Thesis: Managing the adaptation of personnel at the enterprise. Personnel adaptation management mechanism in the organization Personnel adaptation management

The adaptation system is a complex necessary action for new employees of any level. At the same time, the process of adaptation of an employee is individual both in terms of his personal qualities and in terms of his work. Significant differences relate to the volume and content of the information provided in the initial period. Differences may also apply to the participants in the adaptation process itself. For a worker, a colleague in the unit can be a mentor. In the adaptation and control of the middle-level manager, the active participation of higher-level managers and employees of the personnel management service is necessary.

Adaptation of young specialists. The concept of "young specialists" is used in a narrow and broad sense. In a narrow sense - a legal concept in which young professionals within three years after graduation are read by graduates of higher and secondary specialized educational institutions who completed the full course of study, defended their graduation project and passed state exams.

In a broad sense, these are young people with higher and secondary specialized education under the age of 30, constituting a special group of personnel, characterized primarily by the fact that they are at the stage of labor and social self-determination and have a number of specific features that distinguish them from other Generations.

specific social and age characteristics young professionals are:

• - the work of young specialists is more performing, less creative;
• - starting their career from the lower levels of the hierarchy, young professionals receive lower wages. This affects the level of satisfaction of their needs;
• - relating to the older age group of young people, young specialists, on the one hand, are distinguished by a great rationality of actions and a lower degree of suggestibility, and on the other hand, they have, in comparison with their peers, less experience (experience) in practical work;
• - young specialists have greater mobility, advanced knowledge and professional training, as a result of which they are of particular value to the organization.

The rapid inclusion of young professionals in production activities organization is of great importance, since the effectiveness of all subsequent labor activity of young specialists, their stability, level of activity, the state of labor discipline, and the process of personality formation depend to a certain extent on the degree, timing and results of adaptation.

The results of the adaptation of a young specialist are reflected in the performance of the entire organization in the form of loss of working time, additional costs associated with retraining, etc. The reduction in staff turnover today to a certain extent depends on the adaptation of a person to the production and social environment, the entry of a person into a new team for him .

The main factors influencing the adaptation of young professionals include:

• - compliance of the work with the specialty received at the university;
• - the ability to diversify the work of a specialist, make it more attractive;
• - creation of conditions for intra-organizational mobility, creative creation and professional advancement;
• - introduction scientific organization work in the workplace;
• - microclimate in the team;
• - social - household security;
• - organization of free time.

An integrated approach to organizing work with young specialists, as well as planning it for the future, is the basis for their successful adaptation, contributes to the growth of labor activity, advanced training and professional skills.

For a young specialist during the period of adaptation, an incompetent first leader, who is indifferent to his needs and needs and creates various obstacles instead of help, poses a great danger.

The process of adaptation of young specialists consists of six stages.

First stage. The personnel management service informs about the team as a whole, about future work. He receives more detailed information from the head of the department, group when getting acquainted with the future place of work and is formally accepted into the team. intermediaries in matters business relations should be leaders.

Second phase. The circle of acquaintances, chosen by common interests, with whom normal business relations are established, is expanding. Coming to work is perceived positively, as the team is mostly pleasant. In conflict situations, the young specialist has not yet shown himself, so he is “good” for the team. He hasn't done anything bad yet.

Third stage. The young specialist quickly catches the general mood, he himself is benevolent towards the team. Positive, from the point of view of the team, behavior in several conflict situations leads to the fact that he is considered, he gains authority.

Fourth stage. A young specialist takes part in public life, innovations, offers new ideas. He has a certain creative intensity in his work, which contributes to further advancement.

Fifth stage. All the successes and failures of the team perceives as personal. He often speaks at team meetings, where he defends his point of view. His opinion is being taken into account.

Sixth stage. Demonstrates Good work by specialty. Shows balance and common sense in the analysis of specific production situations. He is promoted to positions of responsibility.

The process of adaptation can be considered complete only if the production success of a young specialist is accompanied by a good relationship in the production team. The criterion for evaluating such adaptation is the feeling of job satisfaction. In this case, various industrial interference will not affect the rhythm of the work being performed, which in itself is a guarantee of frame stabilization.

By knowing the pace of the various stages of adaptation, it is easy for organizations to determine at what stage the company is in this moment a young specialist, whether he lingered at this stage compared to the norm or passed it faster.

If the adaptation is successful, then stabilization of the team is achieved, which means that the employee has found his place in it, has become its organic part.

Adaptation of new employees. Coming in new organization- a psychologically difficult moment for any person. If he does not feel support from the organization, he has doubts about the correctness of choosing a new job, errors occur in the work process, the causes of which lie in the psychologically uncomfortable, insecure state of the person.

The attitude of a beginner to the organization, to work largely depends on how much reality corresponds to his expectations. If the true state of affairs at the future place of work has been deliberately embellished in newspaper ads or in personal conversations, it is hardly worth being offended if the new employee feels cheated.

Anyone who wants to attract a newcomer to their side should know: the first days of work must be clearly scheduled.

The following questions need to be asked:

• - Prepared and equipped workplace.
• - Were colleagues officially informed about the name, education, previous activities and future functional responsibilities of the new employee.
• - Are all the documents that should be handed to him upon greeting prepared: a description of the workplace, an organization plan, a list of all senior and middle managers, a list of closest employees.
• - When and in what form the new employee will be familiarized with the tasks of the organization and the basic principles of management.
• - Have their powers been clearly defined and documented in writing?
• - To perform, what tasks immediately involve a new employee.
• - Which of the employees will accompany him in the first days to the dining room.
• - Who will undertake the task of introducing the newcomer to the traditions of the enterprise (this includes unwritten etiquette, since these very questions are often associated with various delicate moments).

The new employee is also interested in being brought up to date as quickly as possible and without any complications. Experience shows that it would be a good idea to choose an employee for the first few months who would take patronage over the newcomer, so that there would be someone to ask about the norms and traditions of the organization.

Quite quickly, strong and weak sides new employee. It is advisable to talk with him about the opportunities for further training. The sooner this happens, the more painless for the organization will be his absence for several weeks. If a newcomer sees the interest shown by the organization in deepening and improving his knowledge and skills, he will try to meet the expectations of management.

Organizations have to spend a lot of money to find a capable specialist, but losing him is even more expensive. Anyone who believes that a beginner must find the strength in himself to win his place, must bear in mind that he can find the strength in himself to leave it.

If a new employee is well instructed, he will have confidence in the manager, the organization, learn their requirements, feel comfortable, efficient and willing to work.

Leadership adaptation. The adaptation of leaders is especially difficult. This is primarily due to the discrepancy between their level and the level of new subordinates. If the leader is head and shoulders above the team, the latter will not be able to perceive his requirements.

There may be several strategies.

Expectant. It consists in a gradual study of the situation, the problems of the unit and the features of the work of the predecessor. It is characterized by increased caution, a detailed clarification of the work of the predecessor, the general situation, acquaintance with unrealized projects, and only after that the start of active actions (usually not earlier than after 100 days).

Critical. Proceeding from the assessment of everything that preceded it as unsatisfactory, and those around it as complacent routinists and attempts to immediately bring everything back to normal. This strategy tends to fail quickly.

Traditional. It involves actions along the path beaten by the previous leader and the use of previous methods.

Rational. It is based on the selection of several areas of activity in order to solve the most urgent problems that concern the majority within 4-6 weeks and thereby improve the state of affairs. It can bring success to the newcomer, show his skillful leadership. In the process of implementing this strategy, it is necessary to gradually teach subordinates to work in a new way, setting them specific goals, not to give up in case of difficulties, remembering that the force of inertia is often large.

Subordinate and superior managers have their own interests and expectations regarding the new employee. New leader under pressure from both above and below. Therefore, the changes should not be drastic, creating a danger of disrupting the work of other departments. In this regard, interested parties are immediately advised to make it clear that their interests will be taken into account in all transformations, but not to rush into practical actions.

Those who previously worked in the organization are well-known, but their promotion to a leadership position can cause alienation and envy. former colleagues. In addition, they are dominated by habits and traditions, seeming knowledge of internal problems, and therefore their own "industrial blindness."

There are also difficulties associated with the fact that the acceptance by the team of a new leader largely depends on his comparison with his predecessor. The new leader will be able to succeed only when he is well-versed in internal relationships and leans on key figures, for example, on an interim acting for him. It is advisable to turn to him for advice in the first place and discuss the possibilities of cooperation.

The process of entering a new leader into the team is also facilitated by a preliminary study of future subordinates, their advantages, disadvantages, and potential opportunities; asserting himself from the first day as a decisive person, but at the same time prudent, cautious, not changing everything at once, but immediately eliminating obstacles in work, attentive to the opinions and suggestions of subordinates. At the same time, one should not criticize the former leader.

The final step in the work of the personnel management service for the adaptation of new employees is the organization of control over the adaptation process, which is designed to solve the problems that newcomers have and eliminate the factors that prevent them from fixing in the team. Upon completion of the adaptation, the immediate supervisor should write brief description per employee and transfer the adaptation form to the personnel management service.

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

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

Structural consolidation of adaptation management functions can take place in the following areas:

Allocation of the appropriate subdivision (bureau, department) in the structure of the personnel management system. Most often, adaptation management functions are part of the staff training unit.

The distribution of specialists involved in adaptation management by production units of the enterprise with a reduction, coordination of their activities by the personnel management service.

The development of mentoring, which in recent years has been undeservedly forgotten at our enterprises.

The main goal of these divisions and services is to make the process of adapting the adaptation of new employees to the enterprise as short and painless as possible.

To achieve these goals in organizations, it is advisable to have specialists in the existing personnel management units or an independent personnel adaptation management unit. The staff of such a unit should consist of at least one person - a personnel manager (selection, training and adaptation of employees). Line managers are directly involved in the implementation of the adaptation process.

The functions of this unit should be focused on employees who need help in adapting, as well as graduates of educational institutions, since for them the problem of adaptation is more acute than for employees with experience working in a team.

The onboarding management unit should perform following features: study and forecasting of the labor market situation, carrying out measures to adapt to it, the implementation of the appropriate restructuring of human resources; recruitment and selection of personnel using professiograms and job descriptions, testing and interviewing employees in order to better adapt them; placement of personnel by divisions, sections, workplaces, fixing rotations and intra-company movement of personnel, the formation of a stable workforce; organization of interaction with the regional adaptation management system on mutually beneficial terms.

The responsibilities of the Human Resources Manager include:

• - Familiarization with the organization; characteristic; terms of employment; salary.
• - Presentation to the manager, immediate supervisor, training instructor.
• - Organization of excursions to workplaces.
• - Explanation of working conditions, familiarization with the functions (together with the manager).
• - Organization of training (together with the training department).
• - INTRODUCTION to the team, introduction of employees (together with the manager).

For new employees, special training and education courses are organized, designed to most quickly and rationally adapt them to the style and methods of work in an organization or unit. Forms of adaptation can be lecture and seminars directly in the organization; on-site classes at a special training base with the invitation of specialists and experts; field group training.

In the work on the adaptation of new employees, the personnel manager must use a specially designed program. The adaptation program is divided into general and specialized.

The overall adaptation program concerns the entire organization as a whole and addresses the following issues:

• - general idea about the organization: welcoming speech;
• - development trends, goals, priorities, problems of the enterprise;
• - traditions, norms; products and their consumers; activities;
• - organization, structure, communications;
• - information about senior management, internal relations;
• - wages in the organization;
• - additional benefits: types of insurance;
• - severance pay;
• - sickness benefits, family illnesses, maternity benefits;
• - the size of the pension; on-the-job training opportunities;

Occupational health and safety:

• - precautionary measures;
• - rules of fire safety and control;
• - rules of conduct in case of accidents;
• - health care and places of first aid;
• - attitude of workers with the trade union;
• - terms and conditions of employment;
• - appointments, movements, promotions;
• - the rights and obligations of the employee;
• - implementation of trade union resolutions;
• - discipline and penalties;
• - household service;
• - nutrition;
• - rest rooms;
• - other household services.

After the implementation of the general adaptation program, a specialized adaptation program is carried out. It covers issues related specifically to any department or workplace. This program is usually run by a line manager or mentors.

This program includes the following topics:

• - unit functions, goals and priorities;
• - organization, structure and functions;
• - relationships with other departments;
• - duties and responsibilities;
• - a detailed description of the current work and expected results;
• - explanations why this particular work is important, how it correlates with other types of work of departments and in the enterprise as a whole;
• - duration of the working day and schedule;
• - requirements for the quality of work performed;

rules - instructions:

• - rules specific only to a given type of work or a given unit;
• - safety regulations;
• - relations with employees of other departments;
• - food, smoking in the workplace;
• - telephone conversations personal nature during working hours;

Unit inspection:

• - fire alarm button, inputs and outputs;
• - places for smoking; places of first aid;
• - Presentation to department staff.

This program can be used for both primary and secondary adaptation. Since the adaptation of young workers who do not yet have professional experience is different in that it consists not only in mastering information about the organization, but also in learning the work itself, the adaptation program must necessarily include training. Older employees have special adaptation needs. They also need training, and their needs are somewhat similar to those of young workers, and it is often more difficult for them to fit into the team. The adaptation of women who returned to work after parental leave has its own characteristics; disabled people; employees who returned after completing training courses. All this cannot be ignored and this must be taken into account when drawing up adaptation programs.

The following can be attributed to organizational decisions on the technology of the adaptation management process:

• - organization of seminars, courses, etc. on various issues of adaptation;
• - conducting individual conversations of the manager, mentor with a new employee;
• - Intensive short-term courses for managers entering this position for the first time;
• - carrying out organizational and preparatory work when introducing innovations;
• - special training courses for mentors;
• - the use of the method 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. With all this, it is advisable to think over a system of additional incentives for the employee for the successful solution of the assigned tasks;
• - implementation of one-time public assignments to establish contacts between a new employee and the team;
• - execution of one-time instructions for organizing the work of the governing body (production meeting, board of directors, etc.);
• - preparation of personnel replacement during their rotation;
• - conducting special role-playing games in the team of the unit to unite employees and develop group dynamics.

In his opinion, with an individual introduction to the position (which, again, is preferable to a group one, since it is more efficient and requires less cost), the immediate supervisor “congratulates the new employee on the start of work, introduces him to the team (tells his biography, emphasizing the merits), introduces the unit and the situation in it, sets out in detail the requirements, including unwritten ones, reports on the difficulties that may be encountered and the most common mistakes in work, about future colleagues, especially those who have a difficult character, and those on whom you can always rely on, ask for advice.

The leader instructs, monitors the first steps of the beginner, identifies the strengths and weaknesses of his training, determines the real need for additional training, provides comprehensive assistance in adaptation” Vesnin V.R. Practical personnel management: A manual for personnel work.

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

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

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

It is difficult to disagree with all these conclusions, since in modern Russian conditions when most organizations cannot afford not only to organize a separate unit that performs exclusively the functions of adaptation of personnel, but even normally functioning personnel department, which would consist of qualified employees, in these conditions, much more functions fall on the shoulders of direct supervisors.

It is difficult to say whether the concentration of adaptive functions in the hands of the leader is a positive or negative moment. When delegating these functions to him, we must remember that the leader himself is also an object of adaptation, and that he sometimes needs some time to adapt to his subordinates.

V.R. Vesnin believes that the social and psychological adaptation of leaders is difficult “primarily because of the discrepancy between the level of them and their new subordinates. If the leader is head and shoulders above the collective, the latter will not be able to accept its demands, and the leader, in essence, will find himself in the position of a general without an army; otherwise, the collective will be "a flock without a shepherd." The entry process is complicated if the former boss becomes a higher-level boss” Vesnin V.R. Practical personnel management: A manual for personnel work.

The adaptation process includes the following five stages: introduction to the position, development of a plan for the development of a new employee, control of the adaptation process, corrective measures, employee evaluation.

The first stage of adaptation is the introduction of new employees. The purpose of the first stage is to get acquainted with the organization, its features, internal labor regulations.

As a rule, the introduction to the position takes place with the help of a special orientation course, which includes: an introduction ceremony to the team, familiarization with the workplace; conversation with the leader; familiarization with social benefits and incentives; fire safety and safety training.

The second stage of the adaptation program is the development of a plan for the formation of a new employee.

The adaptation of employees is a logical continuation of the personnel selection procedure, during which the correspondence of the personogram of each employee with the professiogram of the position was determined.

Therefore, for each newly hired employee, it is advisable to draw up an individual adaptation plan, which, depending on the position, personal characteristics of the employee, includes various activities.

One of the main forms of employee adaptation is mentoring. Both experienced employees with experience, managers, and young employees who have worked for several years in the organization and have proven themselves as mentors can act as mentors.

Another form of adaptation is the method of gradually increasing the complexity of tasks performed by a new employee, which is combined with control and constructive analysis of mistakes made in the performance of tasks. Rewarding an employee for successfully solving assigned tasks is an additional motivating factor in the effective adaptation of an employee.

In the course of adaptation, it is advisable for a new employee to give one-time public assignments to organize the work of a management body, for example, a production meeting, a board of directors. Conducting special role-playing games in the team contributes to the rallying of employees and the development of labor dynamics. In the process of adaptation of employees, it is advisable to include them in target problem groups, creative teams, the composition of which varies in time and work issues. An obligatory element of adaptation is the organization of seminars, short courses on various aspects of the organization's activities. Rational Degree freedom of the working regime, optimal duplication of tasks of departments, the introduction of elements of competitiveness of departments, publicity of the results of work, the participation of employees in management, providing feedback with the administration and colleagues on issues results achieved labor and the adequacy of their assessment are factors that ensure the success of adaptation.

The next stage of the technological scheme of the adaptation process is control, which is carried out by the immediate supervisor of the new employee. As a result of the control of the adaptation process, problems arising from new employees are identified.

At the stage of corrective measures, the factors that hinder the newcomer's consolidation in the team are eliminated.

Evaluation of the employee is carried out at the end of the adaptation period. The results of adaptation are reflected in the characteristics written by the immediate supervisor. All documents reflecting the progress of the adaptation period (adaptation plan, accounting forms, characteristic) are stored in personal file worker.

Adaptation programs for workers of different categories will have differences. For positions of different levels, it is appropriate to create individual programs, taking into account the following factors: the content of the work; status and level of responsibility; different working environment; personal characteristics of the employee.

The participants in the adaptation process are the new employee and the organization itself, since adaptation is the mutual adaptation of the employee and the organization.

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

Periodically (at least twice in the first month and once in subsequent months), the adaptation process should be monitored by a personnel specialist.

In case of dismissal of an employee during the adaptation period, the manager is obliged to send him to the HR department for an interview within two weeks.

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

The success of adaptation depends on the characteristics production environment and the worker himself. The more complex the environment, the more it differs from the usual environment at the previous place of work, the more changes are associated with it, the more difficult the adaptation process is.

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

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

When determining the timing of adaptation (and with them the possible damage) as its limit, or the starting point for completing it as a process, certain quantitative indicators characterizing individual aspects of adaptation, or a system of indicators, can be used.

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

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

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

Introduction

Conclusion

Introduction

Adaptation is one of the elements of the enterprise personnel management system. Despite this, adaptation measures in the company are sometimes given little attention, since the time and organizational resources of the personnel service are invested mainly in the development of assessment and training systems.

Starting production activities in an organization, an employee is interested in various aspects of cooperation related to the volume and time of interaction, the conditions of his functioning in the organization, as well as what personal interests he should sacrifice, what the organization will give him in return, etc.

The adaptation of new employees to work in the organization is a direct continuation of the selection process. Insufficient attention of the organization to the issues of adaptation of new employees will negate the results of the selection if the new employee, failing to master in a timely manner new job and not fitting into the workforce, quit. Thus, the time and money spent by the organization on its search and selection can be thrown to the wind.

Staff adaptation - this is the adaptation of workers to the content and conditions of labor activity and the immediate social environment. Why onboard new employees? First of all, it is necessary in order to reduce the time that a new employee usually needs to get used to a new place and start working with maximum efficiency. Thus, the adaptation system is beneficial for both the newest employee and the company's management. When using a well-designed adaptation system, a person who has recently joined the company feels more comfortable in a new place, and the management gets the most out of it in their work. It should be noted that adaptation is a mutual process, a person adapts to a new organization for him, an organization adapts to a new person for her. And the further productivity of both the new employee and his colleagues largely depends on how smoothly this process goes.

1. Theoretical aspects of building an adaptation system

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

1.1 Personnel as an object of organization management

The term "staff" combines the components of the workforce of the enterprise. We include all workers (labor collective) who perform production or management operations and are engaged in the processing of objects of labor using means of labor as personnel. The concepts of "cadres", "employees", "personnel" are identical, if we take the definition given by us as a basis.

In management theory, there are different approaches to the classification of personnel depending on the profession or position of the employee, the level of management, the category of employees. This classification provides for the allocation of two main parts of the personnel for participation in the production process: workers and employees.

workers,or production personnel, carry out labor activities in material production with a predominant share of physical labor. They provide production, its exchange, marketing and service.

adaptation professional staff

employees,or managerial personnel, carry out labor activities in the process of production management with a predominant share of mental labor. They are busy processing information using technical means management. The main result of their labor activity is the study of management problems, the creation of new information, the change in its content or form, the preparation of management decisions, and after the leader chooses the most effective option- Implementation and control of execution of decisions. Management personnel is divided into two main groups: managers and specialists.

The fundamental difference between managers and specialists lies in the legal right to make decisions and the presence of other employees in subordination. Depending on the scale of management, there are line managers who are responsible for making decisions on all management functions, and functional managers who implement individual management functions. In addition, there are top-level managers of enterprise management (director and his deputies), middle-level (heads of workshops and divisions) and lower level (heads of sections, foremen).

The specialists of the enterprise can be divided into three main groups depending on the results of their work:

functional management specialists, the result of which is management information (referents, economists, accountants, financiers, marketers, etc.);

specialists-engineers, the result of which is design and technological or design information in the field of engineering and production technology (technologists, engineers, designers, builders, designers, etc.);

employees - technical specialists (typists, operators, couriers, elevator operators, storekeepers, waiters, etc.) who perform auxiliary work in the management process .

1.2 Basic concept and essence of adaptation

Concept " adaptation" (from lat. "adapto" - I adapt) is borrowed from biology and means adaptation, adaptation to the environment. 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. In this situation, 3 ways of development of events are possible:

) the personality will have a greater influence on the working environment, and the influences working environment will be insignificant

) the environment will have a greater impact on the individual, while it is possible to change the behavior of the individual,

) comparable mutual influence of the individual and the environment on each other.

The most effective of all adaptation methods is activeadaptation, which is the process of adapting an individual to a changing environment with the help of an appropriate control action and the use of organizational, technical, socio-psychological means.

The adaptation process is traditionally divided into four stages.

. Evaluation of the level of preparedness of a new employee.At this stage, situations unusual for the employee and options for solving tasks familiar to the employee are identified.

. Orientation. At this stage, the new employee is practically acquainted with his duties and requirements imposed on him by the organization.

. Effective adaptation. At this stage, the newcomer adjusts to his new position and is widely included in interpersonal relationships with colleagues.

. Functioning.At the final stage of adaptation, the employee overcomes production and interpersonal problems and moves on to a stable job.

Individual employees from different departments deal with adaptation issues. This is an HR inspector, line managers or work colleagues. Their main goal is to make the process of adaptation, adaptation of young workers to the enterprise as short and painless as possible. It is characteristic that the processes of both primary and secondary adaptation do not differ in great features, that is, all activities are similar to each other and look like this. The adaptation process directly begins in the personnel department when hiring and applying for a job. The personnel department inspector conducts a short conversation, in which he introduces in general terms the enterprise, department or workshop where the newcomer will work. Then he escorts the new employee to his workplace and introduces him to the immediate supervisor. And he, in turn, conducts acquaintance with the team, with colleagues at work, with the workplace. At his discretion, the manager can attach a mentor to the newcomer from among more experienced and senior employees. As a rule, for another month, the manager conducts periodic conversations with the new employee, being interested in the difficulties that he has, his successes, and gives a systematic assessment of the work. There is no control over the course of the adaptation process by the personnel department. Some organizations issue special brochures describing a particular type of production, workplace, profession or position.

1.3 Goals of adaptation of personnel in the organization

When a person goes to work, he is included in the system of intra-organizational relations, occupying several positions in it at the same time. Each position corresponds to a set of requirements, norms, rules of conduct that determine social role a person in a team as an employee, colleague, subordinate, manager, member of a collective management body, public organization and so on. From a person occupying each of these positions, behavior is expected corresponding to it. Entering a job in a particular organization, a person has certain goals, needs, norms of behavior.

In accordance with them, the employee makes certain requirements for the organization, for working conditions and his motivation.

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

Among the main goals adaptation of new employees in the organization usually distinguishes the following:

Start-up cost reduction. A new employee does not always know the new job and the requirements of the organization. As long as he works less efficiently than experienced employees, his work requires higher costs for the organization. Efficient onboarding reduces these costs and enables the new employee to achieve established performance standards more quickly.

Reducing the stress experienced by the new employee. The vast majority of people are characterized by fear of the new, the unknown. stressful state new employee, as a rule, is associated with a fear of failure in work and with a lack of orientation in the new working situation.

Reducing staff turnover. If employees are not able to get used to the organization in a timely manner, this may lead to their dismissal.

Saving time for managers and colleagues. A new employee needs some help from management and colleagues to solve various, including the simplest, everyday problems.

Development of job satisfaction in the new employee, positive attitude to work and realism in expectations. The adaptation process should contribute to the formation of a positive attitude of new employees to the organization, to their unit and to the task assigned, which is an indispensable condition for high performance.

Main elementsadaptation process are:

mastering the system of professional knowledge and skills;

mastery of a professional role (attitudes, values, behavior in

meeting the expectations of others);

fulfillment of the requirements of labor and performance discipline;

independence in the performance of assigned official functions;

satisfaction with the work performed and the remuneration received for the results achieved;

striving for improvement within the chosen profession;

awareness of issues related to the work performed;

joining the team, establishing good relationships with workmates;

feeling of psychological comfort and safety;

rapport with management.

1.4 Types of adaptation and factors affecting it

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, economic, organizational, administrative, sanitary, hygienic and living conditions of work and rest.

There are two areas of labor adaptation: primary and secondary adaptation. 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 firms, which pay increased attention to the primary adaptation of young workers. This category of personnel needs special work from the administration of organizations. Most often, professional adaptation is seen as a process of introducing a person to work within the framework of certain profession, its inclusion in production activities, its assimilation of conditions and the 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.

Professional adaptation characterized by additional development of professional opportunities (knowledge and skills), as well as the formation of professional necessary qualities personality, positive attitude towards their work. As a rule, job satisfaction comes when certain results are achieved, and the latter come as the employee masters the specifics of work at a particular workplace.

In progress psychophysiological adaptation there is a development of the totality of all conditions that have a different psychophysiological effect on the worker during work. These conditions include: physical and mental stress, the level of monotony of labor, sanitary and hygienic standards of the production environment, the rhythm of work, the convenience of the workplace, external factors of influence (noise, light, vibration, etc.).

In progress socio-psychological adaptation there is an inclusion of the employee in the system of relationships of the team with its traditions, norms of life, value orientations. In the course of such adaptation, the employee receives information about the system of business and personal relationships in the team and individual formal and informal groups, about the social positions of individual members of the group. He perceives this information actively, correlating it with his past social experience, with his value orientations. When an employee accepts group norms, a process of identification of the individual takes place either with the team as a whole, or with some formal or informal group.

In progress organizational and administrative adaptation the employee gets acquainted with the features of the organizational management mechanism, the place of his unit and position in the overall system of goals and in the organizational structure. With this adaptation, the employee should form an understanding of his own role in the general manufacturing process. One more important and specific aspect of organizational adaptation should be singled out - the employee's preparedness for the perception and implementation of innovations (of a technical or organizational nature).

Economic adaptation allows the employee to get acquainted with the economic mechanism of managing the organization, the system of economic incentives and motives, adapt to the new conditions of remuneration of his labor and various payments.

In progress sanitary and hygienic adaptation the employee is accustomed to the new requirements of labor, production and technological discipline, labor regulations.

He gets used to preparing the workplace for the labor process in the conditions of production that have developed in the organization, adhering to hygienic and sanitary standards, safety and health requirements, and also taking into account the economic safety of the environment.

Despite the difference between the types of adaptation, they are all in constant interaction, so the management process requires a unified system of impact tools that ensure the speed and success of adaptation.

2. Technology adaptation of personnel in the organization

Almost always, getting into a new work team, an employee experiences severe stress, which negatively affects his production, psychological and physiological performance. In accordance with the scale of stress factors compiled by the American psychologist M. Argyle, dismissal is equated to average stress and is 47% in relation to maximum stress, and according to the Holmes-Ray stress factors scale, job change is in third place in terms of the impact on person after the death of a close relative and divorce.

New team for an employee, this is an environment of people unfamiliar to him with their inherent habits, inclinations and emotions, acting according to patterns of behavior unfamiliar to the employee. A new employee is faced with a new corporate culture, with unfamiliar rules, conventions and taboos. An employee inevitably has difficulties in mastering a new profession (specialty) or a new job. The efficiency of the employee in such a situation falls, his efficiency decreases. The natural course of the employer and the responsibility of his HR service is to work on the adaptation and orientation of a new employee.

2.1 Management of the professional adaptation process

At all stages of adaptation, managerial influence on its course is possible. The controlled course of adaptation most often leads to progressiveresult, passive adaptation left to chance is fraught with regressive result.

Adaptation Management - it is a process of active influence on the factors that determine its development and reduce adverse consequences. The main task of personnel adaptation management is to eliminate the causes and reduce the negative aspects that inevitably arise when an employee adapts to the conditions of a new external and internal environment.

The adaptation of an employee to work in an organization simultaneously depends on many factors, therefore, the assessment of the success of adaptation can be carried out only on the basis of simultaneously taking into account a significant number of those aspects of labor activity that determine the desire (or unwillingness) of the employee to continue working in the organization.

Control labor adaptation requires the development, first of all, of three organizational elements: structural consolidation of the adaptation management function; adaptation management process technology; information support of this process.

As possible organizational solutions to the problem of structural consolidation of adaptation management functions, the following can be proposed:

Allocation of the appropriate subdivision (group, department) in the organizational structure of the personnel management system. Most often, adaptation management functions are part of the staff training unit.

The distribution of specialists involved in adaptation management by departments (workshops, departments) or groups of departments. In this case, the HR specialist becomes the curator of certain departments. It should be noted that an adaptation management specialist can be either an employee of one of the departments of the personnel management system or an employee of another prepared for this role. functional unit.

The development of mentoring, which in recent years has been undeservedly forgotten in domestic organizations. Foreign firms actively use mentoring, considering it as a form of trust in an experienced employee, as well as a certain stage in his promotion. At the same time, mentoring is supported by material incentives. Both experienced employees with experience, managers, and young employees who have worked for several years and have positively proven themselves can act as mentors. This experience, originating in Japan, has been successfully developed in European companies in recent years.

A relatively young, but extremely promising phenomenon in Russian business can be called coaching. Coaching is one of the most effective tools personnel management and, of course, the most effective management style today. It should be recognized that mentoring and coaching are inherently different. However, they are by no means mutually exclusive. Rather, on the contrary, they perfectly complement each other. The only question is what is more in line with the company's corporate culture. Of course, coaching, like mentoring, can be used as a standalone tool. But with their proper combination, the effect will be immeasurably higher.

Development of structural relationships between the personnel management system (in particular, the adaptation management unit) with the management organization service. In many foreign firms, this service is structurally included in the controlling system.

The subject of functional relationships between the departments of adaptation management and management organization are mainly issues of forms and principles of labor organization, systems for introducing innovations, etc.

The following can be attributed to organizational decisions on the technology of the adaptation management process:

organization of seminars, courses and similar events on various aspects of adaptation;

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

intensive short-term courses for first-time managers;

carrying out organizational and preparatory work when introducing innovations;

special training courses for mentors;

using the method 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;

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

execution of one-time instructions for organizing the work of the governing body (production meeting, board of directors, etc.);

preparation of personnel replacement during their rotation;

conducting special role-playing games in the team of the unit to unite employees and develop group dynamics.

2.2 Key steps in the adaptation process

The technology of effective management of the adaptation process involves the compilation of an appropriate algorithm, the definition of ways and methods of influencing the adaptation process, qualitative and quantitative indicators that allow you to control the process of adaptation of a new employee. The main tasks that such an algorithm should solve include: reducing the adverse effects from the activities of an unadapted worker; stabilization of the collective, alarmed by the arrival of a bearer of an alien culture; as well as the coordination of the activities of all employees involved in activities that contribute to the adaptation of a new employee.

The work of the manager, personnel manager and curator in the process of adapting a new employee depends on its stages.

Stage 1. General orientation

The HR manager, together with the immediate supervisor, conducts:

· assessment of the professional level of a new specialist to develop the most effective adaptation program;

· determination of the range of its tasks for the first days;

· explanation of the requirements for the work (quality, final indicators, etc.), the degree of responsibility for the results;

· appointment of a curator;

· development of an incentive system to increase interest

· curator in the successful adaptation of his "ward".

The HR manager provides the newcomer with the following information:

· about the company - history, development, activities, organizational structure, key figures, traditions, trends, norms, standards, procedures, internal relations, most important documents(mission, strategy, code, quality management system);

· business - products, consumers, priorities, problems, policies in the field of working with clients;

· wages - norms and rules for accrual, wages on weekends and overtime, bonus conditions, etc .;

· mode of work and rest - the procedure for granting holidays and time off;

· additional benefits - insurance, severance pay, the possibility of training, the availability of canteens, buffets, health centers;

· occupational health and safety;

· personnel management issues - conditions for appointment, relocation, dismissal; probation; rights and obligations; relationships with immediate supervisor and other managers; work evaluation;

· discipline, rewards and penalties; directions to vocational training and professional development;

· internal regulations;

· solving everyday problems;

· economic situation organizations - profitability, cost of equipment, losses from absenteeism, delays, accidents.

Stage 2. Taking office

In the process of entering the position, the manager provides the new employee with the following information:

Unit functions: goals and priorities, organization and structure; activities; communication with other departments of the company; relationships within the department

Job duties and responsibilities: detailed description of technology, processes and expected results; clarification of the importance of this position, its relationship with others in the unit and in the enterprise as a whole; quality standards for the work performed; job description, duties and responsibilities; duration and schedule of the day; required reporting;

Rules: procedures specific to a particular type of work or a given unit; procedures in case of accidents; relationships with employees from other departments; behavior in the workplace; control of violations; organization of rest, meals, breaks, smoke breaks; the possibility of personal telephone conversations; use of equipment; types of assistance in which cases it can be provided; a list of documents that a beginner needs to read first.

The head represents the employees of the unit, pays special attention to those who can always be contacted with a question or for advice. The curator of the new employee should familiarize him with:

· with official duties;

· compensation rules possible costs;

· information confidentiality requirements;

· internal regulations;

· management style, culture, traditions, norms, etc. adopted in the company;

· basic procedures and policies regarding personnel;

· organizational structure and chain of command (if necessary);

· the procedure for communication and communications by position;

· information about the traditions of the department or group in which the employee will work.

Stage 3. Effective Orientation

Every week of the trial period, the HR manager conducts interviews with a new employee to find out his opinion about the socio-psychological climate, corporate culture, tasks, principles, organization of activities in the company in terms of their compliance with personal goals, attitudes, expectations, stereotypes. The beginner evaluates the following aspects of his work:

· interest in the profession, position: are you satisfied with the content and conditions of work, status, remuneration, prospects, opportunities for realizing one's potential;

· striving for improvement in the chosen specialty: is the employee satisfied with the existing level of complexity and responsibility that his activity implies;

· psychological comfort and safety: are relationships with colleagues and management successfully built, does work in the company give a sense of self-confidence, in tomorrow;

· fairness: does the newcomer recognize that his work is valued properly (does he receive a reward corresponding to his contribution, attitude to duties);

· effort expended: whether he considers that the psychological tension, fatigue, stress that appear during the performance of tasks are acceptable to him.

The HR manager identifies psychological difficulties in the process of adapting an employee in the implementation certain types activities and processes, helps in their successful overcoming.

Besides, personnel specialist together with the immediate supervisor and the curator, on the basis of their assessments, draws up a program for his personal and professional development.

Actions of the immediate supervisor and curator:

· interview to identify the needs of a newcomer in additional information;

· evaluation of the results of the employee's activities over the past week, analysis of successes, as well as failures (identifying the causes and ways to overcome them);

· determining the types of tasks that need to be mastered at this stage;

· drawing up or adjusting a program of personal and professional development;

· learns from the employee the impression of the company and compliance with his expectations;

· forecasting the possibility of harmonizing goals, principles, organizing activities in a company with its personal attitudes and stereotypes, as well as designing ways to achieve their mutual compliance; revealing his desires.

2.3 Evaluation of the effectiveness of staff adaptation

Employee adaptation is a long process. Its duration depends on the personal qualities of the employee and on how successfully the adaptation measures were carried out by the line manager and the personnel manager. This process usually takes about three months. During this time, the HR manager monitors the adaptation of each employee. Daily informal conversations are held with him, during which it becomes clear how satisfied he is with the work, at what price it is given to him, how his team accepts, whether there are difficulties in understanding with the management, whether a feeling of psychological comfort has been created. In order to obtain information about how successfully an employee masters the system of professional knowledge and skills, how he fulfills the requirements of labor discipline, whether he retains interest in work, the HR manager conducts conversations with the manager of this employee. If any problems are found, the necessary measures are taken. Work control is carried out in the form of weekly reports of new employees to the HR manager. Each trainee fills out a specific form, which reflects information about the work done during the week. The manager gets acquainted with the report, gives a comment (assessment), puts his signature. The report is submitted to the HR manager, while the results of the work are discussed, conclusions are drawn, and the necessary assistance is provided in solving the problems that have arisen. This form of reporting is valid throughout the adaptation period.

One of the effective ways of feedback is round tables held by the HR manager. During the adaptation period, each employee becomes their participant twice: after completing the training at the first stage personnel school and after a three-month period of work in the company. At the round table, it is very important to create a trusting environment in which each participant can frankly express his opinion on the organization of work. The problems that have arisen are discussed and ways to solve them are outlined, proposals are made to improve working conditions, opinions are exchanged, a survey is conducted to assess the level of socio-psychological adaptation. Such an event is very useful, as it gives each employee the opportunity to be heard and feel their importance.

After the round table, the HR manager analyzes its results and introduces the analysis to the director of the department and managers on general meeting where an action plan is drawn up to eliminate factors that hinder successful adaptation.

If during the test a discrepancy between the employee and the position held is revealed, the immediate supervisor in memo notifies the head of department. It is coordinated with the head of the personnel department and endorsed by the general director. About unwillingness to continue labor Relations due to unsatisfactory results of the probationary period, the employee is informed before the end date in writing(under signature), followed by dismissal.

· the work does not cause the employee to feel tension, fear, insecurity, has become familiar to him;

· he has mastered the necessary amount of knowledge and skills;

· the newcomer's behavior meets the requirements of his position and superiors;

· the performance of the employee suits the immediate supervisors (complies with the established standards);

· a person expressed a desire to improve in the profession with which he connects his future;

· he feels satisfaction with the work performed, considers the assessment of his labor contribution fair;

· success in professional activity is associated with success in life;

· established friendly ties with some members of the team and equal relations with the group.

Since the induction procedure is not regulated by any legal norms, all of the above is advisory in nature. Each organization individually decides whether it is necessary to use it, to what extent, whether to introduce additional aspects.

3. Adaptation of personnel at various stages of development of the organization

The life cycle of each organization is a sequence of successive stages or stages, each has certain characteristics that cannot be ignored when developing a system of adaptation measures for a newly arrived employee. Staff adaptation tools, as a rule, correspond to the stage of development of the enterprise that it is currently going through.

1)Stage of enterprise formation

The company has a small staff. The relationship between managers and employees, as well as within the team, resembles the corporate culture of a "family" type company: employees know each other well, are in the same small room, work in an atmosphere of mutual understanding. If problems do arise, they can be quickly resolved.

There is no onboarding officer.

The entrepreneur himself is engaged in the adaptation of the personnel, connecting, as far as possible, other employees who are well versed in what and have free time to explain. The main emphasis is on socio-psychological adaptation, the main thing is to gain a foothold in the "family", whose members are ready to take on part of the "newcomer's" duties, to support him.

During this period, projects with a high degree of financial risk and a minimum number of actions are accepted. Resources are insufficient to meet all customer requirements. The focus is on the rapid implementation of immediate measures, for this reason, employees must be innovators, enterprising, contact, long-term orientation, willing to take risks, not afraid of responsibility. Low turnover of key employees.

)Stage of intensive growth

Staff adaptation tools are being developed. It could be a "new employee book" or some kind of "introductory course". The course usually does not require special wisdom and may include elements such as:

introduction of a new employee to the team: what exactly he will do, with whom he will interact

introducing the team to a new employee: who is responsible for what, and whom to contact on what issues, what are the rules of communication within the company, how to become a "Hero" in this company.

If the company does not have the position of a personnel manager, then the responsibilities for the adaptation of personnel are assigned to the heads of departments, at whose disposal new employees come.

In the absence of persons responsible for the adaptation of personnel, such Negative consequences How:

loss of information

When dismissing an "old" employee who owned all the information in the framework of his activities, it is important to organize the transfer of cases and information about their status to the newly hired employee in a timely and competent manner. Otherwise, important information may be lost to the enterprise. And the new employee will have to work painstaking and laborious work to establish the labor process in the area accountable to him from a "clean slate".

emergence of subcultures

The team is stratified, which leads to the blurring of the corporate culture of the "family". Therefore, a newcomer or an employee transferred to another department is supported only by his immediate colleagues and the boss.

)stage of stabilization.

The company is growing, has grown and mastering it "in integrity" becomes in itself a difficult task. Information about the company has become "layered" and very diverse. At this stage, special attention should be paid to improving the effectiveness of the tools of the personnel adaptation system. The improvement of existing tools and the introduction of new ones will be relevant: the creation of electronic courses<#"justify">4)Recession or crisis stage (unless the Rapid Growth stage occurs).

At this stage, the tools of the adaptation system lose their effectiveness. They are not updated, they begin to become obsolete. As a result, they also refuse to adapt personnel, especially since there are almost no new personnel in the company. Workers are required who are not committed to the company, ready to work for a short time, narrowly oriented.

)Update Stage

Using the previous experience of adaptation systems, they are trying to bring "foreign" tools. This is mainly due to enthusiasts who have come to the company again. Employees must be flexible to changing conditions, focused on long-term goals, selfless, ready to endure temporary discomfort in conditions and pay.

Conclusion

Adaptation to work in the organization of new employees is the logical conclusion of the selection process. The solution of a set of issues related to the introduction of selected personnel into the organization, into the unit and into the position requires serious methodological and organizational work. The system of measures for the adaptation of new employees will be successful only when planning, directing and coordinating this work throughout the organization.

One of the problems of working with personnel in an organization when attracting personnel is the 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 issues are dealt with by individual employees from different departments: the HR manager, line managers or work colleagues. Their main goal is to make the adaptation process of young workers to the enterprise as short and painless as possible. It should be noted that the processes of both primary and secondary adaptation do not differ significantly; All events are the same.

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

The success of adaptation depends on a number of conditions, including:

quality level of work on professional orientation of potential employees;

objectivity business evaluation personnel (both in the selection and in the process of labor adaptation of employees);

perfection of the organizational mechanism for managing the adaptation process;

the prestige and attractiveness of the profession, work in a particular specialty in this particular organization;

features of the organization of work, realizing the motivational attitudes of the employee;

availability of a well-established system for introducing innovations;

flexibility of the personnel training system operating within the organization;

features of the socio-psychological climate that has developed in the team;

personal properties of an adaptable employee related to his psychological traits, age, marital status and so on.

Special attention should be paid to the issue of the organizational mechanism for managing the adaptation process as a key condition for its successful implementation. The lack of development of this mechanism for domestic organizations is one of the main reasons for the declarative nature of adaptation management and the slogan proclamation of its necessity.

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

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LABOR ADAPTATION OF STAFF

Adaptation - the process of familiarizing an employee with the activity and organization and changing their own behavior in accordance with the requirements of the environment, i.e. the process of adjusting to a new environment.

The reasons for changing working conditions are manifold: entering a new place of work, moving to another department, to a new position, introducing new forms of labor organization, etc. It is necessary to distinguish between active adaptation, when an individual seeks to influence the environment in order to change it (including those norms, values, forms of interaction that he must master), and passive, when he does not seek such an impact and change .

Adaptation seems to be the most effective as a process of active adaptation of an individual to a changing environment with the help of an appropriate control action and the use of various means (organizational, technical, socio-psychological, etc.). According to their impact on the worker, progressive results of adaptation and regressive ones are distinguished. The latter take place in the case of passive adaptation to an environment with a negative content (for example, with low labor discipline). In addition, there is a distinction between primary production adaptation, when a person is first included in permanent labor activity at a particular enterprise, and secondary - with a subsequent job change.

The components (components) of the production environment as an object of adaptation are very diverse. Among them, one can distinguish: working conditions and its organization, wages and forms of material incentives, the content of labor, the rigidity of norms, the psychological climate in the team, etc.

The task of adaptation management is to accelerate the adaptation process, reduce the negative aspects that accompany it.

Personnel adaptation procedures are designed to facilitate the entry of new employees into the life of the organization.

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

The need for adaptation management is predetermined by great damage both for production and for workers.

The development of measures that positively affect adaptation implies knowledge of both the subjective characteristics of the worker (gender, age, his psychophysiological characteristics, as well as education, length of service, etc.), and the factors of the working environment, the nature of their influence (direct or indirect) on indicators and adaptation results. Therefore, when optimizing the adaptation process, one should proceed from the existing capabilities of the enterprise (in terms of working conditions, flexible working hours, labor organization, etc.) and restrictions on changing the worker (in the development of certain abilities, in getting rid of negative habits, etc.). etc.), it is also necessary to take into account the differences in the new and in the previous place of work, the features of the new and the former profession, because they can be significant, which will serve as a serious barrier to professional mobility and the implementation of the personnel policy of the enterprise.

A feature of adaptation management is that the role of one or another side of production adaptation can manifest itself in different ways, depending on the specific situation. For one profession professional group) under certain working conditions, the most difficult problem may be, for example, the psychophysiological side of adaptation, for others - the socio-psychological

The specification of the approach to each employee, the determination of the significance of one or another side of adaptation for specific conditions of the production environment, the development of appropriate measures to facilitate its passage form the basis of the adaptation management process, which also involves a certain technology. So, in relation to young workers, it includes:

1) analysis of the expectations of incoming workers (finding out, based on the conversation, the motives for admission, the expectations associated with this enterprise, if necessary - professional orientation);

2) admission and stability forecast for a newcomer (how long he can work in this team);

3) introducing a newcomer to the team;

4) the actual control of adaptation during periodic meetings or in absentia;

5) elimination of the causes of conflict situations or dissatisfaction with the solution of problems of adaptants, sanctions against those who were obliged to eliminate the causes of non-adaptation;

6) generalization of materials on the course of adaptation of newcomers, familiarization of the administration of the enterprise and line managers with them.

Among the measures that help reduce the period of adaptation and its negative consequences, we can single out a well-defined vocational guidance and, in particular, the professional selection of personnel. The latter makes it possible to identify workers whose probability of successful adaptation to these factors of the working environment is the highest. To the greatest extent, this applies to professions that impose specific requirements on the employee (mindfulness, visual acuity, etc.).

Successful psychophysiological adaptation is facilitated by measures to adapt the environment to a person: improving working conditions, taking into account ergonomic requirements when organizing a workplace (selection of appropriate equipment, layout of a workplace), when designing equipment, office equipment, etc.

Measures aimed at reducing human fatigue are important. An important role in the adaptation of workers is played by the psychological climate of the team.

One way to effectively manage the onboarding process is to create dedicated onboarding services.

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

1. An assessment of the level of preparedness of a beginner is necessary to develop the most effective adaptation program. If an employee has not only special training, but also experience in similar departments of other companies, the period of his adaptation will be minimal. Adaptation should involve both familiarity with the production characteristics of the organization, and inclusion in communication networks, familiarity with the staff, rules of conduct, etc.

2. Orientation - practical acquaintance of a new employee with his duties and requirements that are imposed on him by the organization. The orientation program includes a series of short lectures, excursions, workshops (working at individual workplaces or with certain equipment). Often during the orientation program the following questions are raised:

1) a general idea of ​​the company;

2) organization policy;

3) wages;

4) additional benefits;

5) labor protection and compliance with safety regulations;

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

7) household service;

8) economic factors.

After passing the general orientation program, a special program can be carried out.

3. Effective adaptation. This stage consists in adjusting the newcomer to his status and is mainly determined by his inclusion in interpersonal relationships with colleagues. Here it is necessary to give the newcomer the opportunity to actively operate in various areas, testing the received idea of ​​the organization. It is very important at this stage to provide support to the newcomer.

4. Functioning. This stage completes the process of adaptation, it is characterized by the gradual overcoming of production and interpersonal problems and the transition to stable work.

29. CONCEPT, ^ STAGES AND TYPES OF BUSINESS CAREER

Business career - the progressive advancement of a person in any field of activity, a change in skills, abilities, qualifications and remuneration associated with activities; moving forward along the once chosen path of activity, achieving fame, fame, enrichment, for example, obtaining more powers, higher status, prestige, power, more money.

There are the following types of business career:

1) intra-organizational career - associated with the trajectory of a person in the organization. It can follow the line of a vertical career, a horizontal career, promotion within an organization, a centripetal career;

2) interorganizational career - a type of career, meaning that a particular employee in the course of his professional activity goes through all stages of development: training, employment, professional growth, retirement;

3) professional (specialized) career - a type of career; characterized by the fact that a particular employee in the course of his professional activity goes through its various stages;

4) professional (non-specialized) career. Climbing the corporate ladder, a person should be able to look at the company from different angles, without staying in one position for more than three years;

5) vertical career - rise to a higher level of the structural hierarchy (promotion, which is accompanied by a higher level of remuneration);

6) horizontal career - a type of career that involves either moving to another functional area of ​​activity, or performing a certain service role at a level that does not have a rigid formal fixation in the organizational structure;

7) centripetal (hidden) career - a type of career when there is a movement to the core, the leadership of the organization, for example, inviting an employee to meetings that are inaccessible to other employees, obtaining access to informal sources of information by an employee, etc. Stages of a business career - segments of a person's working life in any field of activity on the way to achieving their life goals.

preliminary stage includes schooling, secondary and higher education and usually lasts up to 25-28 years. During this period, a person can change several places of study or various works in search of a type of activity that satisfies his needs and meets his capabilities.

Then comes the stage of formation - it lasts about five years, from 25 to 30 years. During this period, the employee masters the chosen profession, acquires the necessary skills, his qualifications are formed, self-assertion takes place and there is a need to establish independence.

At the stage of advancement (lasts from 30 to 45 years) there is a process of growth in qualifications, promotion. Rich practical experience and skills are accumulated, the need for self-affirmation, achieving a higher status and even greater independence is growing, self-expression as a person begins.

The conservation stage is characterized by actions to consolidate the results achieved and lasts from 45 to 60 years. There comes a peak in the improvement of qualifications and there is an increase in it as a result of vigorous activity and special training. This period is characterized by creativity, there can also be an ascent to new service levels.

The completion stage lasts from 60 to 65 years. Here a person begins to seriously think about rest, prepares for retirement. During this period, there is an active search for a worthy replacement and training of a candidate for a vacant position. This period is characterized by a career crisis, such people get less job satisfaction.

Managing the adaptation process is an active influence on various aspects of introducing a new employee into an organization, position and team (professional, socio-psychological, psycho-physiological, etc.).

D.) in order to influence the course of adaptation, reduce the time, reduce adverse effects, etc.

The concept of "personnel adaptation" is often replaced by the "terms" probationary period "or" orientation ", however, these concepts differ significantly (Table 5.33).

Table 5.33 Comparative analysis of the concepts of "adaptation", "orientation" and "trial period"

To ensure the management of personnel adaptation, it is necessary to determine its mechanism, which is a set of procedures for making managerial decisions, means of influence and personnel technologies. It allows you to regulate the interaction of participants in the process.

The adaptation management mechanism includes three elements:

1) structural consolidation of adaptation management functions, i.e., determination of the circle of persons responsible for the implementation of personnel adaptation and its management;

2) technologies for organizing the adaptation process (a set of measures aimed at introducing an employee into the organization and his position);

3) organization information support adaptation process, i.e., determining the criteria for the success of adaptation, methods for its assessment and timing.

Structural consolidation of adaptation management functions. The main functions of those responsible for adaptation management:

1) professional consultation of employees of the organization;

2) acquaintance of the employee with the main duties, requirements;

3) organization of training;

4) ensuring compliance by the employee with the rules of internal labor regulations, labor protection and safety;

5) formation of the conditions necessary for effective training of personnel;

6) development of an individual lesson plan for the entire adaptation period;

7) organization of the employee's activities;

8) rendering necessary assistance an employee;

9) demonstration of a sample of the performance of official duties on their own example;

10) study of professional and personal qualities of an employee;

11) introducing him into the team of the organization, assisting in maintaining business relationships with colleagues and managers at various levels;

12) control and evaluation of the employee's performance of tasks during the entire adaptation period.

Possible options for securing adaptation management functions:

- allocation of the appropriate division (group, department) in the organizational structure of the personnel management system (department for adaptation management). Most often, the adaptation management functions are performed by the department (bureau) for training and development of personnel, sometimes - the service involved in the selection of personnel;

- Distribution of specialists involved in adaptation management by departments (workshops, departments) or groups of departments. In this case, the HR specialist becomes the curator of certain departments. An adaptation management specialist can be either an employee of one of the divisions of the personnel management system, or an employee of another functional unit trained for this role;

- Development of mentoring.

The main requirements for a mentor, as a rule, are his desire to perform these duties, the availability of work experience, positive attitude in relation to the organization. In addition, there are requirements for personal qualities mentor: tolerance, calmness, organization, tact. Before starting to perform their duties, mentors undergo special training, during which they develop the necessary pedagogical and communication skills: the ability to listen to an interlocutor, the ability to present material, observation, etc. Mentoring is supported by material (a fixed allowance for performing the functions of a mentor, or a percentage of salary of an adaptant) and non-material incentives (mentoring can be one of the conditions promotion);

- development of structural relationships between the personnel management system (in particular, the adaptation management unit) with various subsystems of the organization of enterprise management. In many foreign companies, this service is included in the controlling system. The subject of functional relationships between the departments of adaptation management and management organization are mainly questions of the forms and principles of labor organization, the system for introducing innovations, etc.

The activities that make up the technology of organizing the adaptation process can be divided into three groups:

1) preliminary (presentation and preparatory);

2) introductory;

3) through.

1. Preliminary activities, i.e., activities that are carried out before the employee begins to perform official duties, can be divided into presentation and preparatory.

Presentation activities include activities to provide candidates with information about the organization itself, its mission, purpose, product or services provided, as well as corporate policy and attitude towards personnel.

In some companies, work is practiced with students who are attracted for internships or for internships; they also receive the necessary general information about the company, working conditions, and the norms and values ​​of the organization.

Employee Survey Methodology

Methodology of multi-stage survey of new employees

In order to determine the need for measures to facilitate the adaptation of employees and realistically assess the gaps, it is important to recognize the need to make changes to existing similar mechanisms. For this purpose, the enterprise can use the methodology of a multi-stage survey of new employees, for example, a six-stage one:

1) definition of the target group;

2) determination of the type and method of the survey;

3) development of a questionnaire, the main elements of which are the following questions:

Newbie expectations;

Satisfaction (dissatisfaction) with various elements of the adaptation procedure (for example, the work of a mentor with a beginner, the effectiveness of the probationary period, etc.);

Information deficit of new employees;

Characteristics of the norms of communication and manners of behavior in the work team;

4) determining the method of communication with the respondent;

5) conducting a survey of respondents;

6) analysis of the results:

Checking the influence of auxiliary data (gender, age and other characteristics of respondents) on the results of the survey;

Assessment of the quality of adaptation mechanisms in the organization;

Formulation of conclusions.

The features of the methodology are as follows:

Respondents should be all new employees hired by the study organization during the period set by the researchers, as well as their colleagues;

Each new employee must be interviewed several times: in writing - before starting work, a month later, after three months, and also orally - 6-8 months after the first working day;

All questionnaires are sent to each new employee marked "personally". One week after the first survey in telephone conversation with each respondent, some points are clarified regarding the convenience of conducting the survey and the understandability of the contents of the questionnaire. 6-8 months after new employees are hired, a confidential interview is held in a specially designated room.

The methodology allows you to determine the lack of information about the organization and workplace experienced by new employees before the first working day. Conducted by M.-L. Rhine surveys of a sample of German enterprises gave the following results: 3/4 of new employees did not know before starting work whether the organization had a program for the introduction of "newcomers"; more than 1/3 of them did not see their workplace and did not know how many colleagues they would have to work with; more than 2/3 of the respondents had no idea about at least four of the seven elements of information mentioned in the questionnaire (Fig. 5.17).

Rice. 5.17. Information deficit experienced by new employees before joining the organization

The expectations of new employees on the first working day and the first week are presented in Fig. 5.18 and 5.19, respectively: the result was very large gaps in the responses of respondents in the first and second cases.

Rice. 5.18. Expectations from the first working day and disappointments in them

Rice. 5.19. Expectations of new employees from the first working week and disappointment in them

The most significant for the respondents were friendliness, friendliness, courtesy of colleagues and manager, indulgence and attention to newcomers. However, the most difficult or, according to the company's management, the most insignificant for the first day of work of a new employee in personnel policy was the acquaintance of new employees with colleagues, notification of employees about their arrival and the conversation of the manager with newcomers at the time of their employment. The expectations that they had after the first week of work were the least justified regarding the help of colleagues, conversations with the supervisor about assigned tasks, and also the attention of colleagues to the presence of still little competence.

The preparatory activities carried out by the employees responsible for the management of adaptation are:

- preparation of the workplace;

- notification and preparation of the manager, colleagues about the arrival of a new employee;

- appointment of a mentor;

– entering the personal data of a new employee into the usual lists for the company (telephone directory, website);

- preparing a set of business cards for a new employee;

– formation of a package of documents related to the registration of an employee;

- issuance of permits;

- informing the employee on the eve of his official entry to work by phone if there are any new questions or problems.

2. Introductory events are carried out on the first day of work of the employee. Their goal is to create a positive attitude for the newcomer, a positive attitude towards the company and the new workplace. The most important events:

– meeting a new employee with an employee of the personnel management department or a mentor;

- preparation of an employee handbook;

– registration of documents related to the admission of a newcomer;

- organization of a meeting of the employee with the immediate supervisor;

- drawing up a work plan for the probationary period;

- the implementation of a general acquaintance of the employee with the enterprise, its features, the collective agreement;

- briefing on safety, fire safety, labor protection;

- introducing the employee to the organization's team. The manager often introduces the newcomer, which gives his appearance great significance;

- clarification of everyday issues of the work of the unit;

– placement of a welcome message on the pages of a corporate newspaper, wall newspaper, website or sending it by e-mail;

- education of the new employee regarding the location of the main divisions, services (including the canteen, etc.);

- delivery business cards, pass documents.

In addition, a new employee will be pleased to receive a souvenir with the company logo as a gift, as well as congratulations from a senior management representative. On the first day, it is advisable to schedule a newcomer to go to work one or two hours later than is generally accepted in the organization, when all employees will already be at their workplaces.

3. Cross-cutting activities are carried out throughout the adaptation period. The following may be effective:

– organization of seminars, courses, etc. on various aspects of adaptation;

- holding scheduled meetings with the manager, HR manager, the main purpose of which is to determine what difficulties the employee is facing, whether all the necessary information has been provided to him, whether all the necessary measures have been taken;

- the gradual complication of tasks performed by a new employee;

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

– execution of one-time instructions for organizing the work of the governing body (production meeting, board of directors, etc.);

– conducting special role-playing games in the team, trainings to unite employees and develop group dynamics;

– development of an individual training plan.

Information support of the adaptation process is based on monitoring and evaluating indicators of its duration and effectiveness, which is sometimes used as the current system of personnel assessment in the organization. However, it is more reasonable to use objective and subjective indicators of various aspects of production adaptation as a criterion for the success of adaptation (Table 5.34).

Table 5.34 Objective and subjective indicators for assessing various aspects of industrial adaptation

Objective indicators lend themselves to objective registration using various methods (special equipment, expert assessment, observation) and characterize the effectiveness of labor activity, the active participation of employees in it. various fields.

Subjective indicators of the effectiveness of adaptation characterize the employee's attitude to work in general or its individual manifestations. They are studied with the help of employee questionnaires and psychological testing.

The assessment of a new employee is comprehensive. The evaluation elements are the results of an anonymous survey of colleagues and clients, feedback from employees who performed orientation work (supervisor, mentor, HR manager), the results of the work of the employee being evaluated, recorded in the work plan for a trial period.

Introduction

1. Theoretical basis personnel adaptation management

1.1 The essence of adaptation

1.2 Personnel adaptation management system

1.3 Experience of foreign and Russian companies in personnel adaptation

2. Management of the personnel adaptation system at JSC ZMA

2.1 General characteristics of JSC "ZMA"

2.2 Personnel management system at JSC "ZMA"

2.3 Management of the personnel adaptation system at JSC ZMA

Conclusion

List of used literature

Introduction

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

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

The introduction of an adaptation management system in enterprises is a rather difficult task, but the solution of such problems depends on it. important tasks for the enterprise, as: reducing start-up costs, reducing staff turnover; it is possible to more quickly achieve performance indicators acceptable to the organization - the employer; the entry of the employee into the work team, into its informal structure and the feeling of being a member of the team; reducing the anxiety and insecurity experienced by the new employee. Anxiety and uncertainty in this case mean fear of failures in work and incomplete orientation in the working situation. This is a normal fear of the new and unknown, saving the time of the immediate supervisor and ordinary employees, developing job satisfaction in the new employee, a positive attitude towards work and realism in expectations.

The adaptation system is designed to solve the above problems.

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

The problem of adaptation of personnel in the enterprise and its impact on the effectiveness of the work of personnel in various aspects was considered in scientific publications Arkhipova N.I., Bazarova T.Yu., Vesnin V.R., Volina V.A., Dyatlova V.A., Eremina B.L., Ignatieva A.V., Kibanova A.Ya., Kokhanova E. F., Kuznetsova Yu.V., Maksimtsova M.M., Maslova E.V., Meskona M.Kh., Odegova Yu.G., Pleshina I.Yu., Podlesnykh V.I., Samygina S.I. ., Suldina G.A., Stolyarenko L.D., Travina V.V., Hedouri F., and other authors.

The purpose of the study is to develop ways to improve the system of personnel adaptation at the enterprise.

Within the framework of this goal, the following tasks are set:

Determine the nature and purpose of adaptation;

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

Studying the features of personnel adaptation management;

Studying the experience of foreign and Russian companies in personnel adaptation;

To study the personnel management system at JSC "ZMA";

Analyze the personnel adaptation system at ZMA JSC.

Subject thesis is the personnel adaptation system.

The object of the thesis is the system of adaptation of personnel at JSC "ZMA".

The first chapter describes the theoretical foundations of personnel adaptation management, gives the definition of adaptation, its classification, aspects, personnel adaptation management system; explores the experience of foreign and Russian companies on this issue; methods for evaluating adaptation work are being explored.

The second chapter analyzes the management of the personnel adaptation system at JSC ZMA. For this, the personnel management system as a whole is being studied, since the adaptation system is its component. The existing personnel adaptation program is analyzed. An assessment is given of the state of work on adaptation at JSC "ZMA" in the evaluation, which used the data of monitoring studies of adaptants and retired workers.

1. Theoretical foundations of personnel adaptation management

Modern organizations Those who are well placed in the business of management believe that recruiting the right people is just the beginning.

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

The term "adaptation" is used in various areas Sciences. In sociology and psychology, social and production adaptation are distinguished. To a certain extent, these two types of adaptation intersect with each other, but each of them also has independent areas of application: social activity does not close on production, and production - includes both technical, and biological, and social aspects.

Social adaptation - (from Latin adapto - I adapt and socialis - environment) - 1) a constant process of active adaptation of the individual to the conditions of the social environment; 2) the result of this process. The ratio of these components, which determines the nature of behavior, depends on the goals and value orientations of the individual, the possibilities of achieving them in the social environment. Despite the continuous nature of social adaptation, it is usually associated with periods of a radical change in the activity of the individual and his social environment.

In foreign psychology significant distribution received a neobehavioristic definition of adaptation, which is used, for example, in the works of G. Eysenck and his followers. They define adaptation in two ways: a) as a state in which the needs of the individual, on the one hand, and the requirements of the environment, on the other, are fully satisfied. It is a state of harmony between the individual and nature or the social environment; b) the process by which this harmonious state is achieved.

Thus, 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.

The most important components of the employee's adaptation are the coordination of the employee's self-assessments and claims with his capabilities, on the one hand, and on the other hand, the reality of the production environment in which he adapts. Here contradictions are possible, the depth and resolution of which determines the success of adaptation.

The adaptation of an employee in an organization is a multilateral process of adapting him to the content and conditions of work activity, to the immediate social environment, improving the business and personal qualities of an employee. This is a process that requires both the employee and the team to be mutually active and interested in each other.

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

Among the main goals of the adaptation of new employees, the following are usually distinguished:

Perhaps more rapid achievement of performance indicators acceptable to the organization - the employer.

Reducing start-up costs. A new employee does not always know the job and how the organization works. As long as he works less efficiently than experienced employees, his work requires higher costs for the organization. Efficient onboarding reduces these start-up costs and enables the new employee to achieve established performance standards more quickly.

The entry of the employee into the work team, its informal structure and the feeling of being a member of the team.

Reducing the anxiety and insecurity experienced by the new employee. Anxiety and uncertainty in this case mean fear of failures in work and incomplete orientation in the working situation. This is a normal fear of the new and the unknown.

Reducing staff turnover among new employees. If employees were not able to get used to the organization in a timely manner, then they can respond to this by dismissal.

Saving the time of the immediate supervisor and ordinary employees. An employee who has not adapted enough to work in an organization requires much more time to help in the process of fulfilling the duties assigned to him.