Documents in the organization should be created according to uniform rules, have legal force and be easy to use. This is difficult to implement if the company does not accept the requirements for paperwork and their details.

The rules governing the preparation and execution of organizational and administrative documents should be established by a local regulatory act of the organization. This is usually a paperwork instruction.

In addition, detailed regulation reduces the risk of conflicts between the performer of the document (who prepares its draft) and the service documentation support management... Sometimes performers who do not want to fulfill certain labor-intensive or "new" requirements for them try to avoid this. They require you to indicate where exactly this rule is spelled out - paragraph regulatory document... And since Most of the requirements for the execution of organizational and administrative documents in Russia are now advisory in nature, they can be made mandatory only at the level of the organization, having been fixed in a local regulatory act.

Interesting fact

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In the practice of office work, there are certain rules for the registration of organizational and administrative documents. Previously, these rules were enshrined in a normative legal act - the Standard Instruction for Office Work in Federal Executive Bodies (approved by order of the Ministry of Culture of Russia dated November 8, 2005 No. 536). Although this document was intended only for federal agencies, it was widely used by other government and non-government organizations.

Several years ago, the Standard Instruction lost its force, and the rules for drawing up organizational and administrative documents were not included in another regulatory legal act. That is, today information on the execution of organizational and administrative documents can be found only in documents that are of a recommendatory nature. First of all, these include:

• Guidelines on the development of instructions for office work in federal executive bodies (approved by order of Rosarkhiv dated December 23, 2009 No. 76) and
• GOST R 6.30-2003 “Unified documentation systems. Unified system of organizational and administrative documentation. Requirements for paperwork ".

The rules for drawing up organizational and administrative documents must be established in the local regulatory act of the organization, which will be guided by its employees.

Structure and content of the clerical instructions

The structure of the paperwork instruction and its content can be recommended / established from above:

• For example, Guidelines for the development of instructions for office work in federal executive bodies (approved by order of Rosarkhiv No. 76 dated 23.12.2009) determine the structure and content of instructions for office work of the federal executive body and its territorial bodies.
• And influence the instruction commercial organization maybe for example Management Company by developing for its subsidiaries model instruction on office work (in this case, the structure of the instruction in all subsidiaries should be the same).

The standard structure of the instruction stipulates that the rule is set 1 time and is not duplicated in other sections. This allows you to reduce its volume, facilitate its updating, avoid contradictions between different paragraphs of the instructions, indicate the number of only one paragraph in the link to the rule.

However, this leads to the fact that the rules for drawing up one document, for example, an order, will be contained in 3 sections of the paperwork instructions:

• a description of the registration of the order details - in the section "Registration of the details of documents";
• requirements for margins and line spacing - in the section "Document forms";
• nuances in terms of order processing - in the section "Features of order processing".

And this is not always convenient for the performer:

• to clarify the requirements for document execution, it is necessary to look through several sections of the instructions, this is laborious;
• it is not always clear which sections need to be "scanned" in search of important information, they may not look somewhere.

If there are requirements for the structure and content of the clerical instructions (as a local regulation of the organization), then they should be observed. And in order to compactly collect the basic requirements for document preparation and reduce the labor costs of performers for studying the rules, you can develop brief reminders for the preparation of specific types of documents, for example:

• a brief reminder on the execution of the order,
• a brief memo on how to draw up a service letter,
• a brief memo on the registration of the protocol, etc.

Development of a memo (for example, an order)

A memo for the design of any document should be developed after (and based on) the instructions for office work. Benefits of the memo:

• in one place all the requirements regarding the design of a specific type of document are collected;
• some rules can be visually displayed in the example of ordering, which makes them easier to understand and remember.

The quick memo is not a local regulation and does not need to be approved. It is being developed for the purpose of methodological assistance to performers:

• for new employees (or those who draw up an order for the first time) the memo performs a training function in a convenient visual form. Have different people different "information capacity": it is too difficult and time-consuming for someone to master the whole instruction for office work (or even just find in it necessary information). It is much easier to "digest" the volume of the memo;
• later, for a person, the memo becomes a "cheat sheet" with which you can quickly refresh the memory of the details.

It is advisable to start the memo with an example of order execution, in which the following rules are additionally displayed:

• the size of the fields;
• the size of the paragraph indentation;
• line spacing;
• the size of the font, the way it is drawn;
• comment on individual requirements for the design of the details (for example, the sequence of initials and surnames in the text and the requisite "Signature").

Comments on the page with an example of an order should not merge with the text of the document; therefore, it is advisable to print them in a font of a different color and style (see Example 1).

The memo after the sample order should be followed by short description document details:

It is advisable to develop similar memos for other types of documents. Here is another version of a short memo - now for service letters(see Example 2).

Recommended standards assume different line spacing (somewhere 2-3, somewhere 2-4) between different details. In order not to confuse the performers, you can set the same indents in the organization (everywhere in such cases, 2-3 line spacing).

Lines inside some details are printed with 1.5 line spacing, and inside others - with 1 line spacing. This should be reflected in the memo (see order in Example 1). Although some organizations decide for themselves to print all the details of the document with the same minimum interval, so as not to "confuse" people.

If you decide to prohibit the use of hyphenation in documents (when a part of a word flows to the next line), this is stipulated in the memo.

6 november 2018 Head of department. Energy Company LLC

Example of a memo to a new employee

Memo to the new employee! Why does a new employee and HR department need it? Let's start with a beginner. The first day on the job - for many it becomes a real nightmare, because in one day he must get to know everything, remember and begin to adapt. Therefore, such a cheat sheet, a memo to a new employee is simply necessary to navigate the rules, in space.

Why does the HR department need it? It is necessary so that the personnel of the personnel department do not jerk over trifles, and so as not to explain to each newcomer where to be and where to get what.

Colleagues! I hope you adapt the memo to the new employee for your organization, and it will pay off!

Dear Colleague!

We are glad to welcome you to Romashka LLC. We are sure that already in the first days of work you will feel that Romashka LLC is a team of like-minded people who love their job and try to do it better than others.

Necessarily!

Before you get started, you should familiarize yourself with the contents of the documents located in the "Local" folder in the Exchange public folder. regulations"(LNA), where the newly adopted LNA appear on an ongoing basis, as well as in the" Office work "folder, which contains useful information on office work, including reference books on correct writing business letter, nomenclature of cases, etc.

These folders should be reviewed regularly.

1. Accepted rules of work

Employees are assigned a five-day 40-hour work week: start of work - 9 hours 00 minutes, end of work - 18 hours 00 minutes.

The duration of the lunch break is from 12:00 to 13:00.

Employees are provided annual leave with the preservation of the place of work (position) and average earnings, duration 28 calendar days... The right to use leave for the first year of work arises for the employee after six months of his continuous work in the company. Leave for the second and subsequent years of work can be provided in accordance with the vacation schedule.

On issues requiring decisions of the company's management or his deputies, the employee should contact his immediate supervisor. All statements and memos must initially be endorsed by your immediate supervisor.

Employees of the company must, when performing their job responsibilities wear office clothes. You should not wear low-rise pants and jeans, mini-skirts; shapeless, sportswear, beachwear (tops, breeches, sundresses with shoulder straps), as well as clothes made of transparent fabrics, with a deep cut (open back, fat), flashy colors, with large pictures or inscriptions.

2.Remuneration

Salaries are paid to Employees 2 times a month, namely: advance payment - on the 20th in the amount of 40% of official salary, final settlement - on the 5th of the month by transferring to the "Ak Bars Bank" salary card. Based on the results of work, the employee is paid a monthly bonus of up to 40% of the salary.

The salary card is issued in the Department of Accounting and Reporting after the signing of the order for employment. You don't have to go to the accounting department yourself, all the necessary documents are provided by the Personnel Department. Once the card is ready, the Accounting and Reporting Department will invite you to receive it.

It is prohibited:

• take away from the place of work property, items or materials belonging to the company without obtaining the appropriate permission;
• smoke in places where such a ban is established in accordance with the requirements of safety and industrial sanitation;
• conduct long personal telephone conversations;
• use the Internet, email and other types of communication for non-core purposes;
• bring with you or consume alcoholic beverages, come to the organization or be in it in a state of alcoholic, drug or toxic intoxication;

Important:

Ordering stationery, issuing an electronic pass, office equipment - department of administrative activities (1st floor, recreation room).

Create email in Outlook- System administrator (tel.)

Registration of a memo for receiving telephones and office equipment- your immediate supervisor is engaged.

Getting a business phone and office equipment- (technical support department)

List of phone numbers of company employees- provided by your direct guide.

Registration of a service certificate- it is necessary to submit your photo in electronic form (in jpeg format) to the Human Resources Department.

Registration of tax deduction- it is necessary to provide the Department of Accounting and Reporting with a copy of the birth certificate for each child under the age of 18, as well as for each full-time student, graduate student, resident, intern, student, cadet under the age of 24.

Dear Colleague!
We are very glad that you have joined our team and we hope that in
in the near future, we can together enjoy your first
professional success!
We know that at first you may have a lot of different
questions about the company, its structure, peculiarities of work organization,
growth prospects and more. Each of us asked ourselves similar
questions when I started my career here, and we understand how important
receive timely and complete answers to them.
So that you can quickly get used to our company and be confident
to navigate in a new environment, we have compiled for you a "Guide
new employee ". It contains everything you need in the first months
work information, answers to many important questions and useful
recommendations for the successful completion of the probationary period and
early adaptation to a new place.
We wish you success and will be happy to provide support at the right time!

ABOUT COMPANY

HISTORY

MISSION, VALUES

OUR GEOGRAPHY

OUR ADVANTAGES

To make it easier for you to imagine the structure of the company,
look out the window and find a prettier tree there.
The roots of the tree are our structural units / departments,
which ensure the life of the company,
supporting the foundation of her existence.

THE DEVELOPMENT CENTRE
Head of Development Department: Shafranyuk Ivan

HUMAN RESOURCE DEPARTMENT
Head of department: Zotova Irina
HR - manager: Vasilieva Maria

CUSTOMER SERVICE DEPARTMENT
Head of department: Zhirnova Nina

DEPARTMENT OF SMALL-SIZED
CARGO
Head of department: Olga Markelova

CUSTOMER SERVICE DEPARTMENT - SITE
(KAZAKHSTAN)
Department manager:
Tikhonova Elena
Deputy head:
Melnikova Irina

CONTROL DEPARTMENT (KAZAKHSTAN)
Head of department: Grebentsov Alexey

TRANSPORTATION DEPARTMENT (KAZAKHSTAN)
Head of Department: Abup Aliya

TRANSPORTATION DEPARTMENT (RUSSIA)
Head of department: Lantsman Evgeniy

CUSTOMER SERVICE DEPARTMENT (RUSSIA)
Head of department: Dunaitseva Anastasia

CALL - CENTER
Head of department: Isakovich Larisa

CUSTOMER SERVICE DEPARTMENT - ATI (KAZAKHSTAN)
Head of department: Elena Kondratieva

DELIVERY SERVICE
Head of department: Rzhavsky Andrey

LEGAL DEPARTMENT
Head of department: Andreeva Elena

ACCOUNTING
Chief Accountant: Natalia Shkatova

IT
System administrator: Antonov Roman

OFFICE PLAN
Get familiar with the office plan of our company, so that it is easier for you to navigate in it.

COMPANY RULES
In our company, there are several rules that you need to familiarize yourself with in order to work
was comfortable for you and your colleagues.
1. It is customary for us to greet colleagues, it does not matter whether you know them personally or not.
2. We do not have a dress code or any established dress code. Go to work in
whatever is comfortable for you.
3. We are all different, we have different interests and preferences, we can discuss on
any topic, but with aggression - never! The manifestation of aggression and rudeness is the first
step towards dismissal.
4. "Probationary period" - in our country this phrase does not sound like a sentence. If you do well and you
managed to quickly join the team, the manager can close probation before. However, even being
on a trial period, you are practically no different from other employees in your rights and privileges.
In order to do everything, you need to focus and do the work that will move you in
direction of the result.

BASIC TOOLS OF WORK
As for the main working tools, these are:
mailbox,
skype,
Google drive,
corporate portal "Cargo"
1C.
These are the most basic and important (in addition to cellular communication) communication tools.
Without opening your mailbox, you risk missing important information,
which can significantly affect your work.

CORPORATE PORTAL "CARGO"
Our professional team of programmers has developed a corporate portal "Cargo" on which, in addition to
service information for calculating and maintaining cargo (which you will learn later) information on
corporate culture of the company. Let's take a closer look ...

Hotline - in case of ineffective work of your colleagues, you can
tell the management about the situation, which will surely promptly respond to
signal and contribute to its solution.
Notice for transport department- In the absence of a city in
calculator when calculating deliveries in Russia to warehouses, or
detection of incorrect information on rates, send a notification to
transport department for revision.

Application for revision of 1C - in case of problems
or ideas for improving 1C, please send a notification to
development department.
Hotline for the work of accounting - If you have any
questions or difficulties when interacting with the accounting department,
tell me about it to get prompt assistance from
guides

Fundamentals - this section publishes rules and regulations
work in the company.
The Idea Bank is the section where innovations are born. You can
offer your idea to improve work efficiency
company and get a memorable gift for it!

On the same page, you can track important events in the company -
notifications of new hires, birthdays, appointments
position, as well as information about corporate competitions and their
results!
In the near future, a corporate
library where literature will be collected, various
electronic and printed publications and video seminars on
various prof. directions that you can take in
HR department.

CAREER IN THE COMPANY
There are many examples of powerful growth in our company, and you can succeed! If you are with us, then you have
you have the opportunity to achieve more. You can realize your career and financial ambitions here!
In GC "Samkom" there are a lot of examples of employees moving from department to department. Maybe yours
case from this series! We understand that a person can sit in one place, lose his taste for
work, but often we have something to offer him. Valuable and qualified employee
will be glad to see almost every leader in the Samkom Group of Companies!

"NO" TO QUESTIONS WITHOUT ANSWERS!
If you cannot find the answer to your question in the guidebook, we recommend that you complete
the following actions:
1. Use the section " Helpful information", Where the contacts of representatives of various
departments and services of the Company. Contact a representative of the service that has
direct relation to your question.
2. If you do not know which service or department of the Company to address
any question you are interested in, contact your closest colleagues or
mentor asking for help.

HELPFUL INFORMATION

We put high hopes on you and believe that every new
a person is the world, and behind an unfamiliar avatar in the list of employees you
you can find an interesting interlocutor and friend, and a new job will be
a favorite thing for a long time!
Best regards, Samkom Group of Companies

Analyze your onboarding goals and estimate your HR budget to identify onboarding tools that can help you accelerate the introduction of an employee into your organization and position. Depending on the employee for which you are developing an onboarding program, select one or more tools.

What adaptation tools exist

The most widespread in practice are the following adaptation tools:

• welcome letter;
• welcome meeting;
• employee book;
• Beginner's first day;
• beginner's kit;
• information about the newbie;
• adaptation plan;
• Beginners Day;
• training during the adaptation period;
• introductory course;
• mentoring.

Each of these tools can be used both independently and in combination with others. At the same time, it is important to exclude situations that complicate the adaptation of newcomers and may demotivate them.

How to write a welcome email

To allay the new employee's concerns about the first day at the new location, send him a Welcome Letter. Reflect in it:

• greeting and congratulations on employment;
• general information about the organization and structural unit;
• office address, directions and parking situation and (or) transport scheme and approximate travel time;
• Full name, photo, phone, e-mail of the employee who will meet the newcomer and show workplace;
• the number of the office where the newcomer is expected, and, if necessary, a plan of how to get to him;
• Full name and position of his immediate supervisor, if possible - a photo of the supervisor and group photo colleagues;
• plan of the first working day, work schedule, photo of the workplace;
• list of documents required for employment;
• a brief description of the remuneration system;
• dress code rules, if any. If the dress code is strict, please attach photos with examples, like new employee must dress for work;
• description of other features corporate culture.

Write a letter in any form.

In addition, fill out another greeting letter on behalf of the head of the company. A new employee will be pleased to receive a message from the head of the organization and read positive wishes. Such a letter - effective tool which increases the motivation and loyalty of employees from the first days of work.

You can attach electronic versions of an employee's book, a beginner's kit, and links to information about the employer on the Internet, for example, on social networks, with your welcome letter.

How to host a welcome meeting

If you want to show your future employee a special attitude, invite him to a personal meeting. For example, invite an employee for coffee or lunch during business hours.

At the meeting, thank you again for agreeing to become a part of your team and discuss important aspects of your future work for the employee and employer.

If there is no possibility of a personal meeting, arrange an online meeting, a video call via Skype. So you will save the time of all the participants of the correspondence acquaintance.

If you don't need to meet with colleagues, but you want to make a positive impression, make a short video for the future employee in which you and team members greet the newcomer.

How to compose an employee book

The employee's book is a printed or electronic edition, which introduces new employees to the principles and rules of the organization and talks about its activities. An employee's book in different organizations can be called differently: employee folder, corporate brochure, memo of a new employee (abbreviated version - books).

As practice shows, the most convenient format for printed edition the employee's book is A6 format (105 × 148 mm), which makes it possible to call it also a pocket reference book.

Each organization determines the content of the employee's book independently. As a rule, it includes general information related to working and living conditions in the organization, a list of persons to whom new employees can contact on certain issues (indicating phone numbers or email addresses for contacting), general corporate rules, design samples documents, etc.

In addition to information blocks, an employee's book can also contain blocks such as:

• greeting from the head of the organization;
• organization chart;
• description organizational structure organizations with names and photos;
• information about corporate symbols;
• vocabulary of corporate terms, etc.

At the same time, the employee's book should not be overloaded with unnecessary information, which, with its volume, can scare off new employees and worsen the process of perception of basic information.

An employee book can be for all employees of the organization or for certain categories of employees. For example, a book for telecommuters may have an additional section that includes all of the adaptation course material. The addition of such a section is quite justified, since employees working remotely do not have the opportunity to attend the introductory course in person. In addition, a special employee book can be developed for representatives of the most numerous profession in the organization. In particular, it can be:

• a seller's book in a large retail chain;
• book of an auditor in a large auditing company;
• book power engineer in the companies of the power industry.

In new, actively developing companies, it is recommended to develop a special book for the head. Include in it a description of business processes and regulations, for example, the Regulation on the preparation and protection of the budget of the unit or local regulations concerning work with personnel and regulating, in particular, the issues of personnel selection, adaptation, dismissal.

Hand out the book to an employee on the first working day. If your organization does not have a paper version of the book, you can:

• send the book electronically to the employee's email;
• place the book on a corporate site or in a public network folder;
• place the book material on information stand, access to which is free for all employees.

The person in the organization who is responsible for introducing the newcomer to the book, for example, a mentor or HR employee, indicates the importance of the information contained in it and, ideally, agrees on a time when, after preliminary acquaintance, the newcomer can ask questions and discuss any controversial points.

Plan how often the book is updated as the information in it may change. Provide updated information regularly to existing employees.

How to organize your first day of the beginner

The first day of the newcomer is a set of activities designed to form a positive impression of the new employee on the organization and inspire the work in it.

Prepare for the first day of the beginner in advance. While waiting for a new employee to appear in the office, you must:

• prepare the employee's workplace, it should not contain any things belonging to the previous employee;
• check the availability of the necessary working tools (a set of stationery, measuring tools, etc.);
• order a pass, issue a badge;
• prepare greetings from colleagues (greeting card with new job(including electronic), chocolate bar, corporate souvenir);
• create a working email account of the future employee, get access to the programs necessary for the work of a new employee;
• develop an employee's work plan for the trial period;
• develop an adaptation plan.

Such preliminary work will show the new employee that from the very first days he is a welcome member of the team, he was really expected and prepared for his arrival. Since the attitude of the employee to the organization is formed from the very first days, do not allow the employee to feel abandoned these days. For the same reason, you should not schedule the exit of a new employee on the day when his immediate supervisor and (or) mentor will be absent, for example, on a business trip, vacation or sick leave).

Situation: how to show an employee that he is welcome at a new place of work

So that the employee on the first working day in new organization felt like a part of the team:

• Give the newcomer a souvenir with the organization's logo to help them identify with the company;
• before the newcomer goes to work, send him home by mail or by courier Business Cards to emphasize his importance and show that he made the right decision - to work in this organization;
• Throw a small party to celebrate the new employee joining the team, or arrange a team meeting on the first day of work to get to know the team;
• Present the newcomer with a T-shirt or cup holder with the signatures of all employees;
• Post a welcome message for the newbie on the corporate website;
• hand over a list of acquaintances to the new employee - a list of department employees, preferably with photographs, offer to get acquainted with all team members within a few days and collect their signatures on the acquaintance sheet;
• arrange a phone call or letter from the head of the organization with a personal greeting;
• place in corporate newspaper, on the website or office lobby, greet the newcomer and tell everyone about the new team member in a newsletter or corporate chat.

How to build a beginner's kit

A beginner's kit is a package of documents and special items, the purpose of which is to give priority information about the organization, and set the momentum for work in a new place.

A beginner's kit may include:

• job descriptions, local regulations (both mandatory and additionally existing in the company), including Labor Regulations, Regulations on Remuneration, Regulations on Adaptation, etc .;
• the employee's work plan for the period of the probationary period;
• employee book;
• corporate reminders dedicated to various aspects of work in the organization, for example, on the preparation of applications for vacation, transfer, dismissal, ordering stationery;
• the last issue of a corporate publication, in the case when the organization publishes its own newspaper, magazine, brochure;
• a corporate souvenir, for example, a pen, notebook, mug or USB flash drive with branded symbols;
• telephone directory of employees of the organization.

Some of the documents can be recorded on a CD together with a film about the organization.

How to introduce a new employee to the team

It is important not only to introduce the newcomer to his future colleagues, but also to tell the employees of the organization about the new person in the team. To this end, use the communication channels available in the organization:

• a page of the corporate website dedicated to new employees;
• email newsletter;
• information stand located at the entrance to the organization;
• corporate newsletter or newspaper;
• personal presentation.

Introducing the newcomer to the team, convey not only his last name, first name, patronymic and position, but also give more information, in particular, indicate:

• education and work experience of the new employee;
• successes and achievements of the newcomer in previous projects;
• informal information ( marital status, hobbies, principles, etc.) - provided that the beginner agrees to this.

Request this information directly from the new employee. If you take information from a beginner's resume, then first agree it with him. The new team member may not want certain facts on his resume to be made available to the general public.

How to make a beginner onboarding plan

An adaptation plan is a document that outlines a clear sequence of adaptation measures, step by step walkthrough which guarantees the fastest and most comfortable adaptation of the employee to the new conditions for him. In a number of organizations, the adaptation plan may have other names, for example: adaptation sheet, diary of a new employee, dating plan, individual plan internships, etc.

An adaptation plan can be developed for a specific category of employees in an organization, for example, salespeople, editors, marketers, or individually for a specific employee, taking into account his personal characteristics, for example, a beginner's need for additional training.

As a rule, the direct supervisor of the newcomer develops an adaptation plan with the participation of a mentor and an employee of the personnel service on the basis of the employee's work plan for the period of the probationary period.

There is no unified form of the adaptation plan, so draw up the plan in any form and familiarize it with the signature of the new employee in the first days of his work.

In the first, write down the tasks for the trial period, that is, a list of cases, documents and responsibilities that the employee will have to master during the trial period. When setting goals, use the SMART method, thanks to which you can measure the result of achieving the goal at any milestone.

In the second section, list the planned activities for the newcomer to adapt, for example, “attending an introductory course,” “working with a mentor.” In the same section, along with a list of specific adaptation measures, indicate:

• the date and time of their holding;
• Full name, position and contact phone number of persons responsible for the adaptation measures;
• collection point (if necessary).

In the third section of the plan, include a checklist of controls, for example:

• passing a specialized test on the knowledge gained, for example, for a sales manager passing a test on the knowledge of the characteristics of the products produced by the organization;
• a schedule of meetings with the immediate supervisor to analyze the result of adaptation measures and fulfill the tasks assigned to the employee;
• passing the final certification.

Continuously monitor the fulfillment of the tasks specified in the adaptation plan. Put a note about this in the document.

On the final stage adaptation after evaluating the effectiveness of the new employee, make a decision on his future work in the organization, and if the immediate supervisor and mentor have recommendations for training the employee and his future tasks, then fix them in the plan and implement.

How to have a Beginners Day

Beginners Day is most often spent in large companies, which simultaneously accept a large number of new employees. The main goal of the event is team building. Typically, Beginners Day consists of:

• formal content, during which new employees are given general information about the organization;
• an informal entertainment part that helps newcomers to quickly feel like a part of the team. This part may include contests with the presentation of gifts, team-building trainings, a buffet in honor of newcomers, etc. It should be noted that the presentation of gifts is a very effective event in its effect, and gifts should not be expensive at all, any items are quite suitable with the organization's logo, for example, diaries, pens, mugs, calendars, flash drives, etc.

The Beginner's Day program depends on the budget and imagination of the organizers. At the same time, the organizers are often personnel service specialists. In some cases, for these purposes, external providers are involved, who are engaged in trainings, staff training, as well as organizing complex events for newly arrived employees.

The event can be held both on the territory of the organization and on a trip to nature, to places of rest. According to the frequency, it is recommended to hold Newcomers' Days once a month or once a quarter (depending on the frequency of hiring new employees).

How to organize training for beginners during the adaptation period

If working on a position requires any special knowledge and skills, for example, knowledge of effective sales techniques, then it becomes necessary to apply such an adaptation tool as training. Organization of personnel training during the adaptation period guarantees a reduction in the production adaptation period.

Training must be consistent and systematic. As a rule, a new employee is trained from the very first days of hiring and in the future such adaptation measures are carried out for him, which are aimed at step-by-step development by a beginner. necessary knowledge and skills.

Training should include both work with a mentor and self-study by a beginner required documents, internal regulations, instructions, etc.

Tip: Before organizing self-study for a beginner, determine his ability to learn.

Do this at the selection stage. To do this, analyze the sections "Courses and seminars", "Additional education" in the employee's resume. If the candidate indicates the presence of certificates, diplomas additional education, then this indicates his readiness for learning, including independent. In addition, to assess the employee, use special tests that will help determine his intelligence and self-learning ability.

Develop a training program for specific categories of employees or individually for each new employee. Agree the programs with the heads of departments and approve them with the head of the organization. Leave the control of the implementation of the training plan to the direct supervisor of the newcomer or to a training specialist, for example, a coach, if there is one in the company.

With a large amount of work on training employees in the organization, training centers are often created, which, thanks to their teachers, classrooms and special training equipment, make it possible to organize the training of new employees and improve the qualifications of those who have already been working for a long time as efficiently as possible.

If the organization does not training center, then to implement vocational training it is important to assess the resources available. To this end:

• conduct a survey of department heads, mentors and identify those who are ready to teach newcomers;
• check the qualifications of the selected prospective trainers and develop, if necessary, a plan for their training;
• Determine the cost of training both for the staff who will teach and for the newly hired staff. Also include in the cost of training the payment for the services of the trainer, training equipment, handouts, time costs, etc .;
• determine the technical capabilities of the organization, for example, the possibility of creating an Internet page with training programs, etc.

After conducting such an analysis, draw a conclusion - is it possible to organize staff training on your own, for example, to establish access to the company's internal website, prepare brochures, develop an e-learning course, etc., or if you need help in this matter from third-party organizations that are profiled on personnel training.

How to give an introductory course to adapt a beginner

The introductory course, or as it is also called - Welcome-training or the training "Welcome to the company", is one of the adaptation tools, the purpose of which, on the one hand, is to provide new employees with the first introductory information about the organization, its field of activity, corporate culture, on the other hand, to instill in beginners the feeling the right choice, pride in the fact that they work in this particular organization.

Thanks to the introductory course, new employees form a positive image of the organization from the first days of work and, as a result, increase their loyalty to the employer. In addition, the introductory course makes employees more independent and less dependent on the environment during the adaptation period in the organization, which directly affects the efficiency and productivity of their work.

There are three forms of conducting an introductory course:

• classroom;
• electronic;
• mixed.

The classroom form is a classic version of an introductory course. Its advantage is the opportunity for newcomers to get to know each other in real communication, with old-timers of the organization, ask questions of interest to the specialist conducting the course, and immediately get answers to them.

When working in the classroom, the specialist conducting the course observes the participants and identifies the potential for conflict situations in the team. Potential conflict may be caused by employee rejection of the organization's corporate rules and regulations. In this case, during the course of the course, the trainer corrects the idea of ​​employees about their work in new conditions and sets them a certain pattern of behavior that corresponds to the norms of relationships in the organization.

Conducting an introductory course in electronic form (e-learning) is recommended for employees of remote offices or in cases where it is impossible for all beginners to conduct a course in class. The reason for the latter may be a large number of newcomers or a lack of resources in the organization: the lack of a special room, an appropriate specialist trainer, etc.

The mixed form of the introductory course includes both classroom hours and elements of e-learning. This form is most widespread in practice, since it allows personnel service specialists to develop the most balanced course program, determining which part of the information can be studied by beginners on their own, and in which cases it is advisable to live (classroom) communication.

How to organize mentoring to speed up the adaptation of newcomers

Mentoring is one of the adaptation tools. This is a form of staff training in which more experienced employee transfers its knowledge and experience to new employees directly at their workplace in the course of performing current tasks.

In the first weeks of the newcomer's work, the mentor shows him the correct performance of functions, helps him navigate the unit, introduces him to colleagues and fulfills other obligations to the trainee.

The next stage of their interaction involves already a partial division of responsibility between the trainee and the mentor. Depending on the specifics of the work, this period can begin both in the second week of the employee's work, and in a month after his appointment. At this time, the mentor acts more in the role of a consultant in resolving difficult situations. Based on the knowledge transferred by the mentor, the trainee learns to independently analyze his activities, constantly asking himself questions: what else can be done to improve my work? how to improve the technique of your work?

An approximate list of the mentor's actions is given in the table.

What to avoid when organizing employee onboarding events

For an employee to quickly adapt to a new place, do not "leave" him alone. Do not assume that it is his personal responsibility to get to know all the employees and fit into the team. Help him in this, be his guide during the first days, assign him a curator or mentor, or oblige his immediate supervisor to be more attentive to him.

On the first day of work, do not force an employee to fill out complex forms to apply for benefits and compensation. Occupy him immediately with acquaintance with colleagues, the territory and other more interesting things. Allow all non-recruiting documents to be read, completed or signed later: in the evening or the next day.

Remember that everyone needs their own time to adapt, someone will feel "at home" at work in two months, someone needs six months or more to adapt. Do not expect, let alone demand, from all employees the same attitude towards adaptation measures. For example, one newbie needs a public introduction, he likes to be in the spotlight, and the second such a presentation will throw him into a stupor, cause fear and discomfort. In this regard, check with the newcomer what can help him quickly integrate into the team, understand the tasks assigned to him, which will relieve stress from the new environment.

Give the employee simple tasks during the first period of work. Don't expect too much of him immediately. Avoid being overly critical of the results of his work. Praise more often than criticize (in a ratio of about seven praises to three comments). This will help the employee increase confidence and relieve unnecessary stress from internal doubts about whether he is in his place.

Set clear goals. Allow the newcomer to apply new to the organization, but familiar to him or her work methods, taken from the previous place of work. Take a closer look, perhaps they are more effective than those that were previously adopted in the organization. Do not suppress the initiative with rejection of ideas, promise to consider them, consider them without criticism or protest, give adequate feedback.

Don't limit the new employee to just reading instructions and manuals - include live, engaging communication with colleagues. Organize a general discussion of the corporate culture rules and regulations with all of the newcomer's colleagues, for example, at lunchtime during a general tea party in honor of the newcomer.

Provide the new employee with instructions, equipment, resources and necessary training on time. Do not delay getting the resources you need to work properly. This can demotivate the newcomer - he will not feel that he is important and that his work is valuable, which, as a result, will slow down his achievement of the expected level of productivity, which will also negatively affect the entire adaptation process as a whole.

Strive to help the employee, answer his questions, supervise his projects, while not being overprotective or overly lenient in case of negative performance. The atmosphere around the newcomer should be supportive, but not give rise to the idea that he has privileges over long-standing colleagues.