on mentoring;
development of a positive attitude towards work, job satisfaction.
Professional orientation and adaptation are an important component of the personnel training system and are the regulator of the connection between the education system and production. They are designed to help cover the needs of organizations in the labor force in the necessary qualitative and quantitative terms to increase their profitability and competitiveness.
career guidance is a system of measures for professional information, professional consultation, professional selection and professional adaptation, which helps a person to choose a profession that best meets the needs of society and his personal abilities.
Incomplete use of the employee's opportunities in labor activity not only damages his own development, but also turns into a loss for the organization. The gap between professional training and the content of labor functions performed by an employee reduces his interest in work, efficiency, which leads to a drop in productivity, deterioration in product quality, and an increase in occupational morbidity and injuries. Career guidance also contributes to rapid structural shifts in employment.
In order to identify and develop the psychological and motivational mechanism for choosing a profession, it is necessary to use the mechanism of career guidance management. It is a way of organizing interrelated processes of forming the personality of an employee with competitive qualities. These processes include professional training, consulting, selection, informing, etc. (Fig. 5.1).
Rice. 5.1. Forms of career guidance
The main goal of vocational guidance is to assist young professionals and job seekers in choosing a profession, specialty, finding a place of work or study, taking into account inclinations and interests.
The tasks of career guidance are:
Informing stakeholders about the types of professional activities;
Creation of conditions for the development of professionally significant abilities of future employees;
Identification of the degree of conformity of the psychophysiological qualities of the persons who applied for advice to the professional requirements of the type of labor activity they have chosen.
Professional education is the initial professional training of schoolchildren on the basics of various professional activities.
Professional Information is a system of measures to familiarize job seekers with the situation on the labor market, prospects for the development of activities, the nature of work in the main professions and specialties, conditions and remuneration, vocational schools and staff training centers.
Professional advice consists in assisting interested people in choosing a profession and place of work by studying the personality of the person who applied for advice in order to identify his state of health, orientation and structure of abilities, interests and other factors influencing the choice of profession or the direction of retraining;
professional selection is a part of the recruitment process, including a system of methods and techniques for conducting a medical examination, psychophysiological diagnostics of a person in order to select candidates for a specific position from a group of employees who, all other things being equal, are able to perform specific labor functions in the best possible way. There are the following forms of professional selection:
- selection- selection from several employees with the same profession, specialty, qualification, meeting the same requirements of the candidate for the position;
- professional set - mass appointment or election to the position of specialists of various professions and qualifications who have passed the selection and professional selection;
- nomination - appointment of an employee who works in this team to a new, higher position;
- rotation - an appointment in which the place of work changes in accordance with the principle: "The right place for the right employee." In this case, a specialist with a broad profile qualification is formed.
One of the problems of working with personnel in an organization when attracting personnel is labor adaptation.
Labor adaptation of personnel is a mutual adaptation of the employee and the organization, based on the gradual inclusion of the employee in the production process in new professional, psychophysiological, socio-psychological, organizational, administrative, economic, sanitary, hygienic and living conditions of work and rest.
In the course of interaction between the employee and the organization, mutual adaptation takes place, the basis of which is the gradual entry of the employee into new professional and socio-economic working conditions.
There are two types of adaptation:
1) primary, i.e. adaptation of young workers who do not have professional experience (in this case, we are talking about graduates of educational institutions);
2) secondary, i.e. adaptation of workers with professional experience (changing the object of activity or professional role, for example, when moving to the rank of manager).
Under the conditions of functioning of the labor market, the role of secondary adaptation increases. At the same time, it is necessary to carefully study the experience of foreign companies that pay increased attention to the primary adaptation of young workers. This category of personnel needs special care from the administration of organizations. Most often, professional adaptation is seen as a process of introducing a person to work within a certain profession, including him in production activities, assimilating the values of the organization and achieving labor efficiency standards. However, adaptation cannot be considered only as mastering a specialty. It also provides for the newcomer's adaptation to the social norms of behavior in force in the team, the establishment of such relations of cooperation between the worker and the team, which to the greatest extent ensure efficient work, satisfaction of the material, domestic and spiritual needs of both parties.
Adaptation is designed to provide:
Reducing start-up costs, since while a new employee does not know his job well, he works less efficiently and requires additional costs;
Reducing the degree of concern and uncertainty among new employees;
Reducing staff turnover, because if newcomers feel uncomfortable in a new job and unnecessary, then they may quit;
Saving the time of the manager and employees, because the work carried out under the program helps to save time for each of them;
Development of a positive attitude towards work, job satisfaction.
Vocational guidance and adaptation should promote rapid structural shifts in employment while keeping unemployment as low as possible.
However, the practical solution of this problem is hampered by the underdevelopment of the labor market. The State Employment Service is not yet able to effectively manage career guidance and adaptation. Mechanical filling of vacancies is not successful, as few people will agree to any job. The reason for this is not only the old load of stereotypes, but also the lack of knowledge about the content of career guidance and adaptation, their forms and possibilities in the market.
As the experience of domestic organizations shows, in our country not enough attention is paid to the problem of career guidance and adaptation. Unfortunately, managerial workers do not fully understand the importance of career guidance and adaptation as methods for regulating the supply of labor in an organization. In addition, now the managerial link of the national economic and sectoral levels is weakened in organizational and methodological terms, which has led to the formation of many administrative bodies in the regions (career guidance and employment centers, career guidance offices in schools, special educational institutions, organizations) without sufficient regulation of their powers.
Today, at the level of the organization, it is necessary, first of all, to overcome shortcomings in the formation of the personality of an employee by identifying his reserves of psychophysical and motivational influence on the choice of profession, bringing them into action, taking into account personal and social needs. The higher the level of development of an employee in terms of the totality of his professional knowledge, skills, abilities and motives for work, the faster the material factor of production is improved and more productively used.
The main characteristics of the operational management of the organization's personnel
2. Personnel planning is implemented through the implementation of a set of interrelated activities, united in the operational plan of work with personnel. An operational plan for working with personnel is a set of interrelated personnel activities aimed at realizing the specific goals of the organization and each employee and covering the planning of all types of work with personnel in the organization. It is drawn up, as a rule, for a year.
The operational plan includes the following main sections:
Planning the need for personnel (search, selection and hiring of personnel from internal and external sources);
Planning for the adaptation of personnel (newly hired, changed jobs, etc.);
Planning for the use of personnel (taking into account advanced training, age, changes in the technological process, working conditions, etc.);
Planning of training and advanced training of personnel;
Planning a business career, service and professional advancement (from the moment of hiring to dismissal);
Planning for the release (dismissal) or reduction of personnel (rationalization of production, reduction in output, etc.);
Planning of expenses for the personnel of the organization, including the personnel service.
Professional orientation and adaptation are an important component of the personnel training system and are the regulator of the connection between the education system and production. They are designed to help cover the needs of the organization in the labor force in the necessary qualitative and quantitative terms to increase their profitability and competitiveness.
Professional orientation is a complex of interrelated economic, social, medical, psychological and pedagogical activities aimed at forming a professional vocation, identifying abilities, interests, suitability and other factors that influence the choice of a profession or a change in occupation. Career guidance is aimed at helping young people (mainly students of general education schools) and people looking for work in choosing a profession, specialty, place of work or study, taking into account the inclinations and interests of people, their psychophysiological characteristics, as well as taking into account the current situation in the job market. Goals of Career Guidance: assistance to young people (mainly students of general education schools) and people looking for work in choosing a profession, specialty, place of work or study, taking into account the inclinations and interests of people, their psychophysiological characteristics, as well as taking into account the emerging labor market conditions.
Tasks of career guidance: 1) informing interested parties to facilitate the choice of the type of professional activity;
2) creation of conditions for the development of professionally significant abilities of future employees;
3) determination of the conformity of the psycho-physiological and socio-psychological qualities of those who applied for advice to the professional requirements of the type of labor activity they have chosen.
The main forms of career guidance work are professional education, education of a conscious need for work; professional information; professional advice; professional selection.
Vocational education is the initial vocational training of schoolchildren, carried out through labor lessons, the organization of circles, special lessons on the basics of various professional activities, etc.
Professional Information- a system of measures to familiarize students and job seekers with the situation in the field of supply and demand in the labor market, prospects for the development of types of activities, with the nature of work in the main professions and specialties, conditions and wages, vocational schools and staff training centers, as well as with other issues of obtaining a profession and employment.
Professional advice - this is the provision of assistance to interested people in choosing a profession and place of work by studying the personality of the person who applied for advice in order to identify his state of health, orientation and structure of abilities, interests and other factors influencing the choice of profession or the direction of retraining.
Professional selection- participation in the recruitment and selection of personnel, taking into account the requirements of specific professions and jobs in order to better vocational guidance of employees.
Career Guidance Management is built through the formation and development of a system of governing bodies at various levels.
Career guidance is aimed at strengthening the prestige and attractiveness of professions and specialties in society, in various social groups. At the same time, it should be borne in mind that the prestige and attractiveness of the work may be associated with the authority and popularity of a particular organization. She is able to form her positive image in the eyes of potential employees in the process of career guidance.
One of the problems of working with personnel in an organization when attracting personnel is management of labor adaptation. IN in the course of interaction between the employee and the organization, their mutual adaptation takes place, the basis of which is the gradual entry of the employee into new professional and socio-economic working conditions.
Adaptation is the mutual adaptation of an employee and an organization, based on the gradual development of an employee in new professional, social, organizational and economic working conditions.
Labor adaptation- this is a social process of mastering a new work situation by a person, in which, unlike the biological one, both the person and the work environment actively influence each other and are adaptive-adapting systems.
Entering a job, a person is actively included in the system of professional and socio-psychological relations of a particular labor organization, learns new social roles, values, norms for him, coordinates his individual position with the goals and objectives of the work team, thereby subordinating his behavior to official instructions. this enterprise or institutions.
However, upon entering a job, a person already has certain goals and value orientations of behavior, in accordance with which he forms his requirements for labor organization of this enterprise. Realizing their requirements, the employee and the labor organization interact, adapt to each other, as a result of which process of labor adaptation.
Types of adaptation:
1) professional adaptation - is expressed in a certain level of mastering professional skills and abilities, in the formation of certain professionally necessary personality traits, in the development of a stable positive attitude of the employee towards his profession;
2) socio-psychological adaptation - consists in the development by a person of the socio-psychological characteristics of a labor organization, entering into the system of relationships that has developed in it, and positive interaction with members of the organization. This is the inclusion of the employee in the system of relations of the labor organization with its traditions, norms of life, value orientations;
3) social and organizational adaptation - means the development by new members of the labor collective of the structure of the organizational system, the system of management and maintenance of the production process, the mode of work and rest, etc.;
4) cultural adaptation is the participation of new team members in cultural events traditional for a given enterprise outside working hours. The nature of this type of adaptation is determined by the level of production culture, the development of its infrastructure, the general level of development of the members of the organization, whose members are connected not only by work relationships, but also joint leisure;
5) psychophysiological adaptation is the process of mastering a set of working conditions by a person. There are the following types of psychophysiological adaptation:
a) primary (when the employee first enters the production environment);
b) secondary (when changing the workplace without a change or with a change of profession or with significant changes in the environment).
In the process of labor adaptation, the employee goes through the following stages:
1) familiarization - when the employee receives information about the new situation as a whole, about the criteria for evaluating various actions, about the norms of behavior in the team, about the members of the team;
2) adaptation - at this stage, the worker is reoriented, recognizing the main elements new system values, but still continues to retain many of its attitudes;
3) assimilation - when the employee is fully adapted to the environment and to the team, identification with a new group;
4) identification - when the personal goals of an employee are identified with the goals of a labor organization, enterprise, firm, joint-stock company, cooperative, etc.
According to the nature of the identification 3 categories of workers:
1) indifferent;
2) partially identified;
3) fully identified.
The core of any labor organization is made up of fully identified workers. As a rule, this core is made up of the most qualified and conscientious employees who can later perform the functions of mentors.
Managing the labor adaptation process requires the development, first of all, of three organizational elements: 1) structural consolidation of management functions
adaptation;
2) adaptation management process technologies;
3) information support of this process.
Organizational decisions on the technology of the adaptation management process:
1) organization of seminars, business games, courses, etc. various aspects adaptation;
2) conducting individual conversations of the manager, mentor with a new employee;
3) intensive short-term courses for managers entering this position for the first time;
4) carrying out organizational and preparatory work when introducing innovations;
5) special training courses for mentors - "schools for mentors";
6) the use of methods of gradual complication of tasks performed by a new employee. At the same time, control with a constructive analysis of the mistakes made in the performance of tasks is necessary. At the same time, it is advisable to think over a system of additional incentives for the employee for the successful solution of the assigned tasks;
7) execution of one-time instructions for organizing the work of the governing body (production meeting, board of directors, etc.);
8) performance of one-time public assignments to establish contacts between a new employee and the team;
9) preparation of personnel replacement during their rotation;
10) holding special role-playing games in the team of the unit to unite employees and develop group dynamics.
The tailoring management process requires unified system tools of influence that ensure the speed and success of adaptation.
Directions of adaptation:
1) primary, i.e. adaptation of young employees who do not have professional experience;
2) secondary, i.e. adaptation of employees with professional experience. Manifestations of adaptability:
1) in his behavior;
2) in terms of labor activity, labor efficiency (its quantity, quality);
3) in the assimilation of social information and its practical implementation;
4) in the growth of all types of activity (labor, socio-political, cognitive);
5) satisfaction with various aspects of labor activity.
The rate of adaptation depends on many factors. The normal period of adaptation for different categories of workers is from one to three years. The inability to enter the labor organization, to adapt to it causes the phenomenon of production and social disorganization.
Conditions for successful adaptation:
1) the quality level of work on the professional orientation of potential employees;
2) objectivity of the business assessment of personnel (both in the selection and in the process of labor adaptation of employees);
3) development of the organizational mechanism for managing the adaptation process;
4) the prestige and attractiveness of the profession, work in a particular specialty in this particular organization;
5) features of the organization of labor that implement the motivational attitudes of the employee;
6) the presence of a proven system for introducing innovations;
7) the flexibility of the training system for personnel operating within the organization;
8) features of the socio-psychological climate that has developed in the team;
9) personal properties of an adaptable employee related to his psychological traits, age, marital status, etc. Factors of labor adaptation - these are conditions that affect the course, timing, pace and results of this process. Factors are divided into subjective and objective.
objective- these are factors (in the labor organization associated with the production process), which are less dependent on the employee. These are the level of labor organization, mechanization and automation of production processes, sanitary and hygienic working conditions, team size, etc.
To subjective (personal) factors relate:
1) socio-demographic characteristics of the employee (sex, age, education, qualifications, work experience, social status, etc.);
2) socio-psychological (level of aspirations, willingness to work, practicality, speed of orientation in a production situation, self-control and the ability to act rationally, communication skills, etc.);
3) sociological (the degree of professional interest, the degree of moral and material interest in the efficiency and quality of labor, etc.).
4. Placement of personnel in the enterprise.
The selection and placement of personnel is one of the most important functions of the management cycle performed by the management of the organization.
The selection and placement of personnel is understood as the rational distribution of employees of the organization by structural divisions, sections, jobs in accordance with the system of division and cooperation of labor adopted in the organization, on the one hand, and the abilities, psycho-physiological and business qualities of employees that meet the requirements of the content of the work performed, - with another. At the same time, two goals are pursued: the formation of active labor collectives within structural divisions and creating conditions for the professional growth of each employee. The selection and placement of personnel is based on the principles of compliance, prospects, turnover.
Principle conformity means the conformity of moral and business qualities applicants to the requirements of positions to be filled.
The principle of perspective is based on the following conditions:
Establishing an age limit for various categories of positions;
Determination of the duration of the period of work in one position and in the same area of work:
The possibility of changing the profession or specialty, the organization of systematic advanced training;
Health status.
The principle of turnover is that the best use of personnel should be facilitated by intraorganizational labor movements, which are understood as the processes of changing the place of workers in the division of labor system, as well as changing the place of application of labor within the organization, since stagnation (aging) of personnel associated with a long stay in one and the same position, has a negative impact on the activities of the organization.
Recruitment and placement of staff ensures effective job replacement based on results integrated assessment, planned service career, conditions and remuneration of personnel. The selection and placement of personnel provide for career planning, which is carried out based on the results of assessing the potential and individual contribution, the age of employees, work experience, qualifications and the availability of vacancies (positions); as well as ensuring decent working conditions and remuneration, guaranteed pay and bonuses, equipping the workplace, social benefits and guarantees; systematic movement of personnel, including promotion, transfer, downgrading and dismissal of personnel, depending on the results of the assessment of employees and the compliance of wage conditions with their vital interests.
Initial data for the selection and placement of personnel are: service career models; philosophy and personnel policy of the organization; Labor Code; materials of attestation commissions; employee contract; staffing; job descriptions; personal files of employees; Regulations on remuneration and labor incentives; Regulations on the selection and placement of personnel. As a result, all vacancies at the enterprise should be filled taking into account the personal wishes of employees and their planned career.
The selection and placement of personnel should ensure the coordinated activities of the team, taking into account the volume, nature and complexity of the work performed, based on the following conditions:
Uniform and full loading of employees of all services and divisions;
The use of personnel in accordance with their profession and qualifications (specifying the functions of performers so that each employee clearly understands the scope of his duties, knows well how to perform the work assigned to him);
Ensuring the necessary interchangeability of workers on the basis of their mastery of related professions;
Security full responsibility each for the performance of their work, i.e. accurate accounting of its quantitative and qualitative results. Assignment to the performer of work that corresponds to the level of knowledge and practical skills.
The selection and placement of personnel implies compliance with the proportions determined for these conditions in terms of qualifications, social activity, age, and gender. In the instructions for the placement of personnel, the socio-psychological aspects of the compatibility of employees should also be recorded.
The use of prognostic methods for determining the applicant's job suitability, built on the basis of a hypothesis about his future activities, is becoming more and more characteristic. At the same time, practical methods for determining the degree of compliance of the candidate with the workplace are also successfully used - separate assignments, temporary substitution jobs, training, etc.
The main task of the selection and placement of personnel is to solve the problem of optimal placement of personnel, depending on the work performed. When solving this problem, one should take into account the suitability of an employee to perform certain types of work, and to establish suitability, it is necessary, on the one hand, to formulate the requirements for a particular job, and on the other hand, to take into account the personal qualities of employees.
Thus, the goal of rational staffing is the distribution of workers to jobs, in which the discrepancy between the personal qualities of a person and the requirements for the work performed by him is minimal without excessive or insufficient workload.
To solve the problem of selection and placement of employees in the organization, their promotion, we can recommend the profile method, which is successfully used in countries with market economies. The application of this method requires an analytical selection of the requirements and personal qualities of the employee, which allows you to directly compare them with each other.
The basis of the profile method is a catalog of characteristics - the requirements for a person depending on the work he performs, as well as taking into account the quantitative characteristics of jobs. Characteristics (indicators) should be described and divided into a certain number of categories. Each level of requirements refers to some indicator and should also be characterized. Each level of requirements corresponds to a certain level of employee qualities. The catalog of characteristics makes it possible to take into account the requirements due to the peculiarities of work at a particular workplace, as well as the qualities of employees and depict them graphically.
Comparison of the level of requirements due to a particular job, and the level of qualities of the employee performing this work, allows us to conclude that a person is suitable for a given job or that they need to be brought into line with each other.
As a result of data analysis, the main indicators that affect the selection and placement of personnel are selected. The results of the organization's activities in a market economy ultimately depend on how employees correspond to their jobs, and jobs to workers. Thus, the application of the profile method allows you to directly compare the requirements and personal qualities of employees with each other.
The selection and placement of personnel in the organization, being a direct expression of the division and cooperation of labor, creates a production team. When forming it, it is necessary to keep in mind not only the professional, business and personal qualities of each of its members, but also the effect of their combination - the so-called psychological compatibility, which helps people to quickly and successfully work with each other, which generates job satisfaction and leads to growth. labor productivity.
An important condition for the formation of the labor collective is the observance of the ratio of regular and young workers. The formation of a team of people of the same age contributes to the manifestation of a tendency to close it in the interests of their age. The team, consisting of different ages, gives different types of hobbies, becomes more viable. The younger ones are influenced by the older ones, imitate them. The older ones help the younger ones in mastering professional skills.
The selection and placement of personnel within the team (based on a clear interaction and interconnection of all its members, their psychological compatibility) is one of the effective means of increasing labor productivity, improving the use of labor, material and financial resources. Proper selection and placement of personnel presuppose that each worker is assigned a job corresponding to the level of his knowledge and practical experience. Therefore, when distributing people to workplaces, it is necessary to strive to ensure that the complexity of the work performed has minimal deviations and corresponds to the qualifications of the performer. It is impossible to allow the category of work to be lower than the category of the worker. An important means of solving this problem are tariff-qualification reference books. Their use makes it possible to avoid unjustified discord in establishing a professional and qualification division of labor in the same industries and in the performance of similar work.
The basis for the placement of workers is the calculation of the complexity of the program, the balance of the cost of working time of one performer, compiled by organization, workshops, sections, teams and jobs.
The transition from forced to voluntary employment, which allows the existence of voluntary unemployment, is of fundamental nature, since it allows a new approach to the formation of labor collectives and the placement of personnel.
Career guidance is understood as a scientifically based system of forms, means and norms of influencing people who study or find a job. It contributes to the timely involvement in social production, rational distribution, efficient use and securing at the place of work, based on objective evaluation, taking into account the abilities, inclinations and other individual traits of people.
The vocational guidance organization consists of the following types: vocational information and counselling, vocational selection and vocational adaptation
-. Professional information is designed to ensure constant communication of information about specialties in educational institutions of various ranks
-. Professional advice- the essence is to assist a person who is faced with choosing a profession, in assessing his abilities for a particular work activity, in providing specific recommendations on choosing a profession and possible ways to master a profession.
-. Professional selection is based on determining the professional suitability of a person for specific type labor activity
-. Professional adaptation is a component of labor adaptation and its essence lies in familiarization with a specific job and acquiring professional skills
The first step in the work of a person in an organization is the introduction to the position, which is a set of procedures aimed at accelerating the mastery of work, shortening the period of adaptation in the team, and helping to make contacts with labor collectives.
Professional orientation can be individual or collective. Responsible for the first stage of induction is the personnel management service
Distinguish between general and special orientation
Special orientation provides familiarization with one's own official duties, rules, responsibility. In addition, it covers the following topics:
Goals, features, technologies of the unit, internal and external relations and communications, assessment standards, results that are expected from a person;
Norms for the performance of work, specific questions: where, what to take, whom to contact;
In the process of general orientation, a person will get acquainted with the questions:
Information about the organization as a whole (structure, leadership, customers, traditions, priorities, standards, etc.);
ABOUT wages(norms and methods of payment, payment on weekends, bonus conditions) on the mode of work and rest (holidays, days off) on additional benefits (insurance, severance pay, medical services, etc.));
Questions about labor protection and safety;
Issues related to personnel management (conditions of appointment, relocation, dismissal, probation); solving everyday problems, the question of the economic condition of the organization; a question of discipline, encouragement, punishment.
. Adaptation of a new employee, i.e. its adaptation to the working conditions and the team, to the social environment, the content of labor goes through several stages:
Introductory (lasts about a month, sometimes drags on up to six months), the performer should demonstrate his abilities;
Evaluative (up to a year, sometimes up to a year and a half), it achieves compatibility with the team, the development of social experience;
The final, gradual integration of employees into the organization and the formation of an active creative employee (qualification growth, stability of labor indicators, creative activity)
Distinguish between primary and secondary adaptation
Primary - adaptation for persons who do not have work experience. Secondary adaptation - for people who change jobs without changing or with a change in profession
According to the direction distinguish:
Professional adaptation - active development of the profession, its features, specifics, techniques, etc.;
Psychophysiological adaptation - getting used to the working conditions, work and rest regime, which occurs quite quickly and depends on the person himself, his reactions and working conditions;
Socio-psychological adaptation - getting used to the team, to the norms, exist, to the management and colleagues
It is also necessary to remember about adapting the work to the person. This is about:
Organization of the workplace in accordance with the conditions of ergonomics;
Flexible regulation of the rhythm and duration of working time;
Building the structure of the organization and the distribution of labor functions, taking into account the personal inclinations of a person
Individualization of the incentive system
In addition, one should remember about the peculiarities of the adaptation of young professionals and management personnel.
