Work on the topic of professional adaptation. Personal adaptation to professional activity. b) accept with a trial period

There are four sides of the employee adaptation process: professional, psychophysiological, socio-psychological, organizational.

Professional adaptation consists in mastering professional skills, understanding the specifics of work. Each newcomer goes through an apprenticeship stage, the form of which depends on the nature of the organization and previous work experience. In manufacturing enterprises, mentoring is practiced, when an experienced worker transfers knowledge and skills to a young specialist in the process of business communication at the workplace. Instruction is very common - a visual demonstration of techniques and skills of work. Often, manager's assistants learn from an older friend the sales techniques, the manner of communicating with the client; accountants' assistants study the mechanisms of financial transactions, constantly consulting with a colleague. Of course, if the beginner already has experience in this specialty, then mentoring and coaching takes the form of an exchange of professional knowledge in order to develop the skills that are most suitable for achieving the goals of the organization. In today's large corporations, rotation is a form of on-the-job training. It consists in the short-term work of a new employee in different positions in different departments. This allows you to relatively quickly study the work of the team as a whole and acquire multilateral qualifications.

Psychophysiological adaptation - adaptation of an employee to working and rest conditions. This form of adaptation is most important for industrial enterprises and organizations where complex technology is used and there is a danger of getting industrial injuries. Working conditions in offices and trading companies are usually standard, but a beginner needs some time to adjust to the rhythm of work, the intensity of psychophysical stress. Everyone tries to arrange workplace in my own way. The necessary tools, papers are laid out so that it is convenient to work with them, posters and calendars are attached to the walls, toilet items and dishes are removed into the lockers. Psychophysiological adaptation is quick and painless and is mainly determined by the state of health and the correct organization of work and rest in accordance with the accepted sanitary and hygienic standards.

Adaptation goals and justification for its need

Recruiting and hiring is a rather lengthy and costly process - by the first day a new employee is on the job, the company is already spending a lot of money on it. Therefore, the company is interested in the fact that the hired employee does not quit after a few months. However, statistics show that the highest percentage of those hired leave the organization during the first three months. The main reasons for leaving are a mismatch between reality and expectations and the difficulty of integrating into a new organization. Helping an employee to successfully integrate into a new organization is the most important task of his manager and HR specialists.

Often, a "newbie" comes to the enterprise, and his workplace is not prepared, and no one is particularly concerned about this, newcomers are given the right to swim out on their own. But since first impressions usually leave a deep mark, this procedure can have a lasting negative impact on employee motivation and attitudes toward work.

“Experiences” of this kind can often explain high turnover for the first time in weeks or months on the job and why a new employee may feel alienated and negative toward the organization right from day one. If new employees are left on their own, then the organization cannot influence what they accidentally learn, and it will lose the opportunity to form in them a positive attitude towards work and dedication to the traditions of the firm.

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

In its most general form, adaptation is “the process of adaptation of an employee to the conditions of external and internal environment". The term "adaptation" is extremely broad and is used in various fields of science. In sociology and psychology, social and industrial adaptation are distinguished. To a certain extent, these two types of adaptation intersect with each other, but each of them also has independent spheres of application: social activity is not confined to production, and production activity includes technical, biological, and social aspects.

From the standpoint of personnel management, production adaptation is of the greatest interest. It is she who is a tool in solving such a problem as the formation of the required level of productivity and quality of labor in a new worker in a shorter time frame.

You can give the definition of the adaptation of Edgar Stein: "the process of cognition of the threads of power, the process of achieving the doctrines adopted in the organization, the process of learning, awareness of what is important in this organization or its subdivisions."

The principal goals of adaptation, according to A.Ya. Kibanov are:

Reducing start-up costs, since while a new employee does not know his workplace well, he works less efficiently and requires additional costs;

Reduced concern and uncertainty among new employees;

Reducing labor turnover, because if newcomers feel uncomfortable in a new job and unnecessary, then they can respond to this by firing;

Saving time for the manager and employees, since the work carried out according to the program helps to save time for each of them;

Development of a positive attitude towards work, job satisfaction.

In addition, ways to incorporate new employees into the life of an organization can significantly enhance the creativity of existing employees and strengthen their inclusion in the corporate culture of the organization.

For a manager, information about how the process of adaptation of new employees is organized in his department can say a lot about the degree of development of the team, the level of its cohesion and internal integration.

CHAPTER 2. Experience of career guidance and adaptation

Overseas experience

The experience of Japan is interesting in relation to adaptation. The personnel training system here is very specific. Before the transition to the second stage of secondary education (grades 10-12), students of a Japanese school practically cannot receive any vocational training, that is, most of the Japanese youth, having secondary education, enter the labor market, if not professionally prepared at all. then, in any case, without any certificate of qualification.

This, however, does little to confuse the management of Japanese companies. Professional training in firms is an integral part of the Japanese human resources management system. The management of companies strives to attract young people directly from school, because the lack of any skills in work indicates integrity, the absence of outside influence, a willingness to accept the rules of conduct, acceptance in this corporation. The newly admitted youth undergo a compulsory course of initial training - adaptation. This happens over a relatively short period of two months.

A special sensitivity in social and professional adaptation in Japanese firms is given to programs for fostering the corporate culture of an organization, its image, fostering pride in one's firm and corporation. This is the so-called "corporate spirit" of the firm or firm. It is brought up through the system of familiarizing the employee with the affairs of the company, with its atmosphere, tasks and mission. Each company has its own form of work clothes, a motto, and often a hymn. Purposeful rituals, all kinds of meetings, conferences are constantly being introduced. Veterans of companies, craftsmen, educators play a significant role in this. In Japan, at the time of adaptation, most new workers and employees undergo training for several months according to a specially developed program by the company. The training is structured in such a way as to develop a strong corporate spirit already at the stage of special training and participate in the discussion of the problems and tasks of the unit. Moreover, many young workers and employees live in company dormitories for several years after starting work.

In-depth employee adaptation programs are used in medium and large firms in the United States (s) of America. Both human resource managers and line managers are involved in the process. In small enterprises, the adaptation program is carried out by a practitioner manager, sometimes with the inclusion of a union employee, a variety of programs are used - from programs providing mainly verbal information to formalized procedures linking oral presentations with written and graphical attitudes. In formal adaptation programs, equipment, slides, photographs are often used.

Germany has a "Law on the Legal Regime of an Enterprise", which requires the employer to familiarize a new employee with the working conditions and future field of work, as well as introduce him to future work colleagues. The employee must be in charge of the working regime and conditions and his duties. For this, interviews are used. A beginner to get acquainted with the rules, procedures. He receives guidance from senior officials and others.

Russian experience

Career guidance and adaptation should facilitate rapid structural shifts in employment while keeping unemployment low. However, the practical solution to this problem is hampered by the underdevelopment of the labor market.

The state employment service is not yet in a position to effectively manage vocational guidance and adaptation. Mechanical filling of vacancies, inherited from the organized employment service, succeeds poorly, as few will agree to any job. The reason for this is not only the old weight of stereotypes, but also the lack of knowledge about the content of career guidance and adaptation, their forms and opportunities in the market.

In the conditions of extensive development, the availability of free working hands and relatively low requirements for the qualifications of workers, there was no urgent need for unified system information and employment of personnel. The result of this practice was a chronic and widespread shortage of workers with incomplete and irrational employment, an underestimation of the requirements for the level of their training. Career guidance services, which operated in individual schools, in large enterprises and in administrative districts, often acted as recruiting and campaigning points.

As a result, only 15-20% of school graduates chose a profession related to the skills acquired at school. Now in the republics, territories, regions and large cities, self-supporting centers for employment, retraining, vocational guidance and adaptation have been created.

As the experience of domestic organizations has shown, in the country not enough attention is paid to the problem of vocational guidance and adaptation of personnel. Unfortunately, managers do not fully understand the importance of career guidance and adaptation as methods of regulating the supply of labor in the organization. In addition, at the moment, the management link of the national economic and sectoral levels is weakened in organizational and methodological terms, which led to the formation of many management bodies in the region (vocational guidance and employment centers, vocational guidance offices in schools, special educational institutions, in organizations) without sufficient regulation of their powers.

Narrow departmentalism counteracts the development of direct links between the management bodies of vocational guidance and adaptation. And this does not allow eliminating organizational shortcomings in the practice of vocational guidance and adaptation, deepening them at each subsequent level of management.

Materials and results of the study "Personnel adaptation" of the program "Practice of personnel services in St. Petersburg"

This study was conducted in 1996-97. and covered the case of 100 personnel services of the city. They touched upon such basic problems as personnel search and attraction, personnel selection, personnel adaptation, personnel motivation and incentives, salaries, personnel training, personnel assessment, companies' need for innovations.

The trends identified in the analysis of the current state of management practice are supported in this study by completely real numbers and facts.

The problems identified in the study allow managers and personnel management specialists to save energy and resources, to direct their work towards solving problems that are really important for business, and to come to grips with the issues of shaping personnel policy.

It should be noted that conducting this study simultaneously in several large scientific and industrial regions would provide a fairly representative picture of the development of management practice in Russia. In addition, it would be possible to carry out a comparative analysis of regional trends, problems and positive achievements in the coordination of supply and demand in the labor market, in the selection of personnel and work with personnel.

According to the study, only 46 companies out of 100 that took part in the survey are engaged in targeted adaptation of newly hired personnel. Of these, only 9 have formalized adaptation programs specially designed for specific employees and must be implemented. This may indicate that companies underestimate the importance of the adaptation period for the success of a new employee, both in the initial period of his activity and in the future.

The share of respondents who found it difficult to assess the effectiveness of the use of adaptation programs is approximately the same regardless of the degree of their formalization (33 and 36 %%, respectively). However, we note that respondents who have formalized adaptation programs assess their use only as effective. Non-formalized programs are ineffective for almost a fifth (19%) of respondents.

1.6 Types of adaptation

1. 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.

2. By the impact on the employee:

progressive - positively affecting the employee;

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

3. By level:

primary - when a person first enters into permanent labor activity at a particular enterprise;

secondary - with the subsequent change of work.

4. By directions:

production;

non-production.

The last classification criterion is decisive for a wider subclassification.

Industrial adaptation must be considered in two aspects: professional and socio-psychological. Moreover, the adaptation process has several important stages. Professional adaptation is always associated with the transition to new modes, changing roles, i.e. with a certain personality restructuring. The success of this restructuring largely depends on the correspondence between the attitudes of the personality and the new environment, as well as the availability of reserve attitudes in a person that arise in the course of vocational training and previous personal experience.

In terms of content and form, the process of professional adaptation is a process of adaptation of activities. Therefore, it depends, first of all, on professional identification (mastering a profession, a kind of merger with it). For professional identification, technological and psychological prerequisites are required: special knowledge, as well as correspondence between the abilities of a young specialist and the nature of professional activity. Professional identification is associated with the fulfillment of functional duties by a young specialist, as well as his participation in the activities of scientific and technical societies, scientific and technical conferences, and the implementation of research topics.

It should be borne in mind that the problems of professional identification intersect with the problems of adaptation of a young specialist in a certain work collective. However, these processes are not identical, and contradictions may arise between them. For example, the desire for professional identification can facilitate the adaptation process in a particular team and, conversely, can slow it down. It depends on many factors: the organization of work, the degree of conformity of the content of work to qualifications, identification with non-professional roles arising from the position of a young specialist.

It is known from practice that every company strives to adapt its employees. However, the interests of the enterprise do not always correspond to the interests of the individual. Job satisfaction is essential for adaptation. Employers and employees of personnel services should bear in mind that the totality of young specialists, with all its general features, is, at the same time, heterogeneous in demographic, psychological, and intellectual terms. This heterogeneity manifests itself in the requirements for the nature of work. The requirements for young professionals at various enterprises are also not the same. Where the content and working conditions inhibit scientific, technical and career growth, contradictions arise in the process of professional identification and adaptation at a given enterprise between the interests of the individual and the enterprise. We believe that there is no reason to believe that the emergence and aggravation of such contradictions is inevitable. However, it is quite possible.

Social and psychological adaptation is understood as the successful entry of a young specialist into the collective of an enterprise, workshop, department, site, i.e. reaching such a state when he becomes a full member of the team and reaches the zone of emotional comfort. Basically, his relationship with the team, colleagues at work is assessed positively by him. A deeper and at the same time the most widespread form of socio-psychological adaptation is the so-called accommodation. Its essence lies in the fact that, basically, the individual recognizes the system of value orientations and views of the environment, but at the same time the collective recognizes and evaluates certain principles and views of the individual. An even more complete form of adaptation is also known - assimilation, which is expressed in the complete or almost complete internal acceptance by the individual of new value orientations, a complete restructuring of psychology and behavior. In practice, there are various forms of socio-psychological adaptation, the development of which depends on many factors: the level of education, age and a number of other characteristics of both the individual and the team. According to the generally accepted point of view, which we share, for a young specialist, the optimal type of adaptation is accommodation, in which a young specialist is not only included in the existing production cycle and life labor collective, but also retains the ability, on the basis of scientific erudition, in the presence of a certain independence, to actively influence the established relations on the basis of the latest scientific and technical views that have formed in his university. In this regard, the merits of a young specialist during adaptation are determined not only by the pace of mastering professional roles, adapting to a technical and socio-professional environment, but also by maintaining independence, which makes it possible to critically assess the elements of the working situation and actively influence their transformation.

1.7 Steps in the adaptation process

The adaptation process begins immediately after the conclusion of an employment contract with a young specialist and may initially consist of the following stages.

First stage. Personnel department employees inform the young specialist about the team as a whole, as well as about future work. He receives more detailed information on issues of interest to him from the direct head of the structural unit.

Second phase. The circle of acquaintances, chosen according to the community of interests, with whom normal relations are established, is expanding.

Stage three. The young specialist shows himself to be suitable for the team, and in conflict situations he quickly captures the general mood, he himself tunes in kindly towards the team.

Stage four. A young specialist takes part in public life team, inventive and rationalization activities. He has a certain creative success in his work, contributing to further advancement.

CONCLUSION

Based on all of the above, we can conclude that the professional adaptation of young specialists completely depends on the team that surrounds him. Having a mentor for a young specialist will speed up the adaptation process in the workplace. Theoretical knowledge without practice will not give the desired results. Therefore, it is necessary to pay as much attention as possible to practical guidance over young specialists. Arouse their initiative.

The leading condition for the effectiveness of the adaptation process is purposeful pedagogical management of this process, and the more complex the university environment that the freshman will face, the more help from teachers and curators should be provided to him.

LITERATURE

1. Organization management. Ed. A.G. Porshneva, Z.P. Rumyantseva,

ON THE. Salomatina, Kibanova. M., 1999. Pp. 428-445.

2. Personnel management. Ed. T.Yu. Bazarova, B.L. Eremina, M.,

1998, pp. 237-242.

3. Maslov E.V. Enterprise personnel management. M., 1999. Pp. 169-177.

4. Vesnin V.R. Practical personnel management, M., 1998. Pp. 206-224.

5. Kokhanov EF Selection of personnel and introduction to the post. M., 1996.

6.S.I. Symygin, L. D. Stolyarenko. Personnel management. Rn-D., 1997. Pp. 122-125.

7. I.Yu. Pleshin. Personnel Management. SPb, 1995. Pp. 74-77

8.V. Volina. Personnel adaptation methods // Personnel management, 1998, №13.

An important task for the company is the professional adaptation of employees to a new workplace. An organization is a system of constant communication between people, and an employee is a person in this system.

When a new employee gets a job in an organization, he already has his own personal experience and a point of view that is not always similar to the opinion of the new team. A “fresh” employee can often feel lonely and discomfort: he finds it difficult to say something, does not know what to do.

The professional adaptation program will save a beginner's time and help to quickly navigate working position... The main direction of the vocational guidance system in Russia, which is launched back in primary school- to help everyone choose a place in society that suits their abilities, desires, mental and physical data and, moreover, the needs of the company.

There is no special organization that deals with adaptation problems in the company. Typically, this is done by certain employees of different departments. Such an employee can be the head of the HR department, middle managers or colleagues. The main goal is to make the adaptation of a specialist to the main factors of professional activity quick and painless.

The adaptation process begins at the moment of getting a job, from the HR department. The department inspector tells about the activities of the enterprise where the applicant will work. Then he shows the future work place and presents it to the manager and colleagues.

Personnel adaptation stages

Successful completion of the following steps ensures quick adaptation to workloads and increased worker productivity.

1. Assessment of the degree of training of a new employee. This stage includes familiarization with colleagues, the rules of conduct, and the specifics of the enterprise. The training of a specialist and work experience in a similar position minimizes the period of adaptation of the employee.
2. Orientation - familiarizing the employee with the future responsibilities of his position and the requirements put forward.
3. Effective adaptation. An employee's habituation to their work status. This is the stage when a newcomer needs support, an assessment of work performance, and building relationships in a team.
4. Functioning is the last stage of adaptation. Overcoming problems in the team and studying job responsibilities.

The change of these stages is called an "adaptation crisis". The employee develops a feeling of anxiety, stress, and a desire to find a way out.

Employee adaptation criteria:

• fulfillment of job description)
• quality of work done)
• volume of work performed)
• time consistency)
• impression of the team)
• ability to find common language with employees)
• interest in work)
• desire to grow professionally)
• compliance with the rules of conduct in the organization)
• assessment of the properties of working life.

Orientation and professional adaptation are important elements of the personnel training system, the task of which is to qualitatively and quantitatively cover the needs of the enterprise in the labor force in order to increase profitability and competitiveness.

Career guidance is a system of measures that will help a person choose the most suitable profession. It includes:

• professional information)
• professional advice)
• professional selection)
• professional adaptation.

The use of labor opportunities and the potential of an employee is incompletely damaging to the enterprise and its personal development. The difference between the training of a specialist and the performance of labor tasks reduces the employee's performance, loses interest in performing duties, which results in low productivity of the company, work injuries or illnesses, and deterioration in product quality.

Forms of career guidance work:

• vocational training - preparation of the future cadre for the relevant activity)
• professional information - applicants get acquainted with the state of the labor market, opportunities for development in the main specialty)
• professional consultation - determining a future specialty, place of work by identifying a person's interests, abilities and physical health)
• professional selection - a system of staff recruitment, which includes a medical examination, assessment of physical and psychological state in order to select the most appropriate employee for the position.

There is another problem in the development of the organization - labor adaptation. It is a two-sided grinding of the organization and the employee, which is characterized by the gradual introduction of the employee into his duties in new psychological, professional, economic, and everyday conditions. There are two directions of labor adaptation: primary and secondary.

Factors affecting adaptation:

• the essence and nature of work in this specialty)
• business and work development)
• Company structure)
• contacts between colleagues)
• organization, work scheme)
• professional structure)
• magnitude wages}
• discipline)
• readiness of the workplace)
• the operating mode of the enterprise.

In large corporations and organizations, you need to have specialists who would manage personnel, or a small unit that will deal with the professional adaptation of workers and career guidance.

The career guidance unit can perform the functions:

• collect information on the state of the labor market in the state and forecasts, take measures to adapt to new structural changes)
• organize testing, questioning, recruiting company personnel using special programs)
• participate in the movement of specialists by divisions, raising the level of specialists,
• build stability labor relations collective)
• organize an office or place of work)
• introduce new employees to work places)
• explain job responsibilities and work hours)
• look for young workers with organizing abilities)
• organize training for new employees, conduct lectures, trainings, offsite events)
• interact with the adaptation management system in the regions.

The adaptation of young specialists who do not have professional experience differs slightly from those who have already worked. It implies both informing about the activities of the enterprise, and training in the duties, subtleties of the details of work in the position held. The professional adaptation of an older specialist is especially difficult. He also needs training, like a young worker, but often he has difficulty joining the team.

There are some features of professional adaptation in women who are leaving maternity leave, disabled people, workers who have completed a training course. All this must be taken into account when creating adaptation programs.

Employee adaptation

After the company has spent time and money on finding a specialist, it is unprofitable for the employee to quit in the near future. According to statistical calculations, a significant part of hired employees leave within the first 3 months. The main reason is a mismatch between expectations and reality, as well as a difficult adaptation process.

The employee requires the following guarantees:

• assessment of the work expended in the form of salary and incentive bonuses)
• social security in the form of paid leave or sick leave)
• ensuring growth and development)
• pre-agreed specific area of ​​work, rights and obligations)
• comfortable working conditions)
• comfortable interaction with team members.

The specifics of what employees expect in a new place depend on the individual data of the individual and specific situation... At the same time, the company expects from the newcomer to do a good job, to express personal and business characteristics that correspond to the direction of the organization, as well as effective work in a team with assigned tasks, execution of instructions, observance of work regime and discipline, responsibility for their mistakes.

Professional adaptation can manifest itself in different forms, which depend on the personal characteristics of employees and working conditions:

The task of personnel officers is to enroll a newcomer in the second or fourth type of professional adaptation, to identify employees who do not accept the basic rules of the company.

Parties to the adaptation process

The adaptation process is characterized by four sides:

1. Professional. Mastering experience, defining the specifics of work. Any new employee goes through the stage of training, instruction from an experienced colleague, instructions, consultations. In modern organizations, rotation is used - training in the workplace. New employee for a short time he has been working in different positions, in different departments. This helps the newcomer to quickly get on board and learn a lot.
2. Psychophysiological. The employee adapts to the new work and rest regime. This form of adaptation is necessary for the purposes of manufacturing enterprises with complex technologies, where there is a risk of injury. In offices and other companies, conditions are standard. But a new employee needs time to get used to the rhythm and intensity of work, psychophysical stress.
3. Socio-psychological. It represents a successful infusion of a newcomer into the department's mode of operation. He becomes an equal part of the team, joins the zone of emotional comfort, speaks positively about the relationship between employees. The forms of socio-psychological adaptation depend on various factors: level of education, age, personal qualities.
4. Organizational. The employee is shown his workplace, his role in the company's activities and goals, and his readiness to accept new rules.

Adaptation of Japanese workers

Japan can be taken as an example of an interesting system for training newcomers and professional adaptation. The management of organizations is trying to attract young workers right after school, because then the employee is not yet "spoiled" by other people's influence, is ready to accept the rules and norms of this organization. Special attention in the adaptation of a specialist is given to the program of fostering corporate culture, loyalty to the company's image, and a sense of pride in their organization.

The corporate spirit of the company arises from the dedication of the employee to the affairs of the company, familiarizing with its atmosphere, fulfilling missions and tasks. Each organization has its own working form, motto or hymn, rituals, conferences. Many young employees of the company, after joining the organization, have lived in its dormitories for several years.

Russian problems of adaptation

The state employment service cannot effectively manage vocational guidance and adaptation, as there are problems with the organization of employment. The presence of unemployment and low requirements for the qualifications of workers do not show the need to improve the employment system. As a result, there was a shortage of personnel, underemployment, inadequacy of specialties, low requirements to train workers.

-1

All this creates the specificity of subject areas, areas of professional adaptation of a specialist. The internal circumstances of the professional adaptation of a specialist are the level of his adaptive potential, the degree of development of adaptability as a quality of the individual and the organism, the adequacy of the motivation of professional activity to the requirements of this activity. The stage of adaptation to the profession begins after the completion of vocational education, when young specialists start independent labor activities. The professional situation of development is radically changing: a new multi-age team, a different hierarchical system of industrial relations, new social and professional values, a different social role and fundamentally the new kind leading activity. The main reason for the onset of the crisis at the stage of professional adaptation is considered to be the discrepancy between real professional life and formed ideas and expectations. The inconsistency of professional activity with expectations causes a crisis, the experience of which is expressed in dissatisfaction with the organization of labor, its content, job responsibilities, industrial relations, working conditions and wages. There are two options for resolving the crisis:

CONSTRUCTIVE: intensification of professional efforts for the earliest adaptation and acquisition of work experience;

DESTRUCTIVE: dismissal, change of specialty; inadequate, low-quality, unproductive performance of professional functions.

The hierarchy of expectations depends on individual characteristics personality, specific situation. In turn, the company expects from the newly accepted qualified work, the manifestation of personal and business qualities consistent with the goals of the organization; effective interaction with the team to solve production problems; accurate execution of the instructions of the management; observance of labor discipline and internal regulations; taking responsibility for their actions. After completing training and undergoing initial professional adaptation, a person enters the longest stage in his professional biography, calculated for more than a dozen years and associated with regular performance of official duties.

Stress at work

Stress at work has become a common occurrence. Virtually any work situation can be and is a potential source of stress. Some of the most common stressful situations at work include:

• - disorganization or inability to allocate time;
• - conflict with bosses or colleagues;
• - insufficient qualification of a specialist, his professional unpreparedness;
• - feeling overwhelmed by work;
• - too high or too low responsibility;
• - inability to meet deadlines;
• - inability to adapt to changes in work order;
• - inability to apply their skills;
• - boredom;
• - lack of support from management, etc.

Stress at work often arises as a result of a mismatch between the expectations of a specialist and the real situation, when expectations are excessively high or unreasonable, when a person overestimates his capabilities. This leads to the extinction of enthusiasm, disappointment at work and even emptiness, professional burnout, when a person completely loses interest in work. Devastation is the result of prolonged exposure to stressful working conditions. It can appear for everyone, but to a greater extent those who are constantly dealing with people professionally are susceptible to it: health workers, law enforcement officials, teachers. Emptiness syndrome is more common in those who perform repetitive or monotonous activities without receiving positive feedback, is in great danger, carries out work for a long time) "in conditions of sensory and intellectual deprivation (this is typical for sailors on long voyages, especially for submariners, for oil drilling crews working on a rotational basis, and etc.). According to experts, the most susceptible to the manifestation of the syndrome of emptiness are workaholics, pedants, egoists, idealists. Devastation always leads to a sharp decrease in energy and emotional exhaustion. The main signs and symptoms of emptiness are as follows: manifestations of apathy, hopelessness, anxiety, hostility, malaise, conflict relations with employees, resentment, pessimism, indifference, boredom, irritability, disappointment, feelings of helplessness, uselessness and other negative mental states, actualization of problems of sexuality, marital , spousal character. One of the strongest stressors is the inability of a specialist to properly allocate time. In this case, a person loses the opportunity to do what is necessary, to enjoy what he would like to do. Not having time to resolve the whole range of desired and necessary problems, a person constantly experiences a state of mental stress, which prevents him from carrying out his life normally.

Stress conditions of a specialist

One of the most common stressful conditions is mental tension. The origins of this state are very different. At work, the most typical stressors that cause mental stress in a specialist are: lack of time, hyperresponsibility, limited information about certain circumstances of professional activity, high dynamics or, conversely, monotony of work, a low level of social protection of an employee, lack of funds and resources for successful activity, high intensity of labor, etc. Tension is a state of increased functioning of the psyche and the human body in certain circumstances. According to psychologists who have studied the influence of mental tension on the quality of professional activity of specialists, tension affects simple and complex actions in different ways. Mobilization of human capabilities is always associated with a certain internal, including mental, stress. It intensifies when a person experiences responsibility for the performance of tasks, the impact of certain conditions, in one or another undesirable behavior of others, tension of will, mind and physical strength. Different degrees of internal tension are reflected in different ways in a person's actions and behavior. Until the internal stress of a specialist has outgrown in intensity a certain limit, a border, it has a positive effect on performance. He is collected, internally mobilized and does everything quickly, clearly, accurately. His thought works clearly, the reactions are instant. But when the limit is crossed, overvoltage arises, as a result of which the quality of human actions deteriorates. Moreover, the greater the overvoltage, the more significant his mistakes in actions. Deterioration of the specialist's actions depends on the increase in overvoltage. Initially, as a result of overstrain in activity, inaccuracies arise, difficulties in the course of mental processes. A person becomes inattentive, forgets something, sometimes it is difficult to understand, the speed of thinking decreases. As the overvoltage increases further, misfires occur, failures even in seemingly well-practiced actions - in complex, and then in simple skills and abilities: grabbed the wrong handle or switched it in the wrong direction. Overstrain leads to extreme stress, unbearable in general for the human psyche and his brain. If before that tension had an effect only on professional actions, now it leads to moral and volitional violations, and then to a complete breakdown of behavior - hysterical reactions, stupor, complete indifference. Various components of a person's spiritual forces are unequally resistant to extreme loads. Human behavior is the most stable. Experience and scientific observations also testify to a different stability of skills and abilities: more complex, with a predominance of the mental component, are more susceptible to the influence of internal stress than simple, motor ones. Extreme forms of overvoltage can occur instantly, but the process of violations can proceed gradually. It should be emphasized that the limit of tension for each person is individual. In one and the same situation, one develops extreme tension, the other - normal. There is a concept of the so-called traumatic stress, an acute form of a person's stress reaction, in which there is an overload of the psychological and physiological adaptive capabilities of a person, destroying (or reducing) the capabilities of his psychological and physiological defenses, which causes anxiety, tension, unwanted intellectual, emotional and motivational discomfort. Traumatic stress is an atypical experience, the result of a special interaction of a person with the environment. This is, in essence, a normal reaction to abnormal circumstances. With traumatic stress, manifestations of repetitive intense negative experiences when a person collides with something that resembles a traumatic event. So, for example, if a person once drowned, he is seized with panic horror when he falls into a river with a restless current or into a stormy, restless sea. These people often have a sense of a shortened future when they find themselves in circumstances reminiscent of a long past traumatic event. With traumatic stress, anxiety increases in a person, nightmares appear, and sometimes he has difficulty falling asleep. In general, insomnia is often caused by a high level of anxiety, an inability to relax, and a feeling of severe mental, mental and physical pain. Sleep refers to such manifestations that are disturbed in the first place, even with minor mental disorders. Other manifestations of traumatic stress include outbursts of anger, increased irritability, impaired memory and concentration, alertness, and sometimes exaggerated responses to the most common circumstances. The origins of traumatic stress are varied. A special role in this is played by the feeling of guilt - one of the most unproductive and destructive human experiences. A person with such a feeling seems to be stuck in the past, he seeks to punish himself for what he has done, to atone for his guilt, and therefore destructively, destructively acts on himself under the influence of a painful sense of personal responsibility for past events and circumstances. Traumatic stress is caused by many circumstances, among which are the unrealizable need for justice, the awareness of death, the end of life, the experience of grief, especially of a strong, pathological nature, under the influence of unexpected losses of loved ones, social upheavals, the overwhelming majority of the population's actualization of the impossibility to fully realize the needs in security, etc. Modern medicine believes that stress is the main cause of many diseases. At the same time, stress is increasingly becoming an everyday condition of our life, a habit to it arises, we have learned to live with stress. There are three groups of signs of stressful states of a person: physical, emotional (psychological) and behavioral. The main physical signs of stress: insomnia, pain (head, chest, abdomen, back, neck), dizziness, muscle pain, exacerbation of allergic reactions, increased sweating, susceptibility to injury, indigestion, loss of appetite or, conversely, constant hunger, drowsiness , weakness, chronic fatigue, increased fatigue, sexual dysfunction, etc. Psychological signs of stress: anxiety, increased excitability, anger, depression, inability to concentrate, confusion of thoughts, aggressiveness, nightmares, anxiety, distance from people, irritability, bad mood, state of prostration, feeling of helplessness, fear, mental tension, anxiety, etc. Behavioral signs of stress: impulsive behavior, biting nails, loss of interest in appearance, one's image, teeth grinding, alcohol abuse, excessive smoking, chronic delays, frequent procrastination, nervous laughter, excessive drug use, profanity, etc. All these symptoms are signs of often latent stress. It is important for a specialist to see stress conditions in employees and diagnose such conditions in themselves. In general, such states can be either positive, of a constructive nature, or negative, of a destructive nature. Among the positive mental states of a specialist in stressful circumstances can be attributed: his psychological readiness to work, self-confidence, optimism, a sense of responsibility, mobilization, concentration, determination to act, courage, purposefulness, etc. Negative mental states include: fear, mental tension, insecurity, apathy, indifference, demoralization, fatigue, doubts, aggressiveness, suspicion, pessimism, doubts, frustration and other maladaptive states of a person. It is quite obvious that the success of professional activity and joining the team, self-affirmation of a specialist in it largely depends on all these conditions. And therefore, knowledge of their specifics, origins, ways, means and methods of neutralizing, preventing some and actualizing others is important for a specialist of any profile, especially in the extreme conditions of his life and work. It is important to know that the nature and degree of manifestation of certain mental states of people (both individuals and social groups) depend not only on the objective conditions of their life and activities, but also on the subjective perception, understanding and attitude of people, their physical and mental characteristics and conditions. A special role in this is played by the degree of significance for the personality of the events taking place, the nature and level of its self-esteem, aspirations, volitional readiness and the ability to regulate their mental states. People who relate to life with confidence, meaningful and rationalists, they are more resistant to stressful influences. The influence of stress factors also depends on the extent to which people feel the need for stressful situations. There are people who need a life full of stress. There is a category of people who, on the contrary, have a desire for a quiet and calm life, they try to evade, to get away from an active life full of changes. And there are people who feel confident enough both in a calm and stressful environment. In general, it is generally accepted that a person's resistance to stress is often deceptive. This is especially true for dangerous and highly stressful professions. Specialists who believe that they are resistant to stress, over time, discover in themselves various stress-causing diseases (cardiovascular, neurological, gastrointestinal, mental and other nature). However, it is possible to reduce the degree of negative impact of stressful circumstances on a person with a certain approach. To do this, it is necessary to determine the type of your personality in order to make the transition to a higher resistance to stress more easily, to more successfully form a willingness to act in stressful circumstances. Indeed, as a rule, such circumstances do not depend on a person and cannot be corrected. However, it is quite possible to change the attitude towards stressful circumstances, develop confidence and readiness to act under stress conditions, and increase mental resistance to it. In this case, the human brain learns to interpret stressful events differently, increasing the positive experience of human behavior and actions.

Psychology of the successful activity of a specialist

There are many developments in modern psychology devoted to the problem of success. Success is commonly understood as the successful achievement of the desired goal. A person's feeling of the success of the case being solved depends on two decisive circumstances: the actual result and the level of his claims (PM) in a given situation, which act as a form of expression of the goals that a person set in his activities. Success is also associated with luck, as a benevolent coincidence of circumstances, individual capabilities and interests of a person. Along with this (and this is the main thing), the successful achievement of the goal involves taking into account and assessing the energy costs of a specialist, time parameters and physiological consequences of achieving the goal, material and financial costs, as well as how the solution of the problem affected relationships with people (employees, friends , relatives). The formula for success can be represented as follows: Success = Result / (Level of aspiration) + Luck

As you can see, with the same result, success can be different (for example, high, medium or low) or even absent, depending on the goals set by the person. And, conversely, with the same level of personality aspirations, success will be different depending on the result of the activity. In achieving the success of professional activity, the leading role is played by the personality traits of a specialist. From all the variety of personal parameters necessary for achieving success in life, V. Crawford, relying on the ideas of Confucius expressed in the book "Conversations and Judgments", distinguishes benevolence, wisdom and courage. The author has developed an interesting technique for determining what a person lacks to achieve success in business. It is obvious that in order to achieve success, a modern specialist, along with the three pillars of success, also needs an appropriate level of professional skill. In modern research, the following basic psychological prerequisites for achieving success are distinguished:

• - you need to think in terms of success;
• - gain self-confidence;
• - activate strong achievement motivation;
• - firmly know what you want to achieve;
• - have a clear plan of action, a positive attitude towards business, confidence in success;
• - it is important to turn each obstacle into a springboard for moving towards the goal;
• - it is necessary to see good luck, private successes and feel at the same time a feeling of joy and happiness.

A strong motivation for achieving success plays a special role in the success of professional activity. Studies have shown a close relationship between the level of achievement motivation and success in human life and activities. People with a high level of achievement motivation are more confident in the successful outcome of the case, more actively seek the information necessary for this, are ready to make a responsible decision, are more decisive, persistent, proactive and more often show creativity in uncertain situations. More success-oriented (and more likely to be successful) interns (as opposed to external ones). Any activity is stressful, and some (military, fire and rescue, sports, journalism, space flights, aircraft testing, etc.) are especially stressful. When training a modern specialist, it is extremely necessary to form his high stress resistance, readiness and ability to act successfully in stressful circumstances, to be able to manage his mental states, to use appropriate psychological defenses. Practice shows that a specialist may not show the appropriate level of his skill, professionalism, if he is not prepared to act in difficult conditions, when exposed to stressful, extreme circumstances of a professional, social, environmental and other nature. And that's why necessary condition the professional readiness and success of a specialist's activity is psychological readiness, which is characterized by an appropriate level of stability of his psyche to the effects of stressful circumstances, adaptability of the personality, its sufficient stress protection, the specialist's confidence in his abilities and capabilities, in general, by the corresponding level of reliability of his psyche. The success of the professional activity of a modern specialist largely depends on a sufficient level of development of his professional thinking, his ability and psychological readiness to search, see and solve new problems put forward by life, social practice. The high professionalism of a modern specialist presupposes the presence of a creative principle in his work, courage in the search for new ways, means, ways of solving professional problems, both of a traditional nature and those put forward by life. Such a specialist becomes competitive in modern conditions, has the necessary willingness to successfully act on modern market labor. At the same time, important components of a specialist's professional readiness are his professional and general erudition, professional worldview, the necessary level of social development and social maturity of the specialist's personality, which allows him to correctly navigate the social environment (political, legal, economic, religious, moral). Along with this, one of the areas of work to increase the vitality of a modern specialist is his valeological preparedness, his readiness and ability to show qualified care for his physical and mental health. Practice shows that the overwhelming majority of the population of our society, and in this respect qualified workers, specialists are no exception, are a low culture of attitude to their health, a low culture of lifestyle, maintenance and strengthening of mental and physical health. Among the complex of measures to maintain and improve human health, a special role is played by:

• - correction of the individual's negative complexes, habits, attitudes, etc., which have a destructive effect on the human psyche and body;
• - increasing stress resistance and psychological protection of a person from the negative influence of the environment on his body and psyche;
• - ensuring a healthy lifestyle, high work culture.

An interesting approach to solving this problem is offered by V.M. Shepel. Among the main directions of this activity, first of all, he identifies the following:

• a) self-organization of work, personal organization, rational distribution of working time, correct equipment of the workplace;
• b) the correct organization of personal life. It is very important that personal life is orderly, filled with meaning and meets the requirements of maintaining and maintaining a person's mental and physical health. Personal life is wellness in nature, when a person refuses bad habits, and above all from alcohol and smoking, carries out a thoughtful and balanced diet (moderate structured in content, separate, accent), provides itself with beneficial intimacy, which creates a feeling of happiness, coziness of family life, joy of parental relationships, satisfaction with sexual relationships.

Adaptation in a broad sense is interpreted as a process of interaction of the individual with the environment, leading to the transformation of the environment in accordance with the needs, values ​​of the individual, or to the predominance of the dependence of the individual on the environment.
Professional adaptation is the process of establishing balance in the “person - professional environment” system, which manifests itself in the efficiency and quality of work, in the person’s satisfaction with the labor process, its result, oneself as a professional, and relationships in the team.
When considering the stages of including a specialist in production, primary and secondary adaptation is highlighted.
Initial adaptation is carried out during the period of initial inclusion of young employees (who have no professional experience) in the activities of a professional group.
Secondary adaptation is the process of adaptation of a specialist to changes in professional activity caused by his transition to a new place of work, to another team, technical, technological and organizational innovations. The following main characteristics are highlighted secondary adaptation:
... the development of a new work activity takes place on the basis of previous professional experience;
... in the process of advancing a specialist up the career ladder, socio-psychological and organizational adaptation is much easier, since he already has the skills and abilities of communication in the production team, he partially retains the structure of social and administrative contacts;
... the main object of secondary adaptation is professional sphere.
The main stages of professional adaptation are:
1. Introduction. Obtaining information by a specialist about a new situation as a whole, about criteria for evaluating various actions, about standards, norms of behavior.
2. Device. Employee reorientation accompanied by recognition new system values ​​while maintaining the previous attitudes.
3. Assimilation. Adaptation to the environment, identification with a new group.
4. Identification. The identification of personal goals with the goals of the organization.
Areas of professional adaptation:
1. Psychophysiological adaptation. Adaptation of a specialist to the physical conditions of the professional environment. The criteria for psychophysiological adaptation are the state of health, the level of anxiety, the dynamics of working capacity and fatigue, and the activity of behavior. To assess adaptation at this level, indicators of energy consumption, the state of the respiratory, cardiovascular systems, etc. are used.
2. Functional adaptation. It is characterized by the adaptation of the individual to the requirements of professional activity, mastering the methods of its implementation, the development of an optimal mode of performing professional functions. There is a restructuring of mental processes and properties in accordance with the conditions and requirements of the activity. Professionalization of perception, memory, thinking, emotional-volitional sphere takes place, professionally important qualities are formed.
3. Socio-psychological adaptation. Adaptation of a specialist to the social components of the professional environment. Assumes the entry of a young specialist into professional system interpersonal relationships, acceptance of a new social role, norms of behavior, traditions, culture.
The result of the adaptation process is the state of the specialist's adaptation. Adaptation is a dynamic balance in the “person - professional environment” system, which manifests itself in the success of the activity (Fig. 5).
Full professional adaptation is measured by the time it takes for a specialist after graduation in order to reach the normative level of professional performance. The optimal term for professional adaptation for most young professionals is about six months. Adaptation to intragroup relationships ends earlier than professional (1-3 months).

The following factors influence the success of professional adaptation:
I. Subjective characteristics of a specialist:
1. Socio-demographic:
... Age. The bilateral influence of age on the success of adaptation is noted. On the one hand, the adaptive capabilities of a young specialist are higher; in old age they are significantly reduced; on the other hand, with age, the experience of balancing with the professional environment is accumulated.
... Floor. According to some data, the socio-psychological aspect comes to the fore in the professional adaptation of women, while men adapt primarily to activities.
... Family status. Having his own family makes a specialist a representative of a small socio-psychological group with his own interests and norms. In the future, he is forced to adjust his professional behavior in accordance with his belonging to this group. The absence of a family, on the one hand, allows the specialist to devote more time to work, on the other hand, it reduces his satisfaction with life, since he is deprived of the necessary components of life balance.
2. Physiological features.
3. Emotional stability.
4. Adequate self-esteem. A sharply overestimated self-esteem can create at a certain stage of activity a zone of constant failures, reduced motivation. Low self-esteem contributes to the development of passivity, fear of responsibility, and a decrease in the subjective probability of success. The result of inadequate self-esteem is usually an incomplete realization of a person's capabilities in professional activity, in some cases - a rejection of it.
5. Personality activity. Active adaptation is understood as the desire of a young specialist to influence the professional environment in order to change it. A low level of personal activity characterizes passive adaptation to the environment. The most effective is adaptation as a process of active adaptation of an employee to the changing conditions of professional activity.
6. Pre-adaptive level of knowledge, abilities, skills.
7. Social and professional readiness for activity:
... attitude to overcome difficulties;
... attitude to professional activity;
... expectation of success.
8. Compliance with the real and required competence of a young specialist. The prevalence of real competence over the required one leads to a decrease in motivation, disappointment, since it is important for a specialist that all his professional experience is in demand. The prevalence of the required competence over the real one leads to complete or partial professional unsuitability of a specialist for a given workplace. Situations are possible when a young specialist simply inadequately assesses his competence, making hasty conclusions based on the results of random observations (underestimation) or not thoroughly assessing the content of the activity he will have to engage in (overestimation).
II. Objective factors:
1. Working conditions. Working conditions are understood as a set of factors of the working environment that affect the health and performance of a person in the labor process.
2. Organization of the technological process. The content of production tasks, the specifics of rationing and remuneration, stimulation of the successful completion of production tasks, a systematic analysis of the mistakes made by the adaptor, learning by example, setting the pace of inclusion of a specialist in the technological process, etc.
3. Regime of work and rest. Work and rest mode - the alternation of work periods and breaks, established on the basis of an analysis of working capacity in order to ensure high labor productivity and preserve the health of workers. A typical in-shift performance curve is shown in Fig. 6.

Criteria for assessing the success of professional adaptation:
1. Objective:
... quickness of acquisition and improvement of the qualification category;
... the degree of interaction and coordination of the specialist with colleagues and the manager;
... stability quantitative indicators labor:
- systematic implementation of the norms;
- productivity of activity (high productivity with optimal neuropsychic costs);
- no violations.
2. Subjective:
... satisfaction with work in general and with the specialty;
... adequate assessment of their professional abilities and skills;
... striving for improvement, advanced training.
The level of adaptation of a young specialist can be judged
according to the degree of manifestation of objective and subjective criteria, considering them in unity. The adaptation of a young specialist as a result of the adaptation process manifests itself much later (after several years) and in the first years of work, as a rule, does not affect the results of professional activity.
The adaptation period accounts for the highest rate of staff turnover. Practice shows that often those tasks that are habitually solved by long-term employees are beyond the power of young specialists who are poorly oriented in the current organizational situation. The reasons for the difficulties in this case, as a rule, are:
1. Lack or untimely receipt of the necessary information, allowing you to decide in a new situation and find the right solution.
2. An excess of information, which, on the one hand, requires utmost attention and memorization, and on the other hand, it prevents the selection of the necessary information for effective impact on a new situation.
3. The need to simultaneously solve several equivalent tasks: to study the situation, to make decisions, to fulfill their new duties, to establish useful contacts, to master new elements of professional activity, especially to carefully structure their behavior.
4. The need to form a certain positive opinion of others about yourself, constant stay in the assessment area. Sometimes it becomes necessary to change the unfavorable opinion of others about oneself, which appeared as a result of certain social attitudes and stereotypes characteristic of a given enterprise, etc.
Management of professional adaptation is an active influence on the factors that influence its success and timing.
The need to manage adaptation is due to the likelihood of damage both to workers (injury) and to the organization as a whole (equipment breakdown). Large enterprises, as a rule, have specialized personnel adaptation services. They can act as independent structural units or be part of other functional units (personnel department, labor and wages department, etc.). Sometimes the position of adaptation specialist is introduced in staffing table shop management structures.
The main tasks of the adaptation service:
1. Development and implementation with the participation of functional enterprise management services of activities:
... to reduce the adverse consequences of the work of an unadapted employee;
... stabilization of the workforce;
... stimulating the productivity of employees;
... increasing job satisfaction.
2. Coordination of the activities of all parts of the enterprise related to the professional adaptation of specialists (administration, functional services of the enterprise, line managers).
The results of the adaptation service activities are a decrease in the level of marriage, staff turnover, a decrease in the number of breakdowns of equipment and tools, and violations of labor discipline.
The approximate order of adaptation is as follows:
... Acquaintance with the enterprise, its features, internal labor regulations, etc.
... Presentation ceremony to the team, familiarization with the workplace.
... Conversation with the leader.
... Familiarization with social benefits and incentives.
... Briefing on fire safety and safety precautions.
... Training according to a special program.
... Work at your workplace.
Special attention should be paid to young specialists in the first three months of work, when an insufficient level of mastering a new professional activity affects.
A program to optimize employee adaptation processes may include:
1. Presentation of an information publication to a young specialist, which contains basic information about the company and its products.
2. Viewing photo and video materials about the history of the creation and development of the enterprise, its current state.
3. Meeting of young specialists with one of the leading managers of the enterprise.
4. Multiple ways of providing a young specialist with the opportunity to ask questions that have arisen and get competent and comprehensive answers to them, etc.
In conclusion, it should be noted that the program of support for young specialists during the adaptation period can be considered as successfully completed, when the employee enters into his usual work rhythm and will cope with professional functions without tiring efforts.

Self-test questions

1. What are the components in the structure of professional suitability identified by E.A. Klimov?
2. What is the dynamic nature of aptitude?
3. What groups of workers can be distinguished by professional suitability?
4. Establish the difference between the concepts of "quality" and "property".
5. What properties of the subject can be classified as professionally important?
6. What is the difference between the basic professionally important qualities and the leaders?
7. What professional (special) abilities do you know?
8. Are the concepts of "professionally important qualities" and " professional ability»?
9. Correlate the concepts of "professional suitability" and "professional selection".
10. What are the principles underlying the organization of the selection process?
11. What features will you take into account when determining the quantitative needs of the organization in personnel?
12. For what purpose is the study and analysis of the applicant's application documents carried out?
13. What tasks can be solved by conducting a selection interview?
14. What is the difference between primary and secondary adaptation?
15. What are the areas of professional adaptation?
16. What indicators can be used to judge the success of social and psychological adaptation?
17. What subjective characteristics of a specialist influence his adaptation to professional activity?
18. Determine the importance of adaptation programs for young professionals in production.

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Every profession is a conspiracy against the uninitiated.

Bernard Show

Important role in the formation of a new employee's career in the organization is played by the adaptation process, the period of the employee's adaptation to the new workplace, the workforce, the organization as a whole.

Professional adaptation Is a management process aimed at introducing new employees into the course of their new tasks at a new workplace.

Errors associated with the adaptation of an employee to a new place of work can be roughly divided into two types: behavioral and functional. Behavioral depends on the person himself, his upbringing and culture. These include, for example:

Inflated expectations and claims;

Unwillingness to understand and accept the corporate culture of the company;

Inability to wait, a tendency to draw premature conclusions;

Lack of initiative, unwillingness to take responsibility, etc.

Functional errors are associated with professional qualities a new employee, but often they are committed through the fault of the organization.

Functional errors include:

Formalism or haste of adaptation programs;

Underestimating the role and importance of adaptation for the development of the organization's personnel;

Lack of attention to new employees, especially to their psychological adaptation to the new work collective;

Shifting adaptation tasks to line managers loaded with current production activities.

There are two areas of professional adaptation:

1) primary - orientation of young employees who have no professional experience (for example, graduates of educational institutions);

2) secondary - adaptation to the organization of workers who change the object of their labor activity or professional role.

The fundamental goals of adaptation in any enterprise can be summarized as follows.

1. Reducing start-up costs. New employee does not know his work and how the enterprise functions. This means that as long as it works less efficiently than experienced staff, it requires additional costs. Effective orientation reduces start-up costs and enables the new employee to reach common standards more quickly.

2. Reducing the anxiety and uncertainty experienced by the new employee. Concern here means fear of failure. This is a normal fear of the new, the unknown, combined with a lack of ability to work confidently and efficiently.

3. Reducing staff turnover. If workers feel unskilled and unwanted, they may react by quitting their jobs. Fluidity is high just during a period of change, so effective orientation is designed to negate this costly reaction.

4. Saving time of the direct supervisor and employees at work. An incorrectly oriented employee still has to do his job, but requires help in doing so. Usually, the people who should provide this assistance are employees and immediate supervisors who spend their time on it. Good orientation programs help save time for everyone.

5. Developing a positive attitude towards work, realism in expectations and job satisfaction. New employees must be intelligent and realistic about learning what the venture expects of them, and their own hopes must be neither too high nor too low.

There are also professional, social and psychological adaptation.

Professional adaptation includes mastering the profession, its specifics, the acquisition of labor skills, techniques, technologies necessary for effective operation in this organization. For these purposes, in the first weeks of the probationary period, lectures, trainings, business games are held.

Social adaptation is aimed at introducing a new employee to the organization as social system: its history, personnel and social policy, system of internal and external communications, internal regulations, corporate culture of the company, its goals and values.

Psychological adaptation is aimed at the inclusion of a new employee in the system of interpersonal relations of the team. Factors of psychological adaptation are the moral climate of the work collective, leadership style, traditions and norms of relationships between employees.

The period of professional and social adaptation includes several stages, the duration of which may be different and depends on a number of factors:

Familiarization with the organization (from one month to three);

A device, i.e. gradual addiction, assimilation of norms and stereotypes of labor and social behavior in the organization, compatibility with colleagues (usually up to one year);

Identification, i.e. full adaptation of the employee to the environment of the organization and its gradual integration into the organization, when personal goals are identified with organizational ones.

Thus, the process of onboarding a new employee in the organization ends when the employee not only joined in labor process, but also assimilated and adopted value corporate orientations, business and personal relationships in it. Adaptation programs can be formalized (training in the HR department, mentoring, on-the-job instruction, familiarization with corporate documents, etc.) and non-formalized (communication, counseling at the workplace, observation, etc.).

Typical in this respect is the employee adaptation program at the American firm Texas Instruments. The feeling of discomfort among the new female cleaning staff was driven by the awareness that they must achieve the same level of skill as the experienced workers around them. For a long time they did not understand the instructions of the leader, but they were afraid to ask questions and seem stupid. Sometimes their questions were accompanied by ridicule.

The orientation program was tested in the firm in two versions. A control group of newcomers was offered a traditional career guidance program: a typical two-hour briefing in the HR department. It included topics covered in such cases and a description minimum requirements to work. The newcomers were then introduced to the supervisor, who gave them an introduction to the job.

The experimental group received the same two-hour program and another six-hour social orientation program. It emphasized four points.

1. The group members were told that they are well placed to achieve the goal, and the facts were presented that 99% of employees achieve the standards required by the company; it was shown how long it takes to achieve different skill levels. It was repeatedly emphasized that everything in the group will be fine.

2. They were advised not to pay attention to "conversations" and were warned about common jokes. It was suggested to take them with humor and ignore them.

3. It was said that learning new things should be done together. Explained that managers are too busy to ask a new employee if they need help. They will be happy to help, but the employee must ask for it himself, and at the same time he will not seem dumb at all.

4. They were presented with more "live" data about the leader. He was described with important details: what he likes, what hobbies he has, whether he is demanding, calm or not, etc.

This career guidance had positive consequences. In the experimental group, there were 50% fewer delays and absenteeism, marriage was reduced by 80%, the cost price decreased by 15-30%, training time - by 50%, and the cost of training - by about 66%.

The progressive idea was used by Hewlett-Packard. Orientation here was carried out by retired employees of the company. The result was great.

In recent years, a form of adaptation such as mentoring has become widespread in organizations. During the Soviet era, great importance was attached to the mentoring movement - becoming a mentor was prestigious and honorable.

Today, when choosing mentors, they are guided by such personal qualities as:

High professionalism;

Communication, benevolence;

Desire to share your experience and knowledge, consent to be a mentor;

Love for business and loyalty to your organization.

In some companies, the best mentors are rewarded for working with new employees, but there are many examples where mentoring becomes a need for people to transfer their experience, to help new employees join the team.