The installation is formed under the influence of the following factors. The psychological structure of attitudes and the dynamics of their changes under the influence of propaganda
According to statistics, 90% of employees who left during the first year of work made this decision already on the first day of their stay in the new organization. To remove most of the adaptation problems that a new employee has, special procedures for introducing him to the organization (division and position) are necessary. The basis of any organization is its personnel, which ensures the rational use of its resources, affects its economic performance and competitiveness.
Many managers are aware of this and attach great importance to the human resource of the company, realizing that the costs of recruiting personnel, compensating for company losses associated with high staff turnover, resolving conflicts in the team and problems associated with a lack of understanding of the main tasks of work by new employees are much higher than investments, necessary for the qualitative adaptation of new specialists. In this regard, many organizations are trying to develop and implement an adaptation system. However, these attempts are not always successful, due to the fact that the employees of the personnel service do not have sufficient professional knowledge and experience, do not have the necessary support from the administrative resource of the company.
The adaptation system is inextricably linked with the strategic planning process, as well as with the systems of motivation, evaluation, development of employees, with the corporate culture of the organization and is designed to solve the following tasks:
Contribute to the effective flow of the process of adapting the needs and values of the employee to the requirements that the organization imposes on him in accordance with his tactical and strategic goals;
accelerate the process of achieving high productivity and quality of work performed by a new employee;
- - to ensure the entry of the employee into the team as soon as possible; contribute to the emergence of a sense of job satisfaction and the removal of the stressful state of the new specialist (reduction of anxiety and uncertainty in connection with the new situation);
- - contribute to the solution of non-standard (including conflict) situations; reduce employee turnover in the organization;
- - reduce start-up costs by reducing the time for a new employee to achieve the established standards of work performance.
The adaptation system involves a number of interrelated procedures and actions aimed at solving the identified tasks.
The composition of the procedures may vary depending on the specifics of the company and the status of the new employee, but without fail it includes the following basic components:
- - allocating a workplace for a new employee;
- - introducing the employee to the team;
- - familiarization of the employee with the established traditions, style of communication and relationships of the organization;
- - familiarization of the employee with the internal labor regulations;
- - familiarization of the employee with official duties, ways of interaction in the team, registration of personnel documents;
- - carrying out the necessary briefing (safety, labor protection, fire prevention, etc.);
familiarization of the employee with the history of the organization, its mission, the mission of the employee himself, his area of responsibility and authority;
Familiarization of the employee with the system of material and non-material motivation and social package of the organization;
assigning a mentor to a new employee;
familiarization of the employee with the requirements for ensuring the quality of work;
familiarization of the employee with business processes, technological processes and equipment used in the organization;
- - setting tasks for a new employee for a trial period, explaining the criteria for assessing the fulfillment of tasks;
- - adjusting and monitoring the fulfillment of tasks set for a trial period; completion of the adaptation process (as a rule, the end of the probationary period); support and further development new employee throughout the entire period of work in the organization.
In the process of adaptation, four main aspects can be distinguished: professional; psychophysiological; socio-psychic; organizational. Accordingly, the problems that new employees have can be differentiated according to the above aspects of the adaptation process.
Professional adaptation is a gradual refinement of professional skills and cooperation skills to the level that is required for the new employee to perform his job duties at the required level. The problems of professional adaptation are connected with the development of professional skills and with understanding the specifics of work.
The leaders of many large organizations are often convinced that if an employee is a professional, then it is not necessary to engage in his adaptation, since he must know his functions himself, otherwise the question of his professional suitability will arise. But professionalism in work does not always mean the possession of a high degree of social competence, managerial qualities. In practice, any new even superprofessional cannot know the features and subtleties of the work of a particular organization. The difficulty of adapting to modern organizations It also lies in the fact that often a manager, having applied for the selection of a specialist, cannot even formulate requirements for him, since he himself does not always understand what specific functions he needs an employee to perform and what qualities he must possess.
To help a new employee work effectively and quickly adapt to a new workplace, the organization must make every effort. A new employee must go through an apprenticeship stage, the form of which depends on the nature of the organization.
In large organizations, mentoring is usually practiced - an experienced employee in the process business communication at the workplace introduces the new employee to the rules of work, duties, accepted standards of interaction. All this is necessary so that the new employee does not feel like a “stranger” after starting work, and quickly gets acquainted with the team, the traditions of the organization, and the corporate culture. As a rule, a mentor is chosen by an employee of the organization who has positively proven himself. This may be a line manager or an employee of this unit who has experience in this organization. It is on the mentor that the main part of the work on professional adaptation lies.
But in order for mentoring to be as effective as possible, personnel officers are required to monitor and correct the work of the mentor. In order for the mentor himself to be interested in training a new employee, additional bonuses are introduced both for the mentoring process itself and for the new employee who successfully passed the probationary period.
Briefing is also common - a visual demonstration of working methods. In large trade organizations, sales managers learn from a senior colleague the technique of sales, the manner of communicating with a client; accountants learn the mechanics of financial transactions in constant consultation with a more experienced colleague.
These forms of adaptation are most relevant for employees who came to the organization without work experience, and for those who already have work experience in this area, mentoring and coaching take the form of an exchange of professional knowledge in order to develop exactly those skills that are most suitable for achieving tactical and strategic goals of the organization.
In modern large organizations, such a form of on-the-job training as rotation can also be used - short-term work of a new employee in different positions in different departments, which allows you to quickly study the work of the organization as a whole and acquire a multilateral qualification.
It should be noted that in most cases women go through professional adaptation faster than men, and young people are faster than employees. middle age. Most of the time for professional adaptation is required for top managers, who must first study and analyze the situation, build a system and structure of the organization.
Psychophysiological adaptation - adaptation of an employee to new physical and psychological stress, physiological working conditions. In the process of psychophysiological adaptation, the totality of all conditions that have a different psychophysiological effect on the employee during work is mastered. Psychophysiological adaptation is determined by the state of health and the proper organization of the work and rest regime in accordance with accepted sanitary and hygienic standards.
Particular attention to psychophysiological adaptation should be paid in large industrial organizations that use complex technology, and there is also a risk of industrial injuries. In large trade organizations, as well as organizations whose employees work in offices, working conditions are quite standard, but even there the employee needs some time to adjust to the rhythm of work, the intensity of psychophysiological stress.
The most effective psychophysiological adaptation takes place in such organizations where there are no strict requirements for the type of workplace. If an employee has the opportunity to arrange it in his own way (arrange the necessary items, papers so that it is convenient to work with them, attach calendars to the walls, put photographs on the table, etc.), then psychophysiological adaptation will be quick and painless. Of course, the arrangement of the workplace is not the main condition for the successful passage of psychophysiological adaptation, but it is one of the favorable factors influencing it.
Socio-psychic adaptation is the adoption of new norms of behavior, relationships in a given organization, adaptation to a new society, acceptance and sharing of the values of the organization, its corporate culture. The problems of social and mental adaptation are associated with the establishment of interpersonal and business relations with colleagues, the adoption of corporate ones.
If a new employee is an uncompromising person, used to dictating his own rules everywhere and always, then he may have very great difficulties in order to "fit" into the existing team.
A new employee, when undergoing social and psychological adaptation, gets acquainted with the balance of power in the unit, finds out the significance of this or that employee, and is included in formal and informal groups. Social and mental adaptation can be very difficult, especially in the first month of work, which is the most stressful. The level of stress depends on the characteristics of the organization, on the characteristics of the newest employee (on his social competence, on the characteristics of motivation, on the current life situation).
In overcoming the socio-psychological barrier at a new place of work, an employee must be assisted by a representative of the personnel service, who will introduce him to the team, talk about the traditions that exist in the organization, give a clear definition of the mission of the campaign, its "weight" in the market. The new employee, in turn, must make every effort to ensure that the socio-psychological adaptation is most successful - he needs to be sociable, friendly, demonstrate a willingness to listen to advice, etc.
If an employee occupies a new position as a result of internal movement, social and psychological adaptation is much easier, since in this case he is familiar with the majority of employees, the features of the corporate culture and the process of working in the organization.
Organizational adaptation - understanding and acceptance by a new employee of his organizational status, organization structure and existing management mechanisms.
Serious problems of organizational adaptation arise for those employees who get a job for the first time, especially if the first place of work is a large organization with a complex organizational structure and a large number of staff. These employees don't have experience yet. organizational behavior Therefore, it is often difficult to communicate with colleagues. As a rule, a new employee does not dare to contact colleagues for information, such employees do not know how to work with official documentation, etc. But difficulties in communication can also arise for the reason that he was not explained to him the style of communication that has developed in the organization, the service relationships between employees.
In order to avoid such adaptation problems, it is necessary to familiarize new employees with the established corporate culture of the organization, service relationships between employees, and the organization's document management system. It is necessary to tell him about the history of development, the mission of the organization and the personal mission of the employee, about clients and partners, let him familiarize himself with the regulation on organizational structure enterprises and regulations on the department, job description.
In order for the adaptation to be most favorable, there must be a number of documents that clearly spell out the system of tasks for the period of adaptation of the employee, the criteria for evaluating work during this period, the timing of the implementation of a particular goal, the structure of the organization itself and the scheme of interaction between departments. At the same time, the manager, mentor or employee of the personnel service must constantly communicate with the new employee, discuss current issues, point out errors and explain ways to eliminate them. One should not underestimate the importance of such documents as the regulation on the unit or job description, it is with the help of these documents that a new employee can familiarize himself with his job duties, rights and responsibilities, and the structure of the department. Unfortunately, in many large organizations, these internal documents are not given of great importance. They, as a rule, were written a long time ago and were not corrected, and the drafting of documents itself took place formally. As a result, these documents cannot help the new employee in any way.
In conclusion, I would like to note that with the intense pace and richness of life in the organization, a new employee is expected to achieve the fastest results, he is also the realization of his cherished goals (financial, career, etc.), tension at some point can reach critical point. A new employee may begin to feel that it would be better elsewhere, that this organization “does not need” him, that he was underestimated. As a result, the decision to leave gradually matures, since the loyalty of the new employee to the organization has not yet been formed and, from his point of view, he "still owes nothing". Of course, the organization and the employee explain such a decision in different ways, but, as a rule, the real reason is that the new employee did not have enough strength to overcome the problems. adaptation period, move to the next stage of the relationship with the organization, and the organization could not help him in this. In order for the adaptation of new employees not to end with dismissal, it is necessary to understand the importance of adaptation and be able to properly organize this process.
Labor adaptation of personnel- mutual adaptation of the worker and the organization, based on the gradual inclusion of the worker in the production process in new for him professional, psychophysiological, socio-psychological, organizational, administrative, economic, sanitary and hygienic and household and recreation.
Under operating conditions the role of adaptation grows. At the same time, it is necessary to carefully study the experience of foreign companies that pay increased attention to the adaptation of young workers. This category of personnel needs special care from the administration of organizations.
Most often professional adaptation is considered as a process of introducing a person to work within a certain framework, including him in production activities, mastering the conditions and achieving labor efficiency standards. However, adaptation cannot be considered only as mastering a specialty. It also provides adaptation of the beginner to the social norms of behavior in force in the team, the establishment of such relations of cooperation between the employee and the team, which to the greatest extent ensure effective work, satisfaction of the material, domestic and spiritual needs of both parties.
Goals of staff adaptation:
- reduction of start-up costs, since while the new employee does not know his own workplace, it works less efficiently and requires additional costs;
- reducing the degree of concern and uncertainty among new employees;
- reducing labor turnover, since if newcomers feel uncomfortable in a new job and unnecessary, they may respond to this by dismissal;
- saving time for the manager and employees, as the work carried out under the program helps to save time for each of them;
- development of a positive attitude towards work, job satisfaction.
- organization of seminars, courses on various issues of adaptation;
- conducting individual conversations of the manager, mentor with a new employee;
- passing intensive short-term courses for new managers taking office;
- passing special training courses for mentors;
- using the method of gradual complication of tasks performed by a beginner;
- performance of one-time public assignments to establish contacts between a new employee and the team;
- preparation of a replacement during the rotation of personnel;
- carrying out special role playing for rallying employees.
Personnel adaptation process
Information support of the process adaptation consists in collecting and evaluating indicators of its level and duration. The collection and processing of information is recommended to be carried out as part of the procedure current business assessment of personnel. For domestic organizations, the main problem information support adaptation consists in the need to accumulate normative indicators of the level and duration of adaptation.
For a manager, information about how the process of adaptation of new employees is organized in his unit can say a lot about the degree of development of the team, the level of its cohesion and internal integration.
Forms of staff adaptation
There are the following forms of adaptation:
Social adaptation is the process of getting used to the individual social environment and turning it into the sphere of its activity, which involves the following steps:
- introduction into the environment;
- acceptance and assimilation of the norms and values of this environment;
- an active attitude of the subject to this environment in order to most fully satisfy mutual interests.
Production adaptation- the process of including an employee in a new production area for him, assimilation of production conditions, norms labor activity, establishing and expanding the relationship between the worker and the work environment.
Professional adaptation characterized by additional development of opportunities, knowledge and skills, as well as the formation of professional necessary qualities personality, positive attitude to your work.
Psychophysiological adaptation- adaptation to new physical and mental loads, physiological working conditions.
Socio-psychological adaptation- Simultaneously with the development, the employee enters the process of socio-psychological adaptation to the organization's team.
Organizational adaptation– the employee gets acquainted with the features of the organizational mechanism of enterprise management, the place of his unit and position in common system goals and organizational structure. With this adaptation, the employee should form an understanding of his own role in the production process.
Economic adaptation. Every profession is different in special ways material incentives, and wages are related to its conditions and organization. The object of economic adaptation is the level of wages and, which has become relevant in recent times and the timeliness of its payment.
Types of staff adaptation
There are two types of adaptation:
- Primary adaptation- adaptation of young personnel with no experience professional activity(usually in this case we are talking about school graduates).
- Secondary adaptation- adaptation of workers with experience in professional activities (as a rule, changing the object of activity or professional role, for example, when moving to the rank of leader).
Adaptation period can be divided into three stages:
Familiarization stageAt this stage new specialist learns the goals and objectives of the organization, the microclimate of the environment, compares them with their goals, expectations and ideas about this organization. At the end of this stage, the employee must clearly understand whether this organization and the workplace suits him or he made a mistake.
The administration, in turn, carries out the following work in relation to the new employee:
- finally confirms the correctness of the decision to enroll the employee in the state;
- ensures the speedy transition of the specialist to the full-fledged performance of the functions assigned to him;
- reveals the potential of the employee;
- finally determines the professional categories of the new employee and the subsequent individual development in the course of further work.
All of the above issues must be resolved during the probationary period or internship of a new employee.
adaptation stageThe adaptation period of an employee can cover a period from one month to one year. Its specific duration directly depends on the assistance provided to him by his immediate supervisor, personnel service, colleagues and subordinates. During this period, the newcomer must "fit" into the team.
Assimilation stageDuring this period, the employee goes through the stage of complete adaptation, fully copes with his job responsibilities, can himself outline further target settings, becomes a full member of the team.