Personnel adaptation methods: how to choose the best option. How to organize the process. Specialists, engineers and technical workers

What does adaptation look like?

This is not only the obvious moment of a child getting used to the garden - how voluntarily he goes there, how calm and cheerful he is in the garden, and how strongly and for a long time he hangs on his mother when she comes to pick him up. Adaptation processes affect all areas of life - appetite, night sleep, fatigue, susceptibility to new information, mental lability, flexibility of reactions, resistance to stimuli. A child can have a lot of fun in the garden and happily run there after the weekend, but at home becoming capricious, irritable, and “slow” is also a form of adaptation.

Parents must understand that adaptation is not an evil that needs to be fought, not a problem, it is its solution, a positive process of adjusting a person to new conditions. Since this is a process it must go through certain stages, you should regularly see movement. If the process does not change in any way for 2-3 weeks, then there is a problem, the adaptation mechanism is not coping with its task.

I would like to note that, to the great regret of parents, it is impossible to determine in advance how the child’s adaptation will go. Children who are active, optimistic, and sociable go through this period with difficulty, no less often than gentle and fearful mothers. It is impossible to identify any character traits in 2-3-4 year old children that can be used to give a correct forecast of what parents can expect during this period.
Although in general, of course, children who were previously in a more stable environment have advantages in adaptation over children whose lives are this moment and without a garden it is difficult. Children raised in the principles of trust, freedom, acceptance are also more protected from external circumstances and changes... in general, the very things that have been talked about in this blog for many years =)

Adaptation can be different, very different. In general, we can say that for a person, and for a child in particular, the active adaptation period to changes of this magnitude lasts up to 2 months and a residual period (not noticeable to the naked eye) can last up to 6 months.

Within these 2 months, the process may proceed differently in different children, but we can conditionally, very approximately, identify some main groups.

Active adaptation.
From the first day, the child is nervous, worried, and reacts violently to the departure of the parent, to the fact that tomorrow he will return to kindergarten. Although this adaptation scares my mother, it is quite normal. A violent emotional reaction during the normal course of the process can last up to 2 weeks (i.e., somewhere from the first day to 14, the intensity of passions should begin to fall).

Delayed adaptation
During the first days (from 3 days to 3 weeks), the child voluntarily and even joyfully runs away, forgetting to kiss his mother, into the group. The happy mother relaxed, had time to be proud of her child’s resilience and mental stability, boast to friends and relatives, and then - bam! - one fine morning the child had a scandal and roar like others had on the first day and then in full.
According to my speculative observations, somewhere around 35-40% of children adapt in this way.

Passive adaptation
The most insidious option, because many parents do not correlate it with kindergarten and, instead of helping the child adapt, changes in his condition are explained by other, false reasons and they fight against them.
With passive adaptation, adaptation to new suits the conditions not at the expense of the mental resource, but at the expense of the somatic one - a trip to the kindergarten and everything connected with it may not cause any negativity in the child and, on the contrary, only positive, but changes will appear in other areas not directly related to the kindergarten. Appetite, taste preferences, increased fatigue, changes in sleep patterns, speed and quality of assimilation of new information, general nervousness, moodiness, attachment to rituals, changes in stool (watch for constipation in the garden, be sure to ask whether the child has had a stool and what kind).
Both with active and delayed adaptation, elements of a passive somatic response may well be encountered.

Failed adaptation.
Adaptation is the process of adapting the body and psyche to new conditions. But we must understand that a person cannot adapt to all conditions and it is not the body or the course of adaptation itself that is to blame, but the external circumstances to which one has to adapt. In this case, it makes no sense to focus on the adaptation process; it is necessary to change the conditions to which the child adapts.

If the child’s condition is bad (the emotional background is disturbed, the intensity of the negative reaction to the garden does not change and/or there is a general somatic reaction - appetite, sleep are disturbed, etc.) and does not change in any way for 2-3 weeks, then there is a problem in adaptation - the load on this particular organism, this particular psyche is higher than its ability to adapt. Here you will turn to other methods, to professional help.
If the child’s condition does not change (or worsens) within 1-2 months, then it is necessary to radically change the conditions, this is an indicator that adaptation to the proposed conditions is not possible. Either this particular kindergarten is not suitable for the child (methods, number of children in the group, regime, etc.) or the kindergarten is not suitable at all (at this age or in general)

Fast adaptation.
Adaptation that never happened, quickly, smoothly without problems. In theory it happens, in practice I have never seen or heard of this. It can be lighter or more difficult adaptation, but for a child to go to kindergarten from the first day without any difficulties and continue to do so the whole year is a phenomenon. Most likely this is either delayed adaptation or passive.
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As mentioned above, normal adaptation, regardless of what type it is, takes up to 2 months (i.e. it can take 1 week, 3, 5, or maybe 2 months).
During this time, the child must move from its acute phase to full adaptation. This does not mean that he will be happy to go to the garden. Adaptation to conditions and getting pleasure from them are two big differences and they are not always directly related.

Absence from the garden due to illness affects these deadlines. Exactly how depends on the moment at which going to the garden was interrupted. There is usually no need to start all over again after discharge, although of course there is some regression.
How to help your child adapt, what to do and not to do:

Now about the most interesting thing for you - about what a parent should do and what not to do while adapting a child to kindergarten.

To help the child, firstly, and this is the most important thing, parents must be calm, confident in themselves, in the correctness of what they are doing. If a parent is nervous, unsure, or feels guilty, this only complicates matters. If you have such an acute feeling of guilt, maybe your child really shouldn’t go to kindergarten this year? And if this is a rational necessity, then the feeling of guilt must be moderated, and very strongly. It is by the reaction of the parent that the child is guided by what is good, what is bad, what is pleasant, what is disgusting, and what should happen and what should not happen. If what should happen to a child happens, he will more easily and quickly put up with what he doesn’t really like.
Well, then the specifics. Let's start with what parents usually do wrong.

1. What not to do:
Do not deny the child’s feelings by telling him “don’t be afraid,” “don’t cry,” “don’t be upset.” In principle, this applies not only to adaptation, but also to any other moment in life. When you tell a child “don’t be afraid,” you wish him only the best - so that he doesn’t have an unpleasant feeling. But he is ALREADY afraid. Can an existing feeling go away because someone told you not to feel it? When you tell a child “don’t be afraid, don’t cry,” he only hears that you don’t understand him and don’t accept him. And if you don't understand it, then best case scenario You can’t help, and at worst, you aggravate the child’s negativity with “criticism” - “mom says don’t be afraid, but I’m afraid - I’m bad\cowardly/don’t live up to my mother’s expectations.”

What to do:
If a child is crying, afraid, upset, sympathize with him, hug him, “I understand that you are scared, but you can handle it,” “I see that you are sad, bunny, I love you very much.”
Don't confront your child by telling him that he shouldn't feel what he feels. First, accept his feelings as they are, without arguing or arguing. Then, in a calm atmosphere, you can offer him your ideas.
If you are not sure exactly what feelings your child is experiencing, ask him. If he was afraid of one thing, and you begin to sympathize about another, most likely the child will end up afraid of both the first and the second. Talk to your child when he is worried: “What is bothering you, little one? Are you afraid of something? - No. - Are you sad? - ..."
But don’t let your child get carried away with self-pity; gently bring him out of a bad mood.
When talking to your child about his feelings, do not get carried away by comparing with yourself “me too...”, “me too...”, “me too...”. This is good as an example, but when there are too many of these examples or when the parent talks about them too enthusiastically, it turns out that the conversation is not about the child and his problems, feelings, but about the feelings and problems of the parent.

2. What not to do:
There is no need for excessive enthusiasm about how fun and wonderful it is, tasty food, a lot of toys, etc. These are excellent arguments, but if you go too far, and the child immediately senses it, then he will hear all your words only with a minus sign. If it really is so great there, why would mom need to lie? If she's cheating, it means there's some kind of creepy thing going on. (And why do parents think that their children don’t notice their bad acting?... =

What to do:
Tell us about the advantages that really seem like advantages to you. You were in a kindergarten, in a group - tell us about what you liked, what you found interesting. If you think that your child will be interested in playing with other children, new toys, activities - talk about it.

3. What not to do:
Don't compare gardening to work. They are interconnected, but still, going to kindergarten is not his job, it is not work at all.
By telling a child that the garden is his job, you are not only lying, but you are also burdening the child with unnecessary responsibility and duty.
Don't tell your child that he is an adult and now has to go to kindergarten. “Maturity” is a very speculative advantage, and the need to do something that you don’t want (to go to kindergarten) is a very specific disadvantage. It will not be possible to attract a child to the garden with abstract “adultness” just because you pronounce this word with pride. Therefore, it is very easy to formulate in a child the belief that being an adult is difficult and unpleasant, responsibility, duty and other hardships are very easy using these methods. Actually, most adults live with this attitude... not to say that they suffer a lot, but they certainly suffer to a certain extent.

What to do:
Explain it like it is – “Mom and Dad go to work, and someone has to look after you, I can’t leave you at home alone. That’s why we’re going to kindergarten.” If you have some other reason, state it, children deserve an honest answer. When a child hears an honest, confident answer, he may not be immediately delighted, but it will be easier for him to accept the proposed circumstances.
If you don’t have a reasonable reason... maybe you really should think about why the child needs a kindergarten at all?
If you really want to apply the “adulthood” argument. Then reinforce it with some obvious and significant benefits for the child that it provides. True, in 2-4 years you are unlikely to find such advantages...

4. What not to do:
Do not lie. Not on any topic at all, not about “you’ll be back in a minute”, not about “you’ll definitely like it there”, not about anything else.

What to do:
It's not hard to say, tell the truth. It's not as difficult as people think =)

5. What not to do:
There is no need to immediately ask a child adapting to kindergarten about what he did in the garden, what he ate, who he played with. This will only stress him out.
If a child has difficulty adapting, discuss with caution the topic of kindergarten with other family members who are familiar with him. Or don't discuss it at all. When a child is in pain, talking about it can be very unpleasant for him.

What to do: Let your child figure out for himself whether he likes it in the garden or not. When you take him home, just talk to him, emotionally, warmly. Pay attention to what interests him, talk to him about what he wants, do not impose your topics and questions. If later, when you come home, do some of your usual things, play games, it will be appropriate - you will ask about the kindergarten. If not, then no. Do not insist on answers if the child remains silent. And don’t correct him if he says “not true”, this is his vision at the moment, let it be as it is.

6. What not to do:
Do not bribe your child with toys, sweets brought to kindergarten or bought on the way home, or promises of cartoons upon arrival from kindergarten. Bribery is always a bad, very bad way in parent-child relationships.

What to do:
What is important to a child is not toys and chocolates, but the fact that his mother loves him and will not leave him, that he is very, very important to her. Buying “bribes” is a rather flat replacement for what the baby actually needs. Hold the child in your arms, look into his eyes, touch, stroke, kiss. Talk to him kindly and patiently. If you buy something as a gift, let it be a surprise, spontaneous joy that you offer the child from the bottom of your heart, and not the result of bargaining or a way to appease the baby (and especially not a way to atone for his morning tears).

This is what it concerns typical mistakes parents. But in addition to not making common mistakes, you can do something right and good =)

In the morning, together with your child, choose which toy or book he will take to kindergarten today. Most gardens allow you to take toys with you. Give him a “bed” toy for kindergarten, which will lie in his kindergarten crib. It’s also not difficult to agree on this with the teacher.

Buy beautiful replacement clothes and slippers that your child will like, especially for kindergarten. These things will be in his closet, along with others. Fix the child's attention on the fact that this is his closet. Tell him about every item you put there - handkerchiefs, spare panties, spare T-shirt - “those are your clean panties, they will be in your locker.” You can put or hang there, inside, some beautiful picture or a photograph (preferably not a photo of the mother, but a photo of the child). The baby is anxious in a strange place. Until it becomes his own, he will worry. Your own closet, your own bed bring this moment much closer.

Create the most stable environment possible at home. Until adaptation is completed, ideally there should be no changes at home - the departure or arrival of relatives, rearrangements, repairs, one of the parents going to work (if this solution is noticeable to the child, the parent is absent not only while the child is in the garden but also at another time familiar to the child). Avoid even pleasant changes. This also applies to innovations in the diet.

Reduce the load on the nervous system - cancel educational activities and “training” for a while, reduce TV and cartoons to a minimum. Minimize your guests' visits to you and yours to them. During adaptation, you should not entertain children with zoos, movies, circuses and other stormy joys of children's social life.

Treat your child’s needs, mood, and whims more subtly and patiently.

Pay special attention not to how you drop your child off from kindergarten, but to how you pick him up. You can come up with some kind of ritual game for returning home, make this moment special and pleasant.

Pay attention to the morning at home before kindergarten. How long does it take something for the child just wake up and be ready for active life? Maybe it’s worth waking him up earlier or vice versa later. Should I give him a snack or not? A small game or 5-10 minutes of communication, just contact with mom, may be appropriate.

Try to understand what exactly worries the child most about kindergarten - other children, a new place, separation from his mother, fear that she will not come to pick him up. Having figured it out, try to neutralize the baby’s fears.

The main thing is not to be afraid yourself, then everything will be fine with the child.

The foundation of any organization is, as we know, people, since it is people who provide efficient use any type of resources available to the organization and determine its economic indicators and competitiveness. The contribution of human resources to achieving the goals of the organization and the quality of the products produced or services provided depends primarily on how effectively the work with personnel is carried out.

Almost any company in the process of its creation and development is faced with such important aspects of personnel management as selection, assessment, training and motivation of personnel, and not only encounters, but also actively develops these areas. At the same time, attention is rarely paid to such an issue as the adaptation of new employees and personnel in general, despite the importance of this area for the activities of the entire organization.

Different companies carry out the onboarding process differently for a new employee. For example, this process can be compared to how parents teach children to swim. Some approach this process radically - they push you off a boat in the middle of the river: if he wants to live, he will swim out. Others hire experienced professionals for this purpose who know exactly what needs to be done to learn to swim. Still others let the process take its course, watching from the side as the child flounders in shallow water, making sure he doesn’t drown. The fourth put on a lifebuoy - the main thing is to be safe, and if they don’t learn to swim, it doesn’t matter, it floats on the water, and it’s good. There may be other methods, but now it’s more important to understand which method was chosen in your company and whether it provides the desired result.

As a rule, problems of personnel adaptation concern all companies without exception, but depending on the phase of development of the organization - whether it is just being created or is developing and expanding - they can be the least or the most significant and paramount.

One of the most noticeable signs that you need to think about the adaptation system is staff turnover, when staff leave the company, and this movement is massive, has a certain pattern and is cyclical over time, and can affect not only newly hired employees, but also permanent personnel.

IN Lately, due to the insufficient number of qualified personnel in the labor market, more time is devoted to developing mechanisms to retain valuable company employees who have worked for more than a year. It is believed that new personnel who have left the organization during the first two or three months are of no value, and others can be found in their place.

If we take a deeper look at this problem, it becomes clear that such a position is short-sighted and unfounded, since precious time is lost searching for a specialist, turnover negatively affects the team of employees and, accordingly, affects productivity, and everyone loses from this.

In addition, the labor market is not as large as we would like, especially for qualified personnel in the field of Agriculture, so it is important that the hired employee works and does not quit after a few weeks.

What is the process of adaptation of new employees at an enterprise and what needs to be done in order to optimize and facilitate it as much as possible? First, let’s figure out what the very concept of “adaptation” means, what feelings arise among new employees who join the company, as well as among permanent staff and the organization as a whole. This term reflects the state that everyone experiences when entering a new, alien, unknown environment. First of all, this is, of course, very strong stress, which is often experienced at a subconscious level. Any negative emotions problems that appear at the beginning of work can negatively affect all future activities. Statistics say that large quantity taken for the first two to four weeks, and often the thought of this arises on the first day of going to work. In addition, if a person still tries to stay and adapt at the enterprise, then negative emotions negatively affect the employee’s motivation and, as a result, prolong the adaptation period, only after which the employee will begin to work effectively in a team.

Most common reasons problems that a newcomer encounters when going to work, which have a negative impact, up to and including the decision to leave the organization:

• incompatibility with other employees;
• dissatisfaction with the leadership style;
• unjustified ideas about the work of the organization;
• loss of “illusions” about the organization;
• lack of understanding by the employee of the requirements placed on him;
• high intensity and difficult working conditions in a new place;
• discrepancy between expected and actual wages.

For example, in some companies, a new employee is not given due attention at the very beginning, he does not know who to turn to for the information necessary for work, since no person has been appointed to introduce him to the situation, he feels that he is not in demand. It even happens that the employee is not prepared for it workplace, all this destroys positive ideas about the new place of work, including the company, which can lead not only to the loss of an employee, but also affect the image of the organization.

Of course, the company should be interested in neutralizing such negative factors. And also, when there is a well-functioning adaptation program, it is possible, during the employee’s introduction to the organization, to control what opinion he has about the workplace and the company, and, if necessary, correct it during the adaptation process. Therefore, as a result of the entire adaptation program, the employee should not have any unclear points. He must have a clear understanding not only of his responsibilities, but also of his rights. Then he will feel grateful to the company for not abandoning him at such a difficult moment, this will increase his loyalty, and he can count on his help and participation in adaptation programs when introducing new employees. It is important to remember that it is not only the newly hired employee who adapts to his new work situation.

As in any business, there is always a second side, in this case the permanent staff of the company and its direct manager, who are also faced with a new, still incomprehensible object for them, who does not know what he likes, what he doesn’t, what his temperament is, how he will work, lead, communicate. Therefore, a well-designed adaptation program should include procedures not only for a new specialist to fully familiarize him with the company, but also procedures in which both the manager and the staff who will directly interact with the new employee could quickly understand the newly arrived employee and include it in your structure, make it “yours.”

For this purpose, the adaptation system is built with the maximum inclusion of employees who are involved in the general work process with the new employee, and it is from them that he receives all necessary information about the company, which, in turn, provides the necessary interaction, during which employees get to know each other more closely and receive information about each other, which reduces total voltage and stress from the unknown.

That is, a special procedure for introducing a new employee into an organization helps eliminate a large number of problems that arise at the beginning of work. In addition, existing employees can significantly increase their creative potential and involvement in the company’s corporate culture.

Before we touch on how adaptation programs are drawn up, what needs to be taken into account and by what criteria to measure success, it makes sense to sum up what, in fact, we get when the company has effective program adaptation. Firstly, this minimum term the entry of a new employee into the company and, as a consequence of this, his full-fledged, with one hundred percent dedication, work on the tasks assigned to him. Secondly, it reduces the likelihood of an employee leaving during the period probationary period, which, in turn, saves company resources on new search and selection of a specialist for this workplace.

And thirdly, saving time for the immediate manager and ordinary employees. As we have already found out, the main thing is that the activities included in the adaptation program are not formal in nature, since it is extremely important for any company that employees fully understand and accept all the rules that exist in the organization, fully understand their job descriptions, so that the company employs not passive, not indifferent employees, but people who consciously do their work and have a sense of involvement in the common cause.

Goals and stages of adaptation

To develop optimal adaptation programs, it is important to take into account factors that relate to the specifics of the organization, on the one hand, and the category of new employees for whom the program is aimed, on the other. The specifics of the organization include the features of the company’s activities (production, trading, etc.). And employees are divided into young specialists who have mostly only theoretical knowledge about the work process, and professionals with practical knowledge and significant experience in other organizations.

Therefore, preparation for the launch of the adaptation mechanism begins with identifying existing knowledge and skills, assessing work experience, identifying the character traits of the new employee, and then for each newcomer it is advisable to develop an individual program of activities to obtain the necessary knowledge and skills that new employee must learn - taking into account the characteristics of the workplace and position.

It is important to understand that all elements of the adaptation program are interconnected. Successful development of professional knowledge and skills is impossible if an employee does not understand his role in the organization, does not share its values ​​and attitudes, does not see the prospects for his work and experiences difficulties in communicating with other team members.

The adaptation process includes the following aspects:

• organizational adaptation;
• socio-psychological adaptation;
• professional adaptation.

Let's consider what content is hidden behind these names.

Organizational adaptation

The process of introduction into the organization is aimed at the employee’s assimilation of norms and rules, including the “unwritten” ones, by which the organization lives, familiarization with the history of the company, the structure of the organization, corporate culture, rules internal regulations. The goal of this process is for the new employee to accept the values, attitudes, and principles of the organization without compromising personal values.

It is imperative to be familiar with the remuneration system so that there are no unjustified expectations, so that a person does not feel deceived and is not disappointed in his work, as well as with the system of fines and rewards, social benefits and growth opportunities in the company. At the same stage, the employee’s attention is drawn to the requirements for appearance. It is good if the company has developed a booklet that contains information about the history of the company and its organizational structure, internal rules and a list of the administrative group indicating internal telephone numbers.

Socio-psychological adaptation

Joining a team and accepting established norms of relationships is the task of this stage of adaptation. One of the first steps in socio-psychological adaptation is a ceremony of presentation to the team and management. This allows you to overcome the feeling of isolation, alienation in the team.

It is necessary to attract new employees to participate in corporate events and conduct training sessions for them.

Professional adaptation

The goal of professional adaptation is for a new employee to master a system of professional knowledge and skills and effectively apply them in practice. And also in the formation of some professional necessary qualities personality, in the development of a sustainable positive attitude of the employee towards his profession.

The first step is to explain to the beginner the basic content of his professional activity, familiarizing the employee with his job responsibilities, briefing on safety precautions and equipment fire safety, familiarization with the workplace and any specific working conditions. At this stage, when hiring employees without work experience to the company, training is an important point. This measure is necessary to obtain the necessary knowledge and certain professional skills. Training your own qualified personnel provides many advantages for the company. Forms of teaching can be chosen in accordance with the objectives and preferences of the company (lectures, seminars, training in communication skills, negotiation effectiveness, sales techniques and various business games).

It is necessary that employees apply the acquired knowledge and skills in practice. If you have to hire several employees to the company at the same time, then special adaptation classes can be organized for all of them, at which they can receive all the necessary information. It will be much easier for everyone to adapt together. It is very convenient for both a new employee and an employee responsible for the adaptation process when a checklist is developed, which lists the topics that he must master, indicates a specific deadline and those responsible for implementation. The new employee has a reminder of what and when he should do during the probationary period. In addition, if the organization provides for personnel certification, it can serve as a checklist with which the employee will come to the assessment procedure.

Success Criteria

An indicator of a successfully completed process of personnel adaptation and induction is the successful completion of work. How effective the selection of candidates and their completion of the adaptation program turned out to be can be determined by a number of simple criteria.

Adaptation criteria for management personnel may be:

• fulfillment of job description;
• quality of work performed;
• amount of work completed;
• compliance with time standards (time and service standards);
• the impression made on people;
• ability to join a team;
• interest in work;
• interest in advanced training and career growth;
• adherence to the organization's philosophy;
• satisfactory assessment of the quality of working life.

Adaptation criteria for workers:

• fulfillment of production standards;
• fulfillment of daily shift assignments;
• mastery of the workplace (machine, equipment, operations) in accordance with technical conditions;
• quality of work - percentage of defective products within acceptable standards enterprises;
• compliance with labor discipline;
• the ability to join the team team (on the contrary, “rejection” by the team);
• compliance with the business philosophy of the enterprise.

Who should do this?

The onboarding process for new employees should not go uncontrolled. The main responsibility for the adaptation of employees, as it is closely related to other aspects of personnel management: search and selection, training, assessment and organizational culture, - falls on HR managers. And if the development and control of the adaptation program is carried out by a specially trained personnel service employee, then the process occurs with maximum efficiency. But not every company has such a personnel service, so the adaptation of employees may fall on the shoulders of immediate managers or any other employees. In this case, the efficiency of the process may decrease, since this is not their direct responsibility. A solution to this problem can be the appointment of competent employees who have worked in the company for a long time to the role of trustee, and it is necessary to motivate them, emphasize the prestige of participation in the adaptation process of new employees, encourage them financially and morally, and position their participation in this process as a step in career growth.

Let's consider who and how should or can influence the employee adaptation process in the company:

• Supervisor. He understands well the purpose of the employee’s work and tasks, and is interested in quick returns from the newcomer. However, very often the participation of a top manager is limited to a personal conversation and introduction of the employee to the team. The reasons may be either the manager’s lack of time or the fact that in organizations with a strict subordination structure there are regulations for interaction between positions.
• Colleagues. As mentioned above, they are in any case involved in the adaptation process, actively or passively participating in it: they suggest, explain, indicate the main points to the new employee. Their interest in this process can be different: out of sympathy for the newcomer or out of a sense of self-preservation, if the outcome of the new employee’s activities can affect the results of the work of his colleagues. But in cases where the specifics of the new employee’s activities create competition, it is pointless to count on the support of colleagues: it is not beneficial for anyone to have a strong competitor nearby.
• HR managers. They have a high interest in retaining an employee in the organization, they are well aware of the characteristics of the company and the requirements for the position, they understand the company’s activities and various personnel procedures. The only downside is that they are very busy.
• Involved specialists. In practice, the involvement of external consultants is used extremely rarely, only in cases where the organization does not have its own resources for high-quality induction of a specialist into a position. In this case, adaptation is combined with some other service, for example, training. However, this is associated with significant financial costs and does not replace your own work.
• Mentors. These are specially appointed highly qualified company employees who accompany the new employee during the entire adaptation period, usually equivalent to a probationary period, and receive additional bonuses for this activity.

Mentoring can be effectively developed in those organizations where:

Employees who require training are hired;
- there is difficulty in performing the work;
- intensive growth takes place.

Mentoring as one of the successful adaptation methods

Main responsibilities

Typically, one mentor can simultaneously train one or two newcomers without compromising his main activity. In the first days, the mentor needs to devote more than half of his working time to the newcomer. Later, when new employees get used to the team and the company - about a third. Most often, new employees are placed at the disposal of a mentor immediately after induction training. The introduction begins with a story about the location of production, office and household premises, the employee is shown his immediate workplace, and the internal labor regulations are announced. At this same stage, the mentor personally introduces the employee to future colleagues, which is very important for speedy adaptation. Instruction on safety precautions, fire safety and compliance of new employees with internal labor regulations is also possible. In order to gradually introduce a new employee into a full-fledged work mode, the mentor develops together with him individual plan for the entire probationary period. This plan may include specific tasks with a specific deadline for their completion and an expected final outcome. During collaboration According to the plan, the mentor provides the new employee with the necessary support, monitors the completion of tasks, and helps maintain business relationships with the team and managers at different levels. The mentor can independently conduct additional training, show everything in practice, and then monitor and evaluate the performance of work operations during the entire adaptation period. The adaptation period, as a rule, lasts three months and is equal to the probationary period.

All this time, the mentor not only teaches the newcomer, but also observes his behavior, studies his professional and personal qualities, and draws conclusions. A week before the end of the probationary period, the mentor and immediate supervisor evaluate the new employee and fill out the so-called assessment sheet, which contains a conclusion about the results of the training. They decide whether the employee is ready to work independently, needs additional training, or is absolutely not suitable for the company and it is better to part with him.

Portrait of a mentor

The work of a mentor is very responsible, and one must be selected very carefully from the available personnel. He must thoroughly know the responsibilities of those employees whom he will train, be friendly and demanding. It is of great importance what position the employee holds, how long he has been working at the company and how loyal he is to the company.

Motivation and encouragement

Like any additional workload, mentoring should be encouraged. Compensation for the mentor's labor costs in each company is calculated individually, but always taking into account the assessment of the mentor's performance of his duties and the evaluation of the training provided. It is important that the evaluation criteria are clearly defined, clear and transparent to the mentor himself.
In addition to financial incentives, for a specialist chosen to be a mentor, recognition of his merits is the most important part of motivation. This increases a person’s self-esteem and his authority among colleagues.

Mentoring is one of the most effective methods adaptation. A mentor guides the actions of a new employee in a certain area, implementing the principle “Do as I do!” Mentoring is learning by personal example, the practical transfer of professional and other skills and knowledge from senior to junior, from more experienced to less experienced.
In conclusion, I will add that even if the adaptation program is developed taking into account all the factors necessary for the company and its success is confirmed by time and positive result, namely, new employees undergo a probationary period and remain to work for the benefit of the company - of course, we must not forget about the employees even after three months of initial adaptation, you need to take care of their development, monitor their motivation, and then your company will have a healthy and fruitful team , operating effectively and increasing the company's competitiveness in the market.

Personnel adaptation is a structured process for integrating a new employee into a new work environment. The term adaptation in the broad sense of the word (Latin Adaptation - to adapt) implies the ability of a species to adapt to environmental conditions that has arisen in the process of evolution. In modern management, adaptation often refers to the adaptation of an individual to new professional and organizational working conditions in connection with a change of employer or transition to a new position. Such integration may include activities, explanations of corporate rules and ethics, psychological integration into the work team. Since on Russian market Since it is customary to hire an employee with a probationary period, many companies often consider the induction procedure as a natural continuation of the personnel selection process. Most often, the onboarding procedure is applied to newly hired team members, but sometimes some form of adaptation is necessary when an employee moves from one department to another.

Personnel adaptation has a large number of different types, methods and approaches, most often aimed at increasing the productivity and efficiency of a newly hired employee. The main task of any type of adaptation and induction is to get the full benefit from the employee as quickly as possible and to ensure his loyalty to the new place of work. The ultimate goal of all adaptation procedures is for the employee to begin to work independently and be able to independently perform his functional tasks and produce the expected result.

Personnel adaptation goals

An organization usually pursues the following goals when implementing a personnel adaptation system:

• reduce staff turnover and reduce costs;
• reduce costs for staff motivation;
• increase loyalty.

HR statistics say that newly hired employees already in the first days of work decide to quit if no one introduces them to the organization and the team, because they feel “abandoned.” Employees with whom adaptation work is not carried out, as a rule, have reduced motivation to work, which worsens their work performance and reduces their chances of successfully completing the probationary period. Lack of adaptation or a poorly established employee induction system leads to a lack of commitment to values, loyalty and identification of individual goals with organizational goals in the organization. For new employees, the main goal of onboarding is to:

• The employee began to perform as quickly as possible. This reduces the company's costs due to workplace downtime;
• relieve the anxiety and uncertainty that a newly admitted person experiences for the first time in a new stop. This helps you focus on your work and improve the quality of your tasks;
• the newcomer felt like part of the company. This satisfies the individual's need to belong to a particular social group and enhances it.

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Types of personnel adaptation

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It often happens that newcomers hired (whether graduates educational institutions or experienced specialists), plunge into work “headfirst” - without prior training or mentoring. As a result, new employees are exposed to stress from the first minutes, and the prospect of building good relationships with them labor relations turns into failure. This is followed by failure to complete the probationary period, conflicts at an early stage of labor interaction and the dismissal of a newcomer, which for the employing organization becomes another indicator of staff turnover. How to avoid such negative phenomena?

As a rule, the hiring of new employees follows the “classic” scenario. The newcomer is immediately seated at his workplace and left alone to perform his duties in an unfamiliar organizational environment. In these cases, employers are often guided by the phrase “There are no irreplaceables,” believing that any vacant position can be filled at any time, and the labor market is full of candidates for the relevant positions. However, such conclusions are erroneous, and the point here is not only that with such an attitude on the part of the employer, the new employee immediately develops a feeling of alienation, disinterest in work, and forms an opinion about the “unseriousness” of the organization. As statistics and the experience of recruiters who professionally hire personnel show, in almost any field of activity the labor market suffers from a shortage of specialists.
Sometimes, in addition to the standard range of responsibilities, a newbie is expected to perform additional tasks. In this case, the employer thinks something like this: “If this one can’t handle it, another one will,” and changes specialists every two to three months. It is unlikely that such actions can be called productive. After all, personnel are an important resource of an organization, which largely determines its future, and in the labor market it is the employees, not the employers, who rule the roost.
Unfortunately, only a few organizations take newcomers seriously and (which is important) humanely, build a thoughtful line of behavior towards them, that is, carry out work on personnel adaptation. This indicates the maturity of the organization, the presence of positive experience in relationships with staff, and the achievement of a compromise between the employer’s expectations and the actual results of the employee’s work.

What is the essence of adaptation?

Personnel adaptation refers to the process of “grinding in”, getting used to, and this process is two-way - both the employee adapts to the organization, and the organization to the newcomer. Adaptation has two main goals. First of all, it allows you to reduce the costs of the organization by reducing the time it takes for an employee to join the team, quickly grasping working moments (this is manifested in the absence of typical mistakes of beginners, nervous breakdowns and successful completion of the test period). Personnel adaptation also helps to avoid financial and time costs for subsequent searches for a new employee.
Carrying out adaptation activities solves several problems:
1) reducing the time it takes for an employee to enter a position and the number of possible errors during the period of mastering work functions;
2) improving the quality of performance of duties, creating motivation for effective work;
3) the employee’s integration into the team (it can be a department, division, workshop), maintaining a favorable microclimate in it or defusing a tense situation (sometimes the entry of a newcomer into a narrow circle helps to shake up the team or neutralize brewing conflicts and omissions);
4) minimizing the number of employees who have not completed the probationary period, which means reducing the level of staff turnover.
Activities aimed at solving these problems are prescribed in the internal regulations of the organization (for example, in the regulation on adaptation). Issues regarding the induction of specialists are regulated here different levels and profile and common adaptation norms for all are fixed.

Types of adaptation

There are several types of adaptation.
Psychological (social). Covers the most important points regarding an employee's adjustment to new organization: getting to know the team, getting used to norms of behavior, unspoken laws and rules, new management. Aimed at building labor relations and internal communications. In other words, psychological adaptation allows an employee to learn the norms for approaching colleagues, an acceptable style of communication with them, recognize existing “narrow circles” and groupings, and draw conclusions about whom to turn to for help and whom to stay away from.
Professional adaptation is the mastery of the specifics and subtleties of the profession, the application of existing knowledge and skills. After a preliminary conclusion about the experience of the new employee, the employer’s representatives make a conclusion about the level of training of the newcomer and the prospects for his work in the organization. If, for example, existing skills are not enough, a curator (mentor) is assigned to the newcomer. This type adaptation is aimed at the employee’s study of those operating in the organization technological processes, standards.
Psychophysiological adaptation consists of getting used to the work regime, the rhythm of the work process, working conditions, workplace, and rest time. The employee adapts to unusual conditions and daily routine. Such adaptation is especially relevant in cases where an employee needs to get used to expected long business trips, a change in schedule, for example, from an eight-hour working day to shifts (it can be difficult to adapt to a lack of sleep at night), or an increase in physical activity.
Corporate adaptation includes studying information about the history and structure of the organization, understanding the specifics of the newcomer’s work and the activities of the organization as a whole. This type of adaptation also allows the employee to learn about the existing hierarchy in the organization, the location of departments, current regulations, and procedures for approving documents. In other words, the employee forms an idea of ​​his own importance and his work as part of a single mechanism.
Sanitary and hygienic adaptation is aimed at the employee’s mastering safety rules, labor discipline, sanitary and hygienic standards. For example, a newcomer is informed about where food is taken, what the order and place of delivery are. wages, requirements for appearing and leaving the workplace, measures in case of being late.
Technical adaptation includes the study of familiar or unfamiliar technology, equipment, software, computer or email passwords.
Let us note that all types of adaptation are interconnected and cannot exist separately from each other. Therefore, in programs and activities for personnel adaptation, all of the above points should be taken into account.
Every newly arrived employee goes through the process of getting used to the organization’s operating mode. In this regard, adaptation can be primary or secondary, depending on the presence or absence of previous experience of adaptation to a new place. Specialists who do not have professional experience undergo the primary form of adaptation, and those who have a wealth of knowledge and skills behind them fall under the secondary form.
Activities for adaptation of workers of certain categories are especially important. In particular, the employer should pay attention to young specialists who came to the organization with only a theory in their heads and without any work experience, older employees who find it psychologically difficult to move from one place to another, and women who went to work after maternity leave (during this time, many lose previously acquired knowledge and skills).

Stages and participants of adaptation

Any adaptation program consists of several stages.
Preliminary. At this moment, the applicant becomes familiar with information about the organization. On at this stage It is worth mentioning the history of its creation, current and future projects. If such an acquaintance took place over the phone, the employer must be informed about the location of the organization, the availability of a parking space, and the need to take a pass to the territory (if one is required). After all, each of the above points requires time.
Meeting or interview. At this stage, the applicant must be warned in advance who the meeting will be with, whether there will be professional tests, questionnaires, and how many stages of the interview to go through. If the candidate answers necessary requirements and accepted the offer of cooperation, you need to tell him about the real prospects for professional and career growth, the availability of additional benefits. It is also worth taking care in advance of arranging the newcomer’s workplace and providing him with office supplies.
First work week. This is an important stage when a new employee’s first impressions of the organization are consolidated and new ones arise, clear ideas about reality are developed and a model of behavior is formed. During this period, it is recommended to talk about the structure of the organization, main departments and introduce them to closest colleagues, conduct the necessary briefings, give job description, explain the internal labor regulations. However, there is no need to burden a beginner with additional information that he already learns in the process of immersion in work.
Transition to full-time work. At this stage, the employee not only can, but must already solve assigned tasks, be independent and completely immerse himself in the performance of professional duties. Training and sharing information with a mentor or supervisor are also applicable here.
Evaluation of the adaptation carried out and feedback. At this stage, an exchange of opinions about the new employee (his successes, shortcomings) occurs between the immediate supervisor, the mentor and the HR department employee. Then the formed opinion is communicated to the employee himself.
If the employer is truly interested in obtaining a qualified specialist, the adaptation process should be taken carefully and seriously. And here it is advisable to avoid one common mistake. Often, a newcomer is handed over to his immediate superior, who, as a rule, already lacks time and energy, or to a HR specialist, who, by definition, is not competent to introduce a new employee to the position.
However, the best option is the interaction of the manager (he can also be a mentor), a specialist in the HR department (coordinator of adaptation stages) and a mentor (supervisor). In this case, the following scheme applies. The immediate supervisor sets tasks for the newcomer, determines the criteria by which his work will be evaluated, job responsibilities a new specialist, assigns him a mentor and makes a decision on whether the employee passes (or fails) the probationary period. The HR service (HR department) acts as a coordinator and controller; it also evaluates the effectiveness of adaptation processes and tools, and can provide psychological support to a newcomer. The mentor teaches and advises him. But the mentor not only helps the newcomer get comfortable in the organization, preparing the workplace, introducing him to the team and the functions of the department, but also gains management experience himself. In turn, having a mentor is very important for a new employee: both are in a relatively equal position, so it is easier to turn to a mentor for some advice than to gather the courage to ask questions to your superiors.
When adapting, it is necessary to pay attention to feedback in the form of a personal conversation with the newcomer. This conversation will help:
1) analyze how satisfied the new employee is with the conditions and content of work, remuneration, potential opportunities for personal and professional growth, and the extent to which interest in the profession is expressed;
2) understand how relationships developed in the team and how much colleagues appreciated the newcomer as an individual and a specialist;
3) find out real level physical and psychological stress, fatigue.
It does not matter who will be responsible for feedback - a line manager, a mentor or a personnel officer. However, most likely, this will be the employee who has developed closer and informal contact with the new specialist.

Conclusion

Let's highlight some indicators by which you can evaluate the success of the adaptation:
1. Normalization of relationships in the team - both psychologically and in labor terms. Colleagues value the new employee as an individual and professional.
2. The employee fulfills his duties in full, he has achieved positive professional results.
3. The employee not only does his job, but also knows that it contributes to his professional and personal growth.
4. A specialist who has passed the test period meets the established requirements for this position and has acquired the necessary knowledge and skills for further work.
5. The newcomer feels confident in the team and follows internal norms and rules of behavior.
Let us note that heads of organizations and structural divisions must understand that adaptation helps the employee get used to new responsibilities and the team. Thanks to the use of this tool, the employer himself receives a competent specialist prepared for the specifics of a specific activity, and also forms a good reputation for his organization in the labor market.

A newcomer joins the organization. It's stressful for him. Even if he has experience in a given profession, specialty or position, “the devil is in the details”: every organization has its own nuances that can ruin life and become an insurmountable obstacle on the path of a newcomer. Here, labor adaptation of personnel can help us. Adaptation is a complex and responsible task in personnel management. Stress factors are not only nuances in the content labor activity. The environment, the characteristics of the work team, and the operating mode change. Even if the work schedule is the same as at your previous job, you may have to travel longer and get up earlier, which undoubtedly takes some getting used to.

If you do not want to create a cycle of newcomers in your organization, constantly saying goodbye to the found candidates and re-organizing the search, submitting applications to hiring managers, you should take care of a well-built system for integrating new employees into the existing structure and relationships. Adaptation is a solution, an opportunity to change a stressful situation.

Thus, main goal adaptation as a human resource management tool is to reduce the organization’s costs:

• starting ones, when a newly minted colleague does not work at full capacity due to lack of self-confidence, fear of failure, poor knowledge of business processes, and organizational structure;
• time expenditure of the manager and employees who, due to the illiterate organization of the process or its complete absence, are forced to constantly be distracted by training and consulting a newcomer (communication must be thoughtful);
• related to high level staff turnover.

In addition, by properly adapting an employee, you help him:

• quickly gain confidence in your abilities;
• start enjoying work, which increases productivity;
• join the work team, feel like a member of the team.

And finally, the organization’s employees also receive their bonus from participating in the adaptation process:

• adaptation provides experience in mentoring, coaching, personal development;
• potential inclusion in the personnel reserve of managers.

How to organize the process

The organization of management of career guidance and personnel adaptation may be entrusted to various structural units and officials, depending on the scale of your institution (enterprise): personnel department, personnel management service, personnel department, personnel manager, personnel specialist, etc.

The process of personnel adaptation should be set out in a local regulatory act, which may be called “Regulations on personnel adaptation”, “Instructions for the introduction of new employees”, “Regulations on passing the test when hiring”, etc.

This will be the main document that assigns information about the duties and responsibilities for the various stages of the adjustment period to the officials of the organization.

It is also necessary to determine which documents will be drawn up at each stage of the process, develop their forms and approve them, providing sample documents as appendices in the local regulatory act.

Consider whether and how you will reward employees who participate in the new employee engagement process. Perhaps for HR managers this work will be part of their job responsibilities, but for employees selected as mentors, bonuses for mentoring can be established or non-financial motivation measures can be provided. These provisions can be included both in local normative act, and develop an independent regulation on mentoring.

Of course, all officials involved in the involvement of new employees must be familiar with these documents upon signature.

Forms and types of adaptation

Adaptation may be required by an employee in different situations and to various factors, therefore there are several types of it:

• professional adaptation of personnel: knowledge, skills and abilities of a certain area of ​​work are mastered;
• psychophysiological: the employee gets used to new stress, both physical and psychological, masters the specifics of working conditions - the level of monotony, rhythm, noise, lighting, vibration, organization of the workplace;
• socio-psychological adaptation: the employee becomes involved in the life of the team, gets acquainted with its traditions, values, and norms;
• organizational and administrative: the newcomer gets acquainted with the organizational structure, the interaction of his unit with other units of the organization, and understands his role in the production process;
• economic: familiarization with the organization’s remuneration system, the system of material and non-material motivation, getting used to the new level of income;
• sanitary and hygienic: the employee masters the new requirements of production discipline, gets acquainted with the internal labor regulations, gets used to preparing the workplace in new conditions, and complying with the safety and labor protection requirements established at the given enterprise.

Adaptation of personnel at an enterprise can be carried out in the most various forms. Forms of personnel adaptation:

• educational events in the form of lectures and seminars;
• trainings;
• individual sessions with a mentor or coach;
• On-the-job training under the guidance of a mentor.

Some events can take place both within the organization’s walls and outside, for example at a recreation center.

Also, engagement activities can be carried out both by the organization’s employees and with the help of invited trainers and experts.

Adaptation of personnel in an organization using an example foreign experience will allow you to apply methods such as coaching, budding, job-shedding, secondment, distance learning(online course).

Adaptation control

Adaptation is a necessary process. During the period of adaptation, the employee must be under constant supervision by officials whose responsibilities include participation in this process.

This means that stages of personnel adaptation must be applied, each of which ends with an interim assessment. That is, the employee will act according to a certain program designed for a certain period.

Each stage is documented: written assignments, progress reports, and a mentor’s assessment. This technology will help if you come to the conclusion that the employee did not pass the test and decide to fire him on this basis.

In addition, the research program for the personnel adaptation system will be based on the data reflected in these documents. With the help of analytics, you will see how successfully your system functions, where and how it can be adjusted.

Remember that there are different categories of employees who need to be involved and integrated into the existing company structure:

• graduates of educational institutions entering the workforce for the first time;
• employees who already have professional experience entering your organization;
• employees of your organization transferred to another position;
• women returning from maternity leave;
• disabled workers;
• employees who have completed advanced training courses, etc.

Personnel adaptation program, sample

Special opinion

For us, the adaptation process begins with an offer, where, in addition to the position, responsibilities and salary, we write about our traditions, some rules that we have adopted (for example, that it is customary for us to address everyone as “you”, regardless of status and age), clearly set goals for the probationary period and describe the motivation system in sufficient detail.

In the process of onboarding a new employee, we want to solve three problems:

• accept final decision whether a person is suitable for us or not;
• bring it to good efficiency for the maximum short term;
• “infect” a person with the company, make it clear that he is welcome here and is ready to invest in his development and comfort.

To do this, when a new employee comes to us, for the first few hours a personnel specialist takes care of him - he gives him a tour of the office, introduces him to the people he will need on his first day, and to his immediate neighbors. On the first working day the employee receives detailed plan actions with checkpoints, presentation about the company and general corporate resources. At the end of the day, the HR specialist asks him about his impressions of the first day.

On the other hand, the manager loads the new employee with tasks and carefully observes how the employee copes with them, what questions he asks, and what level of instruction he needs.

In some departments we ask colleagues to go ahead big company for lunch and take the new employee with him so that he can get to know everyone faster. This is similar to the buddy practice adopted by some Western companies.

At the end of the first week, we collect short feedback from the manager, colleagues and the employee himself and, based on the results, we adjust something in the set of tasks, if necessary. Then we provide the same kind of feedback after a month of work, and a couple of weeks before the end of the probationary period we already fully collect all the information.

For less experienced employees, we additionally provide a mentor who helps them deal with new tasks.

Ksenia Poplavskaya

HR Director of the World Gym network in Russia

At the World Gym network, we try to pay sufficient attention to the employee adaptation process. After all, as you know, the employee makes the decision to continue cooperation with the company in the first weeks. Therefore, the load in the initial period is as high as possible.

We have several onboarding programs for new employees in our network. First of all, welcome training is an introductory welcome training, the purpose of which is to introduce the history of the network, brand, and key network events. That is, it’s so emotional living history about the network. Here we talk about what opportunities employees have. For example, to achieve the title " Best employee The best Club of the network" and go to the international convention World Gym international in Las Vegas.

One more important stage In adaptation we can consider learning. This block is quite large and long-term. We pass on to the new employee knowledge and understanding of the Club’s fitness products, work technologies, communication standards, etc.

And one more point that is important in the adaptation process. This is the mandatory presence of a mentor nearby - a person who will support and guide the newcomer in these first stages. Not everyone is comfortable with the role of a mentor, so the choice must be very balanced.