Personnel adaptation is divided into the following types. Workplace adaptation: types, methods, periods. Benefit from innovation

In modern labor market conditions, one of the key processes is the adaptation of an employee. Experience worth paying attention here foreign organizations where a lot of time and effort is devoted to the adaptation of young workers. This sector of the personnel staff requires special attention from the management apparatus of the enterprise.

What is the adaptation of employees for?

Labor adaptation of personnel has as its goal the harmonious cooperation of the employee with the enterprise and consists in his consistent involvement in the work process in psychophysiological, economic, socio-psychological, organizational and administrative, professional, household and sanitary and hygienic conditions.

Very often, the professional adaptation of employees at an enterprise is perceived as training an employee to function within a particular specialty, joining him in production activities, studying the specifics and fulfilling the norms of work efficiency. But the adaptation of new employees should not be perceived solely as mastering the profession. It is also the assimilation of social norms inherent in the team, the establishment of contacts between the employee and the team, with the aim of achieving the highest efficiency of work. Also of particular importance are the spiritual and material needs of all parties, the satisfaction of which leads to mutual harmony.

Best article of the month

If you do everything yourself, employees will not learn to work. Subordinates will not immediately cope with the tasks that you delegate, but without delegation, you are doomed to time trouble.

We published in this article a delegation algorithm that will help you get rid of the routine and stop working around the clock. You will learn who can and cannot be entrusted with the work, how to correctly give the task to complete it, and how to control the personnel.

Adaptation goals employees:

• minimization of initial costs, because in the process of an employee studying his area of ​​work, his efficiency is reduced, and the organization incurs additional costs;
• a decrease in anxiety and a sense of uncertainty in newly arrived employees, and, consequently, a decrease in the level of staff turnover, because new employees feel uncomfortable and can easily quit;
• minimizing the time spent by the manager and employees on training a new team member;
• a positive attitude towards work and an increased degree of satisfaction from the work performed.

Tasks department or specialist on adaptation of employees:

• conducting various seminars, courses and trainings on adaptation issues;
• organization of conversations between the chief or senior supervisor with a recently arrived employee;
• intensive intensive courses for heads of departments when taking up a new position;
• organization of specialized events for the training of curators;
• application of a special strategy of sequential complication of the tasks given to a new employee;
• performing small social assignments in order to establish contact between the employee and the team;
• application in a team of thematic cases and role-playing games to rally employees.

Onboarding a new employee: forms and types

There are the following forms of adaptation

1. Social adaptation- This is the introduction of an individual into a social environment and mastering him in the field of his activities.

• Personnel improvement: how to manage resources competently

2 . Production adaptation Is the process of involving an employee in a new area for him, studying the conditions of production, labor standards, expanding contacts between the worker and the production environment.

3. Professional adaptation implies the growth of an employee as a specialist, mastering new skills, exploring his capabilities and creating the personal qualities required by the profession, a positive attitude towards his specialty.

4. Psychophysiological adaptation- getting used to physical and mental stress.

5. Socio-psychological adaptation- in parallel with getting used to a new workplace, the employee is involved in the socio-psychological process.

6. Organizational adaptation- the employee learns the style organizational structure management of the company, the hierarchy of its department and positions in the global system of the enterprise. At this stage of adaptation, the beginner becomes aware of his role in the production process.

7. Economic adaptation- each profession has its own ways of material incentives for the employee, associated with the conditions of the specialty and organization. In economic adaptation, the level of an employee's income is considered and, paying attention to modern conditions, the timeliness of its payment.

There are two type of adaptation

Primary adaptation- the infusion of personnel with no work experience (graduates of educational institutions).

Secondary adaptation- addiction of employees with work experience (who changed the object of activity or went for a promotion).

Basic methods of onboarding a new employee

There is no single methodology that must be used in the adaptation program for a new employee. It all depends on the different situations in each specific organization, from the methods used by its administration or curator. But in the forehead, the correct adaptation of the employee is based on mutual interest. It should be carried out comprehensively and purposefully, taking into account the nature of the junior.

Primary signs confirming the correctness of the chosen adaptation method:

• the employee performs his duties in a timely manner and in full;
• he showed that he is ready to perform non-standard tasks and be responsible for the results own activities;
• the newcomer studied the structure of the organization, the names of the directorate, set up communication with colleagues and knows their names;
• the employee understands what office equipment is, knows how to use it;
• the employee studied the methodology of bonuses and the system of penalties at the enterprise;
• he observes the social rules of personal communication and behavior;
• a newcomer joined an informal group (found new friends, like-minded people, or people who are passionate about any of his hobbies).

An employee who has successfully adapted receives the correct behavior at 3 levels:

• performance of work;
• business contacts;
• interpersonal contacts.

A human resources management and recruiting professional also oversees onboarding newcomers. He has a direct interest in the correctness of this process, because it saves him from further searches for new candidates. The HR manager oversees the entry of a new staff unit into the team, if necessary, resolves the difficulties that have arisen.

During the professional adaptation of employees, the curator can influence the newcomer with explanations: what are the rules of conduct at work, what dress code, where to dine, and other recommendations. The HR employee consults with the new employee's manager about any difficulties or barriers to implementation in the new environment.

• Personnel development in a modern business environment

6 methods of adaptation

1. The method of informal support.

If this technique is applied, adaptation performance increases only with targeted measures. The use of this adaptation method implies the management of an employee, which requires large time losses.

When drawing up an adaptation plan, the personnel manager is obliged to calculate the time required for its implementation. Any aspect of a beginner's addiction counts in the incentive system. The HR manager introduces the new employee to other employees of the organization and the nuances of labor relations.

2. Method of conducting events.

The HR manager holds corporate events, where the new employee is more personally introduced to other staff. Such an employee adaptation system is usually used to facilitate intracollective relationships. Some time after the introduction of the newcomer to the team, an extracurricular visit to the restaurant or celebration of the birthday is usually carried out. Large enterprises for such cases, they do not organize a general corporate party (unless, of course, we are talking about the anniversary of the founder or general director), but spend small holidays for different departments of the organization. The manager needs to give recommendations to a new colleague before a corporate holiday.

He needs to be prompted:

• what clothes to choose, whether humor is appropriate;
• how to choose a topic of conversation;
• needless to say toasts.

If the company has a ritual of self-presentation, it is required to assist the newcomer in its preparation and rehearsal. In addition, you need to advise the employee with whom to talk to during the holiday.

The newcomer's acquaintance with the team can be timed to coincide with any date: the end of the working week, name day in the current month. It should be borne in mind that when applying the methodology for conducting events, it is required to familiarize the employee with the team in advance. Otherwise, instead of a positive effect from a corporate party, the newcomer will receive only stress.

3. Corporate PR method.

It involves the compilation of a handbook that lists the recommended rules of conduct in the team. Each organization will have its own list, drawn up taking into account its activities and the accepted model of employee behavior. It is possible to enter information on the dress code, technical breaks in the working hours, as well as to enter the regulations on the design of the workplace and the daily routine.

In such a guide, it is worth adding photographs of a correctly and incorrectly equipped workplace. They can be incorporated into the corporate code or published as a separate brochure.

4. Team training.

This method is rarely used. For example, if the team is fully formed and an excellent specialist comes as a newcomer, feeling a negative attitude from colleagues. Also, team trainings are organized so that the new leader gets acquainted with the existing system interpersonal relationships.

During the training process, any employee has the opportunity to express their emotions or dissatisfaction with the new employee. Before conducting training for the adaptation of new employees in the organization, the participants need to be explained the rules and norms of behavior. The result of this type of training is the improvement of relations in the team, because employees begin to communicate more and take into account the opinions of colleagues.

Similar events are held in the form business game or by the case method. An experienced coach is usually hired for this kind of event.

5. Methods of organizational adaptation.

An employee who comes to work must be aware of the requirements for this specialty. If the employee has mastered the rules of conduct at work and knows how to communicate with colleagues competently, then the adaptation of the new employee in the organization is complete and finding a way out of the conflict situation will not be a problem for him. For example, an employee goes on a business trip, he needs to get information: how to order a ticket for transport, where to get money for travel expenses, what documents you need to take with you, etc. When the employee has already met the main employees of the organization, these questions do not raise him difficulties.

• Head adaptation: how to quickly grasp the essence of a new company

6. Briefing in subdivisions.

This method of onboarding a new employee implies communicating to the employee information about the key requirements of each department. Each department of the organization has its own set of rules and requirements that all employees must comply with. They need to be written down and structured so that this information is assimilated by all employees. Poor perception of requirements leads to the fact that the employee will spend most of the working day figuring out details labor activity instead of completing the task. The rules and requirements log should be created in a simple and understandable way. In developing the description of each specific site, the assistance of personnel involved in these sectors is required. It is recommended to bring the basic requirements of the company to the novice during the initial briefing, only then let the employee familiarize himself with other regulations of the department's work on his own.

Expert opinion

Each new employee meets with all key employees of the company

Svetlana Kuzmicheva,

Deputy Vice President for Production and Development, Komos Group LLC, Moscow; PhD in Economics

When a new employee appears, the HR specialist draws up a plan of conversations with employees of other departments of the organization (accounting department, sales, marketing, production, etc.). The conversation lasts about an hour, with the participation of the head of the department or the chief specialist.

During the conversation, the new employee is told how the activities of the department affect the achievement of the company's global goals, which issues are supervised by the department, with which documents and questions a new employee should contact colleagues from this department. The schedule is drawn up in such a way that all interviews take place in the first two weeks of the employee's activity. As a result, he understands what a particular specialist is responsible for and how employees of various departments communicate with each other. This provides good support for further work. When a task is given to them, beginners already know who to contact on a particular issue and what stages they need to go through. Most often, these conversations are organized for each new employee separately. If 2-3 employees were hired at a time, they are present at the conversations together. The heads of departments were not opposed to such an innovation in management, as they realized: today they set aside time for a conversation with an employee of another department, and tomorrow the heads of other departments introduce new employees from their department into the course of business. In this way, newcomers are much easier to acquire the required knowledge about the organization.

Professional adaptation of employees: three approaches

When hiring a new employee in the company, they use "optical", "army" and "partner" approaches to adaptation.

1. "Optical"

More often than not, in words it looks like this: "Get started, we will see how you do it, and then we will discuss pay and your job responsibilities." Usually, such managers think that the labor market is overflowing with specialists of the required qualification level, and there are no workers who cannot be replaced. The "optical" approach brings the prospect a feeling of insecurity in the company and a lack of interest in his personality.

2. "Army"

It is based on the proverb: "It is hard in learning, easy in battle." During the trial period, obstacles are organized for the beginner, expressed in difficult and highly responsible tasks. They do not explain the specifics of the work, they do not allow him to study the documents that already exist. In some cases, companies using this approach do not hire an employee after a trial period, but hire another newcomer.

In the vast majority of cases, this is not a harsh sweatshop technique, but simply a desire to select the most suitable employees. But in the long term, it can lead to bad consequences. An employee who has passed a trial period in an organization of this type, either begins to perform worse at the end of the trial and thinks that he will already exist calmly, or on his part, revenge for overly harsh training is possible.

In addition, hazing is inevitable in companies using this approach. Thus, the company may be deprived of the influx of new personnel. Tough discipline in applying to new employees takes place only when the entire personnel policy is structured in the same way.

• Probationary period for a sales manager: how to help a newbie adapt

3. "Affiliate"

This approach is a sign of the maturity of the company, which understands the role of the speed of determining the compliance of the new employee with the job criteria and the natural decrease in the costs imminent in hiring and onboarding. An experienced employer realizes that there are no ideal employees, and every hiring is a balance between expectations and reality, therefore he is ready to patiently raise the right specialist.

The process of onboarding new employees: 4 stages

Stage 1 starts about 3 days before taking office. Personnel specialists call employees on the eve of going to work, notify the team about the appearance of a new employee, prepare information documents that are issued to newcomers in 1 working day.

Such materials can be:

• a list of telephone numbers in the company, internal and external;
• recommendations related to long-distance and international communication, as well as personal conversations on the phone;
• the established application form for creating an electronic mailbox and connecting to the Internet;
• the established application form for connecting corporate communications in companies where it is provided;
• preparation of a pass, a parking permit for an employee's car;
• providing a workplace with all the necessary office equipment, stationery, consumables, telephone set.

In the same time immediate supervisor:

• checks the job description for compliance with the current rules of the organization;
• highlights the curator. Most companies use mentoring as a way to adapt their staff.

Stage 2- the day the employee leaves for work.

The specialist of the personnel management department meets new employees and escorts them to the workplace, gives the prepared information materials, carries out the registration, gives recommendations for the first working day.

Immediate superior:

• introduces a new employee to colleagues;
• introduces the curator;
• tells the employee about job responsibilities, the system of material incentives and fines, the structure of the organization, the issuance wages etc.

Mentor:

• tells the rules of the internal work schedule (breaks, length of the working day, the style of clothing adopted in the company, the pass system, etc.);
• gives information about the location of various areas in the company: the location of the kitchen, bathroom, smoking room, etc. Tells about the rules and rituals that have developed in the unit;
• at the end of the first working day, conducts a conversation with new employees.

Stage 3 - first work week.

During this time, HR managers provide information on opportunities career growth, learn skills and create a training program.

• HR Trends: How to Get a Valuable Manager

Mentor:

• conducts an acquaintance with the history of the creation of the company, its strategic objectives, tasks and more;
• advises what documents you need to get acquainted with first;
• explains the functioning of the administrative and economic system of the enterprise;
• conducts introductory conversations of new employees with immediate supervisors and employees;
• provides information on reporting.

Stage 4 - end of the trial period.

HR specialists:

• issue assessment sheets to new employees;
• study the completed assessment sheets;
• discuss the results of the trial period, make predictions of the employee's professional capabilities.

Immediate supervisor:

• notifies employees of the end of the test period and sets a deadline for summing up the work performed during this period;
• conducts a conversation with new employees and finds out their opinion about working in the company.

How is the employee adaptation system developed?

In order for the adaptation system to be effective, it is compiled in each organization according to individual project and must necessarily include several types activities complementing each other and helping the employee:

• get acquainted with the functioning of the organization in detail;
• study the structure of the enterprise and the decision-making procedure used in the organization;
• to grasp the essence of your activities;
• get additional skills required to complete official duties;
• "Join" the team;
• feel your place and team spirit.

Into the adaptation system for beginners may include:

• Welcome training for juniors;
• developed system of supervision;
• adaptation program;
• adaptation schedule for each category of employees personally;
• employee book;
• scoring system based on the results of the adaptation measures.

Welcome training for new employees, immerses them in the corporate culture of the organization, presents the strengths of the enterprise as an employer, forms staff loyalty, ensures that they are aware of the goals and values ​​of the organization.

Mentoring system helps to transfer labor standards, knowledge and skills from experienced workers to newcomers without wasting time. Delivers good results in large retail chains and in production. The rules for the work of curators are spelled out in the mentoring regulation.

Adaptation program structures the deadlines, tasks and goals of the employees responsible for the adaptation. Regulates the sequence of measures in achieving goals and indicates what competencies a new employee should demonstrate at the end of the adaptation period.

Adaptation plans for selected categories employees are most often created for top managers, bosses and chief specialists. The individual adaptation schedule consists of special events, training courses and other measures that help the new employee to receive information and learn the features of his specialty, which are necessary to complete the tasks. A personal adaptation plan can be scheduled in detail, with an accuracy of one day.

Employee book includes all information about the organization: the history of the enterprise, management structure, office addresses, internal rules of procedure, provisions of personnel and social policy.

Evaluation system based on the results of adaptation measures. Usually, the end of adaptation measures corresponds to the end of the probationary period of a new employee. A positive effect of the introduction of a point assessment system is the possibility of a conclusion, supported by data, on the continuation of cooperation with a new personnel unit, awareness of the extent to which a new employee corresponds to a given position in terms of his knowledge, skills, abilities, personal qualities and potential.

• How to properly manage your workforce to reduce employee turnover

What the program and plan of adaptation of a new employee consist of

Personnel adaptation program is required for the implementation in all organizations of the same procedure for registering employees. The main reason for using it is as quickly and easily as possible the introduction of newcomers to the position, the adaptation of employees in the team. It helps to reduce the risk of mistakes, reduces the discomfort of a beginner, creates a positive impression of the organization, and increases the qualification level of a beginner at the initial stage of work. The introduction of this system is necessary for leadership positions:

• general director;
• leaders;
• heads of departments.

Difficulties in adaptation can be prevented if the employee is “held” to the position correctly. The onboarding program for a new employee is focused on the entire time the employee goes through the trial period. It consists of two main parts: general and individual.

1. General part of the program.

Includes familiarity with the functioning of the organization, personal details and the nature of relationships among colleagues. Including employees are invited to study the procedure for recruitment and termination labor contract, payment of wages and conditions of activity. Taken together, this allows the employee to collect an initial opinion about the enterprise. Depending on the category of the vacancy to which the newcomer comes, the structure of the general part is different. Usually it takes place in the 1st week of cooperation and contains 4 stages:

Stage 1.

This period of adaptation of the employee carries with it an explanation to the employees of the details of the work of the enterprise, the services performed and the nuances of relations within the company. Upon reaching the final agreement and determining the date of commencement of official duties, an orientation interview is carried out. This is done by the employee who is entrusted with these powers, or the head of the HR department. If the hired employee comes to a managerial position, the company manager can conduct an orientation conversation. The main issues discussed at this stage are: history of the organization, rules and procedures of work, the place of the company in the market, and even information about the competitive and purchasing environment. Narrated by overall strategy and the goals of the company's expansion. The structure of the company's internal relations and the distribution of leading powers are explained to the employee.

Stage 2... Acquaintance with the team, solutions of the firm. This is done by the direct supervisor of the newcomer or any other employee on his personal order.

Stage 3. Study by an employee of his workplace. The immediate superior demonstrates workplace, the place of storage of documents necessary for the performance of tasks, suggests that you familiarize yourself with the technical documentation on the use of office equipment. A newcomer goes through the registration procedure within the corporate network of the company, they explain to him the possibilities that can be obtained from his workplace. The chief gives instructions on the use of information preservation, tells the main specifications equipment.

Stage 4.

Orientation conversation with the boss. The interview format is free, carried out during the first working week... The employee is explained difficulties, information is provided, and answers are given.

2. Individual part.

The personal adaptation system is supervised by direct supervision under the supervision of a personnel manager. Implementation into the team consists of a detailed study of the company's activities; the new employee is explained the official powers and the specifics of the work.

A personal schedule is drawn up, which will reflect the assessment of the curator or the boss, as well as proposals for further cooperation with this employee in this organization and the identified problems of adaptation of employees. It must have a CEO visa. Approximately a week before the end of the test, all papers, including the recommendations and conclusions of the head of the HR department, are given to the chief executive.

The personal adaptation system is implemented during the entire test period and is divided into two parts:

• Introduction to job duties;
• performance of official duties.

Introduction to the post

Lasts for the first month in office. The schedule for the introduction is formed by the immediate superior at the end of the weekly period of the employee's occupation of the position and is coordinated with the personnel department. Then the newcomer is allowed to familiarize himself with it, and he endorses the fact of reading. The result of this stage should be the mastering of regular tasks by the employee, knowledge of the company and its organizational structure. In the graph in mandatory its execution must be recorded.

Performance of job duties

After passing the initial stage, a plan for the performance of duties is formed. The beginner independently draws up a monthly schedule of tasks and approves it with the boss. This document is evaluated and recorded in the individual employee's schedule. When adapting young employees, a newcomer is provided with a curator with the required skills, who trains the new employee and assesses his prospects. The mentor monitors the performance of the employee's official powers every week, gives recommendations and advice, reports to the superior.

TO tasks curator in this period include:

• familiarization of the employee with the object of production and the technology of the work performed;
• providing information on document flow and cooperation with other departments;
• consultation on the rules for the application of software used in the structural unit;
• advising a beginner on all issues, including rituals and rules that have developed in this department.

Before the end of the trial period, approximately 10 days in advance, the personnel management department is required to provide the following documents: a new employee's report on completed tasks.

Expert opinion

Jedi are adapting new workers

Alexey Dmitriev,

corporate development director trading network Enter, Moscow

We use a system of adaptation and supervision, focused on office workers, it is called the "path of power" (based on the cult film " star Wars"). Experienced workers in the role of curators are called Jedi, and newcomers are called Padawans.

The colleague in charge of the implementation system daily selects information from the accounting system about those who will soon come to work. Then, by manual selection, he selects the Jedi for the Padawans. There are two rules: Jedi act in pairs and are taken from any department except the unit where the Padawan comes. It is more convenient to work in a bundle, first of all, because of the varying degree of workload, and secondly, it is easier to start communicating with a stranger this way. After the Jedi have been selected, the corporate system sends them a letter and makes a note on the calendar about the date of the new colleague's release.

Distance acquaintance... About a day before the junior leaves for the workplace, the Jedi calls him, meets him and asks to inform him immediately when he comes to the office to meet him. After that, the Jedi will find out if the rest of the services are ready to accept a new employee: for example, in the IT service, he receives information if the computer is ready for a newbie, if it is in order. software; talks to a new colleague's immediate supervisor and asks if he remembers hiring a person.

Newbie's first working day... The Jedi meet a new employee before the start of the working day at the reception and escort him to his desk, then to the personnel management department, help to write a pass, show the offices, introduce the values ​​and mission of the company, introduce the team (all departments), explain what information is present at the corporate portal. It takes approximately two hours to do this. After such a reception, the beginner understands that he was expected.

Subsequent days. An employee can bother the Jedi on any issue: for example, what to do if a chair is broken, and there is a misunderstanding with a colleague. At the end of the trial period, the HR department sends a message to the Padawan recommending to rate the mentors. As a result of the work, the Jedi receive points, which are counted in the general corporate game "Olympiad", the purpose of which is to encourage additional results of workers.

How long is the adaptation period of an employee

The entire adaptation period can be roughly divided into three stages:

1. Acquaintance.

At this stage, the beginner is imbued with the goals and objectives of the enterprise, studies the microclimate of the team, checks whether they correspond to his goals and expectations. Upon completion of this stage of adaptation, the employee must clearly understand whether this company and vacancy suits him or he is wrong. In turn, the management conducts the following work concerning the new staff unit:

• makes the final decision on the enrollment of the employee in the staff;
• does everything to accelerate the introduction of a specialist into a full-fledged functioning mode;
• assesses the development prospects of an employee;
• is finally determined with the professional sector of the new employee and further personal development in the course of joint work.

All these issues are resolved after passing the test or after the beginner's internship.

2. The stage of adaptation.

An employee's adaptation can cover a time interval from 1 month to 1 year. The timing of an employee's adaptation is directly proportional to the assistance provided by the immediate supervisor, HR department, closest colleagues and subordinates. This is the period of "fitting" into the team.

3. Stage of assimilation.

This is the stage when the employee fully copes with the tasks assigned to him, draws up work plans, becomes part of the team.

• How to build communication with subordinates: useful tips

Employee adaptation assessment: how the analysis process goes

To assess how effective the adaptation system is and to analyze its components, an audit is required.

In the toolkit of the head of the personnel department there is a number of methods:

1. Analytics of documents and internal regulations governing adaptation measures.
2. The control.
3. Interview:

• conversation with employees arranged within the last six months;
• an interview with outgoing personnel who have worked for less than a year;
• a conversation with bosses, in whose departments the highest staff turnover is noted;
• focus group with experts: employees of the HR department and heads of other departments;
• the implementation of a questionnaire (in a comprehensive study).

Collecting data requires getting answers to a series of questions:

• How much awareness among line managers of the role of the adaptation procedure?
• Who oversees the adaptation of a new employee?
• What is the role of the HR department, the direct manager in the adaptation of a new employee?
• To what extent does induction differ across hierarchy levels and specializations?
• What are the criteria for choosing a curator for a beginner?
• Does the team have a desire and interest to become a mentor?
• What measures are applied in a comprehensive manner during adaptation?
• How modern are the adaptation tools and how often are they being improved?
• Is it possible to evaluate in detail the employee's achievements that he received during adaptation?
• What is the assessment of the effectiveness of adaptation measures?

It is recommended that this kind of analytics be carried out annually by an employee of the HR department to calculate the strengths and weaknesses HR structures.

In the course of such a study, it is sometimes possible to identify the following information:

• the interview of the direct supervisor and the newcomer is carried out only a few days after taking office;
• the employee is not familiar with his job regulations;
• he is not presented to the collective;
• the employee was not assigned tasks for the trial period;
• a personal conversation between the boss and the employee was not held based on the results of the trial period;
• newly hired employees are considering changing jobs.

Negative consequences for the organization in the current state of affairs will be:

• decrease in the efficiency of a department or the entire company;
• the beginner's lack of loyalty to the organization;
• increased risk of employee leaving during the trial period, which entails increased financial and time costs for recruiting new personnel.

When an employer hires a new employee, they are both hopeful. The employee hopes that he will like the new job, and the employer expects 100% productivity of the employee's work immediately. But before the work gets better, both the employee and the employer, and labor collective you will have to go through a not always easy stage called "adaptation of a new employee."

Onboarding a new employee- This is a type of socio-psychological adaptation, representing the process of active entry of a newcomer into a position through interaction with a new working environment.

Successful adaptation in a new place - responsibility not only the employee himself, but also his new management. No matter how responsible, communicative, stress-resistant, courageous and experienced the employee is, he finds himself in a new environment for himself, which means in stressful situation, in a situation of need to adapt, adapt, change.

A competent and wise employer makes sure that the adaptation of new employees takes place organized, he does not let her go.

Companies that do not care about helping a newcomer get used to a team, get used to a new workplace, understand their duties, feel comfortable, doom themselves to constant staff turnover.

New employee it was during the adaptation period decides for himself, will he continue to work in this organization or not. According to statistics 90% of people who quit their jobs without having worked there for a year, made the decision to leave already in the first days-weeks, and the rest of the time they just endured and waited for the right moment or "the last drop"!

If an employee doesn't like his new position, he has two options: quit or tolerate. People, unable to leave an unloved job or simply out of fear to do so, endure conditions that are unbearable for them for years! At the same time, the organization suffers losses.

There are many reasons why a new member of the team may leave work soon after employment, but unsuccessful adaptation or even maladjustment in the workplace is one of the leading reasons!

Employers' mistakes

A common mistake when recruiting personnel is searching for a "ready-made" ideal candidate. But the ideal worker can only be "raised" in your organization. When a new employee comes to work, he is more or less suitable for the position, he cannot be a perfect fit right away! To become the ideal employee, he needs to get comfortable, to join the organization and work in it for some time.

In addition, the candidate for the position is a living person, he personality and cannot consist of merit alone. It is a big mistake to treat a person like a machine or a robot who should neither get sick, nor have a personal life, nor argue or complain.

Often employers put themselves higher workers and job seekers, raise the requirements for the latter to the skies, while forgetting to also meet the high requirements.

For example, an unsuccessful entrepreneur with an overestimated self-esteem “weeds out” candidates for a position who can become excellent workers, just because they have no work experience or hires them, but is disrespectful absolutely not worrying about their psychological comfort . At the same time, such an employer does not understand that his organization is not the one for which experienced specialists would go to work and that it is necessary to value the available candidates.

Non-assignment of a probationary period - also a common mistake of employers . A probationary period is necessary to understand whether the candidate is suitable for the position and whether he likes it. This is the time when not only the new employee tries to please the management, but the management should also try to please the newcomer.

Successful onboarding of new employees is defined as important goal employers who understand that hardworking, motivated, working as the management expects of him, an employee is an employee of whom helped adapt and taught work exactly as required to work in his position.

Stages of adaptation of a new employee

From the success of the adaptation of employees depends efficiency of the company. The employee, who was helped by the team and management to successfully adapt to the new place, will surely respond with gratitude and high labor productivity.

On average, the adaptation of a new employee lasts half a year and is divided into stages:

• history of the formation and development of the company,
• goals and course of the company,
• internal rules and regulations,
• general requirements for personnel,
• personnel performance assessment system,
• system of remuneration and so on.
  • Introductory conversation with company employees. The team in which the new employee will work is informed about his arrival in order to create a favorable atmosphere, a positive attitude towards the newcomer and reduce the stress caused by the need to accept him into an established team.
  • Conversation with the line manager... During this conversation, the new employee already from his immediate supervisor learns labor goals and tasks, area of ​​responsibility, functional responsibilities and other specific components of their work.
  • Company tour... The new employee is conducted throughout the organization, memorizing the location of various departments and such important areas as the dining room, toilets, and so on. At the same stage, the employee must see his workplace.
  • Getting to know the team... The employee is introduced to the team in which he will directly work, and to all company personnel.
  • Execution of documents and familiarization with documentation... At this stage, an employment contract is drawn up between the employee and the employer and all other documents necessary for hiring. For familiarization, the employee is provided with the internal labor regulations, job descriptions and other important company documentation.

The final, successful completion of the adaptation period is evidenced by the feeling confidence and comfort new employee at the workplace.

Employee successfully adapts, when he changes his behavior and compares it with the requirements of the company, when these requirements and his personal goals become compatible.

So, adaptation of a new employee- the process is reciprocal: the employee must want and try to work, and the organization must help him in every possible way (train and support).

If an employee who was suitable for the position quit after on their own before the end of the probationary period, it means that the management made mistakes or did not pay enough attention to adaptation.

A person can adapt to any conditions, even very difficult and psychologically difficult ones. But will he do this when he does not find support, understanding, respect from the management and the team, but at the same time realizes that there is an opportunity to find another job? Hardly.

If you want to study in more detail the topic of adaptation of a new employee, we recommend reading the books by A. Ya. Kibanov “Personnel Management: Theory and Practice. Organization of career guidance and adaptation of personnel "and" Human resource management of an organization: current technologies for recruitment, adaptation and certification "

Find out what onboarding is. Let's talk in detail about the types of adaptation. On the specific examples show how to properly build an adaptation system. Bonus: 6 common adaptation mistakes.

From the article you will learn:

Personnel adaptation: what is a beginner afraid of

HR know well that every new employee is stressed. He is afraid of not completing the task correctly, not finding mutual language with colleagues or break some unwritten rule and cause laughter or criticism.

New employee phobia rating

1. I will not cope with the duties, I will not be able to meet the deadline.
2. I can't find a common language with my colleagues.
3. I will find professional shortcomings or a knowledge gap.
4. I will not work with the leader.
5. I will lose this place.

However, for many, the initial stress quickly passes, and they begin to work effectively. But there are employees who take decisions for a long time.

To speed up the process of adaptation of such employees, special programs, tools and methods are being developed.

An example of adaptation would be program "Three touches"... The goal of the program is to quickly involve newcomers in the work. By the end of the second month of work, new employees show excellent results and begin to move up the career ladder.

Ksenia Levykina, HR-business partner of HiConversion, told more about it on the pages of the Human Resources Director magazine.

Traditionally, there are 2 types of employee adaptation- production and non-production.

Production adaptation includes professional, psychophysiological, organizational and sanitary and hygienic adaptation.

Behind these long and awkward words are the standard procedures for all companies:

• the employee is introduced to the rules of work;
• define the scope of responsibilities;
• show the workplace;
• present to colleagues.

Further from HR competence the employee falls into the competence of the labor protection inspector. Do you know that you can adapt employees already at the selection stage ? The HR experts will tell you how to do this.

Non-production adaptation is building informal relationships with colleagues. Festive corporate parties, sports competitions, field trips, in a word, everything that will give employees the opportunity to see in each other not only staff units and functional performers, but ordinary people who can be friends.

The classification of adaptation by type has no direct practical purpose. You cannot tell an employee: “ On Monday we have social adaptation, on Tuesday - production, on Wednesday - psychophysiological, on Thursday - organizational, and on Friday - economic and banquet "... All types of adaptation the employee will take place simultaneously: on Monday and Tuesday, and during several very difficult weeks for him.

★ An important fact. 80% of employees who quit in the first six months after hiring made this decision in the first 2 weeks of work in a new place. This means that the employee made the decision to quit during the adaptation period.

HR is engaged in the adaptation of ordinary employees, and who is engaged HR adaptation? This was discussed at the webinar -

An example of complex adaptation

For an employee to successfully go through all types of adaptation in the workplace, it is necessary complex system... The adaptation system involves the implementation of various activities and the appointment of those responsible for them. It is most convenient to present data on events and persons in charge in the form of a table.

Table. Adaptation of new employees in the first days of their work in the company

When to conduct	Target	What to organize	Responsible
	Introduce the organization, give an idea of ​​its structure	The employee is registered in the personnel department. Provide newbie general information about work discipline and wages	HR Inspector, HR Manager
		Welcome-training is held, where in an interactive form they give basic information about the structure of the company, its mission and values, about the rules of conduct in the company.	HR manager (control - HR director)

Download the table in full

6 common adaptation mistakes

Error 1... The beginner is overwhelmed with unstructured information.

Error 2... The employee has to perform duties that were not discussed in the interview.

Error 3... The adaptation period is too short.

Error 4... HR is not on the spot on the first day of the newbie's work.

Error 5... The new employee is on his own.

Error 6... A beginner cannot get started right away for some reason.

Any change in a person's life is always a way out of the comfort zone, out of comfortable and familiar circumstances. Even positive changes are accompanied by serious stress, which, of course, affects the efficiency of activities and the psychological mood of each person. Additional stressful factors are fears, apprehensions, uncertainty or lack of knowledge and skills on the verge of new events.

An employee who first starts working in another organization or in a different position experiences all of this to the fullest. And since not only his personal success, but also the efficiency of the enterprise itself depends on his activities, the management is interested in its speedy and successful adaptation to a new place.

The issue of labor adaptation is taking an increasingly important place in modern personnel policy. Approaches to this problem are constantly changing due to the demands of a changing market. Consider modern approaches to the process of labor adaptation of personnel.

Adaptation is an effective mechanism

The term "adaptation" came to human resources management from biology, where it literally meant "adaptation." Adaptation is understood as the mutual "adaptation" of the environment and the organism to each other.

With regard to professional activity, we can determine labor adaptation as the influence of the organization on the behavior of the employee who has appeared in it in order to be included in its functioning with the most effective interaction. It also includes the reverse process: the employee also adapts to himself some points in the activities of the organization.

Types of adaptation

Since the conditions of human existence are multifaceted, he has to adapt to many various factors... Hence, various types of adaptation can be distinguished. Let's consider those of them that are related to his professional activities.

Depending on previous experience, two adaptive forms:

• primary- a person acquired a new employee status for himself for the first time, only after graduating from educational institution or starting work for the first time in life;
• secondary- the person has work experience, but the conditions of activity have changed (another position, a higher rank, a new team, possibly a different specialization).

Depending on the conditions of which sphere a person is forced to apply or try to "bend" them for himself, such types of adaptation:

• professional- the employee is “built in” into a new sphere of skills and abilities, mastering opportunities, assesses his professional “baggage” in terms of compliance new job;
• production- employee in new organization joins in the unusual organization of activities, learns new rules and, is oriented in the workplace, finds a "common language" with tools, documents, mechanisms and other production factors;
• social- getting a new psychological "role" for oneself, namely, a member of a team, a colleague, and also a subordinate, a person must learn new rules of this "game" for himself, accept the values ​​of the new environment and, in turn, also begin to influence it (in everyday life this is called "becoming your own");
• financial- with new responsibilities, the economic component of a person's life also changes, it will be necessary to take into account not only the factor of wages (its size and timeliness) and other budget increases, but also additional costs, for example, for travel to the place of work;
• psychophysiological- not only the human psyche is being rebuilt, but also the peculiarities of his biological functioning in a new environment, where he will spend a significant part of his time. For yourself, you need to solve many questions regarding physical existence. You will have to adapt to the new regime and features, for example, the schedule of getting up and going to bed, the time and conditions for eating, getting used to wearing overalls (if provided), and even getting used to the nuances of the departure of natural needs.

Why is it necessary to adapt personnel in the organization

Since adaptation is a biological and psychological mechanism "built-in" in a person, in most cases it happens by itself. The question may arise, why, in this case, focus on the problem of adaptation, develop its programs, and strive to increase its effectiveness?

Indeed, a person most often, sooner or later, one way or another adapts to any conditions or adapts them for himself. To do this, he needs several factors: enough time, motivation, the will to change and their natural capabilities. But in the process of professional activity, all these factors can be too expensive for the employer, so he seeks to minimize and facilitate this difficult process.

REFERENCE! Research shows that 9 out of 10 people who quit within a year made this decision in their first days in the service.

Basic problems for beginners

What can make life difficult for a person in his first days at a new job? What should first of all be paid to specialists dealing with the problems of personnel adaptation? Research shows that the prevailing negative aspects that prevent new employees from feeling "in their place" are:

• lack of organizational knowledge;
• inability to navigate in a new environment;
• stiffness in front of management and colleagues;
• lack of practical experience.

To these objective factors are added subjective experiences that further complicate adaptation, such as:

• fear of appearing incompetent and not coping with their duties;
• fear of losing a job (or a passionate desire to "advance" as quickly as possible);
• fear of not becoming respected in the team;
• lack of contact with superiors (an antipathetic leader or, conversely, fear of not liking him);
• inability to "fit" into the team (fear of being rejected or not wanting to get closer on their own initiative), etc.

Personnel adaptation methods

Different organizations use different approaches to the problem of personnel adaptation. Most often, one of three paths prevails.

1. Swim if you swim. The management gives the adaptation mechanism "at the mercy" to the employee himself, leaving him to independently cope in the new situation. This approach is mainly used by managers in a situation of oversaturation of the market. labor force if they are not so interested in this particular employee, or if his position is not too prestigious and easily replaced. Sometimes this approach is further aggravated by a parting word of the type: "You start working, and we will see what you are good for, then we will talk about your remuneration and prospects."
2. "The strongest survives". If an organization aims to select only the best, then it presents an opportunity to join its ranks as a kind of privilege that must be earned. hard work and difficult tests. It is in such firms that newcomers are given probationary periods with strict conditions and challenging assignments. The collective does not accept a new member for a long time, closely looking at him and sometimes even discriminating against him. The bosses are harsh, sometimes even excessive. If an employee passes this "draconian" selection, he takes "his" place in the organization.
3. "Hello, partner." The most democratic and effective approach, which requires, however, the greatest effort from the leadership. If the organization requires many different employees, moreover, it seeks to provide for itself good staff, she will approach the issue of adaptation responsibly. In accordance with this approach, it is better to invest in the "education" of your employee than to constantly "sow" the sand of personnel in the hope of finding something worthwhile, and having made a mistake, start the process over again. Searching, hiring and constant training of new employees, in the end, will cost more time, effort and finances than a competent organization of personnel policy.

Labor adaptation goals

If your organization has set itself the task of implementing a competent staff adaptation program, you first need to clearly understand its goals. As a rule, they are:

• reduction of efficiency losses "at the start" (while the employee is poorly prepared to perform his duties, the quality of his work is much lower, it is necessary to spend additional time and sometimes finances on him);
• reduction of anxiety and psychological discomfort (this not only helps to reduce staff turnover, but also significantly affects the quality of work);
• saving time resources (if the organization has a well-functioning adaptation program, the manager and colleagues will not have to waste time on disordered explanations with a new employee);
• developing a good attitude towards a new place of work (when staff feel cared for, they work more efficiently).

The main "steps" of adaptation

In his mutual adaptation to the professional environment, the employee goes through 4 successive stages. Assistance at any stage will significantly reduce the time of adaptation and facilitate it, reducing the costs of the organization.

1. Information stage. To help a person, you must first find out what exactly he needs help. At the first stage, it is necessary to collect information about the experience of the employee himself, the level of his knowledge, preparedness. Even with a high value of these indicators, unusual factors will manifest themselves in one area or another, which will help to identify the most "problematic" moments, which should be given priority attention in adaptation. It could be like manufacturing process and communicative moments.
2. Choosing a course. This is the primary orientation of the employee in the new place. He needs, as it were, to "pave the fairway" in an unfamiliar channel of new circumstances. At this stage, the employee needs instruction, practical familiarization with new responsibilities, requirements, norms. In practice, internship, mentoring, supervision, or simply the direct participation of management and colleagues is used. The majority of adaptation programs take place at this stage.
3. Involvement in activities. Having received the initial adaptation kit, the employee begins to "test" it in real conditions, directly joining in production activities and interpersonal communication. At first, the process will be accompanied by tension and, possibly, mistakes, but as it progresses, adaptation will gain momentum. It is at this stage that the "turning point" of adaptation occurs - the employee will be able to adapt to new conditions, or he will decide to abandon these attempts.
4. "Become your own among your own - or leave"... An example of successful adaptation, when an employee fully merges into life and communication within the organization, performing production functions and maintaining communication with colleagues. In practice, with spontaneous adaptation of the 4th level, the employee reaches the end of the first working year, with professional help it is possible to reach him already after a few months. If the adaptation fails, the final step may be dismissal.

Varieties of adapted employees

To adapt means to successfully accept the core values, norms, rules and requirements of the organization:

• the main ones are related to production processes;
• secondary - concerning intra-company communication and behavior.

Depending on what kind of norms and to what extent are accepted, 4 types of adapted personnel can be distinguished.

1. "That's not mine". Both major and minor values ​​are denied. The employee does not cope well with duties and studies with difficulty, it is difficult to communicate with him, he himself is also uncomfortable. The expectations of both sides were far from reality. The adaptation did not actually take place. Dismissal shortly after employment.
2. "A good mine with a bad game." The employee has accepted the main values, but denies the secondary values. A good employee who can hardly fit into the team. This is a lone individualist who can be an excellent specialist under certain conditions. With a competent organization, fruitful cooperation is possible.
3. "A good person is not a profession." Complete separation of secondary requirements, but difficulties with the main ones. Nice to talk to, without discipline and corporate culture but professionally weak employee. A complex form of adaptation, in which the lack of progress can be fraught with termination employment contract or losses. It is recommended to organize training.
4. "Adapted". The best option, in which the personnel as a whole adequately perceived both the main and secondary norms of the company. As a rule, it is representatives of this variety that occupy a predominant position in any organization and are the ultimate goal of the adaptation process.

Orientation program

The most effective measures to help an employee adapt can be taken at the stage of choosing a course or orientation in a new place. This activity is in the competence of the direct management of the new employee. He has the right to assign it to the HR manager or delegate it to other specialists, but the responsibility still rests on the shoulders of the closest boss. Many people limit themselves to primary instruction, which is compulsory under the Labor Code. However, to increase the effectiveness of the adaptation program, more extended ways of its implementation can be envisaged. In the process of adaptation assistance, the following activities will be effective.

1. General acquaintance with the enterprise. It can be conducted by a boss or a personnel officer in a class, lecture, during a conversation or excursion. The familiarization program should include the following questions:
   • the purpose and main aspirations of the company;
   • requirements, norms and accepted traditions;
   • target audience (consumers of the company's products);
   • directions of the enterprise's activity;
   • its structural divisions and relations between them;
   • hierarchy (management "ladder").
2. Organization management policy... The employee must understand exactly how the structure in which he got to functions functions. To do this, he will need to explain:
   • principles of personnel selection;
   • disciplinary moments;
   • how professional development and training of employees is organized;
   • Work mode;
   • features of working with documentation and other nuances.
3. Financial questions. Any employee is concerned about the motivational component of his activity. Therefore, it is better that he does not have any ambiguities about:
   • the size of his remuneration;
   • components of salary (salary, bonuses, taxes, deductions, etc.);
   • factors that can affect the monetary remuneration (depreciation, a possible increase in salary, etc.);
   • overtime, business trips, work on weekends and holidays, etc.
4. Benefit package. The employee needs to be explained to what social perspectives he is entitled to while working in this organization, for example:
   • payment for specialized training;
   • medical care (sometimes for family members);
   • benefits and assistance in case of injury, illness, retirement, etc .;
   • attitude towards possible motherhood;
   • other moments, for example, travel to work, meals, additional services.
5. Safety engineering- a mandatory regime moment of measures for labor protection and ensuring its safe conditions. Even if all other points are omitted, this is prohibited by the Law.
6. Getting to know the unit... A deeper stage of adaptation, which helps the employee to directly engage in the life of his structural unit. The head of the structural link or the mentor-mentor appointed by him can help to carry out this process, and it can be facilitated by the internship period. At this stage, it is worth touching on the following points:
   • detailed guidance on actions for their immediate responsibilities;
   • articulating expectations and required results;
   • the procedure for monitoring work and / or reporting;
   • the operating mode of the unit;
   • all kinds of standards, requirements, prescriptions, prohibitions related to direct activities;
   • presentation to the team of the structural unit.

It is important to separate the approaches to primary and secondary adaptation: the time spent, the range of issues and the degree of their coverage, the methods used will be different.

How to plan an onboarding program

If the management decided to influence the effectiveness of the employee's introduction into the team, the process should be planned out - a list of actions should be drawn up that will need to be consistently taken for this purpose. This can be done even before the selection and recruitment process.

At the same time, it is worth drawing up an approximate adaptation plan, which will depend on:

• specific features of the organization;
• positions of the future employee;
• the priority qualities required of him.

Separately, you need to plan activities for primary and secondary adaptation.

Leadership Action Program for Planning the Adaptation Model

1. Create a department, position or charge a specific person with responsibility for staff adaptation and training. This can be a HR manager, HR manager, etc.
2. Identify experienced “teacher” mentors who will be assigned to supervise newcomers to different departments(or assign this task to the heads of departments).
3. Distribute specific tasks to authorized employees.
4. Establishing a communication system and hierarchy, for example: the mentor is responsible for the adaptation of the employee to the head of the department, those to the responsible HR manager, he brings the information together and reports to the management.
5. Informing all personnel about the peculiarities of adaptation in this organization.
6. Establishment feedback: A newcomer to work should be able to seek advice and help at any time.

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

- faster achievement of performance indicators acceptable to the employing organization;

- reduction of start-up costs. New employee does not always know the job and how the organization works. As long as he is less efficient than experienced employees, his job requires higher costs from the organization. Effective onboarding reduces these start-up costs and enables the new employee to more quickly reach established work performance standards;

- the employee's entry into the work collective, into its informal structure and the feeling of being a member of the team;

- reduction of anxiety and uncertainty experienced by the new employee. Anxiety and uncertainty in this case means a fear of failure at work and incomplete orientation in the work situation. This is a normal fear of the new and the unknown;

- reduction of staff turnover among new employees. If employees have not been able to get used to the organization in a timely manner, then they can respond to this by dismissal;

- saving time for the immediate supervisor and ordinary workers. An employee who has not adapted enough to work in the organization requires significantly more time to help in the process of performing the duties assigned to him;

- the development of job satisfaction, a positive attitude towards work and realism in expectations in the new employee. The adaptation process should contribute to the formation of a positive attitude of new employees to the organization, to their unit and to the assigned work. This is a prerequisite for high performance;

- reducing the cost of finding new personnel;

- formation of a personnel reserve (mentoring is an opportunity for an experienced employee to gain leadership experience).

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

The success of adaptation depends on a number of conditions, the main of which are:

- the quality level of work on the vocational guidance of potential employees;

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

- the elaboration of the organizational mechanism for managing the adaptation process;

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

- features of the organization of work that implement the employee's motivational attitudes;

- availability of a proven system for introducing innovations;

- flexibility of the personnel training system operating within the organization;

- features of the socio-psychological climate prevailing in the team;

- the personal properties of the adaptable employee associated with his psychological traits, age, marital status, etc.

Adaptation classification is usually carried out according to the following criteria:

by subject-object relationship:

- active - when an individual seeks to influence the environment in order to change it (including those norms, values, forms of interaction and activity that he must master);

- passive - when he does not strive for such an impact and change.

on the impact on the employee:

- progressive - having a beneficial effect on the employee;

- regressive - passive adaptation to an environment with negative content (for example, with low labor discipline).

by level:

- primary, i.e. adaptation of young employees who have no professional experience (as a rule, it comes in this case, about graduates of educational institutions of various levels);

- secondary, i.e. adaptation of employees with professional experience (as a rule, changing the object of activity or their professional role, for example, moving to the rank of a manager).

It should be noted that in the conditions of the formation and functioning of the labor market, the role of secondary adaptation is increasing. On the other hand, domestic personnel services need to refer to the experience of foreign firms, which traditionally pay increased attention to the initial adaptation of young employees. This category of workers needs special care from the administration.

There are also two more types of adaptation:

- adaptation of an employee to a new position;

- adaptation of an employee to a demotion;

Example: in the early 80s. the United States has seen waves of layoffs and early retirement. In order to somehow support the dismissed, the majority large companies- about 60% - not only fired workers, but tried to help them find new jobs, organized retraining and advanced training programs.

in relation to the employee to the organization:

- conformism. Full acceptance of the values ​​and norms of the organization, willingness to obey the rules of the game. Such workers constitute the bulk of the team;

- mimicry. Compliance with secondary norms while rejecting the main ones is characteristic of a potential risk group, whose members are ready to part with the company at any time;

- adaptive individualism. It is characterized by agreement with the basic norms and values ​​of the organization while rejecting the secondary ones. The employee retains a certain individuality, but in his own way works well in a team;

- denial. The employee expresses an active disagreement with the values ​​of the company, his expectations are in irreconcilable contradiction with reality. He usually quits in the first few months.

The HR task is to integrate the newcomer in the second or fourth type, to calculate employees who hide their rejection of the basic norms of the organization while demonstrating external loyalty. The first option arises due to an error of the personnel department at the selection stage and should be corrected as soon as possible.

by directions:

- production;

- non-production.

The last classification criterion is decisive for a wider subclassification. Most clearly, it can be represented in the form of a diagram shown in Figure 1.

Figure 1 - Types of adaptation

Labor adaptation has a complex structure and is a unity of professional, psychophysical, socio-psychological, organizational and administrative, economic and hygienic adaptations.

Professional adaptation is expressed in a certain level of mastering professional skills and abilities, in the formation of some professionally necessary personality traits, in the development of a stable positive attitude of the employee to his profession. It manifests itself in acquaintance with professional work, the acquisition of professional skills, dexterity, sufficient for the high-quality performance of functional duties and creativity in work.

Psychophysiological adaptation is the process of mastering the conditions necessary for workers during work. In modern production, not only equipment and technology are becoming obsolete, but also the sanitary and hygienic standards of the production environment. Improving the sanitary and hygienic working and living conditions of workers, the emergence of an increasing number of comfortable and modern apartments, clothes, toilet items cannot but affect production activities. The modern worker is sensitive to deviations from the subjectively perceived norms of sanitary and hygienic comfort, work rhythms, convenience of the workplace, etc. The materials of many studies indicate that for workers the issues of sanitary and hygienic conditions of comfort are very acute and painful assessed by them.

Socio-psychological adaptation consists in mastering the socio-psychological characteristics of the labor organization (team), entering the system of relationships that has developed in it, and positive interaction with its members. This is the inclusion of the employee in the system of relationships of the labor organization with its traditions, norms of life, value orientations. In the course of such adaptation, the employee gradually receives information about his labor organization, its norms, values, about the system of business and personal relationships in the group, about the socio-psychological position of individual members of the group in the structure of relationships, about group leaders. This information is not passively assimilated by the employee, but correlates with his past social experience, with his value orientations and is evaluated by him. If the information is consistent with the employee's past experience, his orientations, it is assessed positively by him, the employee begins to accept group norms and the process of personal identification with the labor organization gradually takes place. In the course of socio-psychological adaptation, the employee enters the real life of the organization, participates in it, he establishes positive relationships with colleagues, the immediate supervisor, and the administration.

Organizational and administrative adaptation means the development of the organizational structure of the enterprise (team), the management and maintenance system of the production process, the mode of work and rest, etc. In the process of organizational and administrative adaptation, the employee gets acquainted with the features of the organizational mechanism of management, the place of his unit and position in the general system of goals and in the organizational structure. With this adaptation, the employee must develop an understanding of his own role in the overall production process. Another important and specific aspect of organizational adaptation should be highlighted - the employee's readiness to perceive and implement innovations (of a technical or organizational nature).

Economic adaptation allows the employee to become familiar with economic mechanism management of the organization, the system of economic incentives and motives, to adapt to the new conditions of payment for their labor and various payments.