Adaptation of a new employee in an organization, example diagram. An example and features of a personnel adaptation program in an organization. What does the adaptation program consist of?

Involved personnel

Adaptation Day No. 1

1. Inform the team about the update of the composition and the arrival of a new employee.
2. Ensure the availability of information for the new employee - information that will be provided to the employee on the first day, including contact numbers of employees, identification, pass, PC, telephone, office equipment.
3. Prepare a set of necessary office supplies.
4. Introduce the organization, goals, objectives, history.
5. Issue a guidebook for a newcomer who is in the adaptation period (if available).
6. Prepare and complete required personnel documents.
7. Introduce a new employee.
8. Introduce them to the place of work, the necessary software, connected communication networks, and access passwords.
9. Conduct training on compliance with labor safety requirements.
10. Inform about the general work schedule.

Human Resources Department

Occupational Safety Specialist

Personnel adaptation week No. 1

1. Assign a mentor, introduce them in detail to the employees of the department.
2. Learn the terminology used in the organization.
3. Study the regulations on the unit.
4. Study the documents required for work.
5. Study job responsibilities.
6. Study the algorithm for interaction with other departments.
7. Familiarize yourself with the organization's document flow rules.
8. Develop a work plan for the adaptation period.
9. Familiarize yourself with the criteria for assessing the effectiveness of activities.
10. Create a training schedule during the adaptation period.
11. Join educational trainings at the institution.

Onboarding Month #1

1. Complete the tasks planned for the adapting employee.
2. Provide a performance report.
3. Pass an exam on the basic skills acquired.
4. Conduct an analysis of the results of the adapting employee’s work activity.
5. Create a list of tasks for the rest of the adaptation period.

Head of department, mentor

Adaptation Months #2-3

1. Complete assigned tasks.
2. If necessary, adjust the task plan for the adaptation period.
3. Conduct a work analysis based on the adaptation results.
4. Summarize the employee adaptation period.
5. Evaluate the results of the completed adaptation period.

Head of department, mentor

The result of a successfully implemented adaptation program will be an indicator of the duration of an employee’s work in a particular institution. The success of the adaptation procedure largely depends on the second party involved in the process - the manager or mentor. It is their desire to help the newcomer that will help the latter get used to the organization as quickly as possible.

Regulations on personnel adaptation, sample

Ask questions and we will supplement the article with answers and explanations!

To new working conditions is one of the most important indicators of the effectiveness of the organization's personnel management.

The implementation of adaptive programs is designed to facilitate psychological, psychophysical, professional, socio-economic adaptation, and the integration of a newcomer to the existing production environment.

The adaptation mechanism is two-way. A beginner strives to meet his expectations financially, careerally, and socially. The company is interested in reducing the time until the maximum professional return can be obtained from it.

The personnel adaptation system is aimed at solving several problems:

• minimizing the time and financial costs of entering a position, obtaining the necessary qualifications, professional knowledge, skills, techniques, skills;
• determining the most effective professional use of a particular employee, his place and status in the team;
• reduction in staff turnover, reduction as a result of physiological adaptation to the imposed physical and psychological stress;
• formation of a positive emotional background;
• acceptance by the employee of social, organizational, disciplinary norms, income level and methods of incentives, social protection;
• activating the involvement of the entire team in solving common corporate problems.

Responsible for adaptation

An employee of the personnel (labor) department, management service, personnel training, HR service, sociological laboratory, training center (personnel retraining), the immediate superior, the head of a structural unit (department, workshop, bureau, group, service) may be responsible for the adaptation of an employee. Head of the organization.

Large companies are introducing into the staffing table the position of adaptation manager (), responsible for personnel selection, comfortable entry of a newcomer into the team, preparation and training.

Responsibility for a newcomer is often borne by a mentor; a supervisor is a highly qualified employee with great teaching abilities and is respected by the team.

Stages of developing an adaptation program

The development of a personnel adaptation program involves going through the following stages:

1. collection of information about vacancies, qualification requirements for candidates;
2. studying the conditions, state, prospects for the development of the labor market, the work of educational institutions that train the professional personnel necessary for the enterprise, offers from employment services, labor exchanges, and recruitment agencies;
3. analysis of the current adaptation system in the organization, its effectiveness;
4. familiarization with laws and regulations governing the adaptive process (regulations on employee adaptation, internal instructions on mentoring, instructions on conducting);
5. development of adaptation measures, questionnaires for interviewing, interviews, selection of tools for psychological and professional,
6. determining the duration of the program (short-term, lasting up to 1 year, up to 3 years);
7. selection of employee categories (young professionals, qualified personnel, middle managers, top managers), program structure, direct participants in the adaptation of a particular employee;
8. meeting a new employee, collecting information;
9. development of criteria for assessing the success of the adaptive program and the possibility of its correction.

Program structure

The program is designed to describe in detail the goals and objectives of the period. Indicate the duration and responsible persons, sequence of activities, forms and methods of influence, expected results, forms of control.

The adaptation program has its own characteristics depending on the status, rank, degree of responsibility of the employee, his individual psychological and physiological (health status, threshold of fatigue) characteristics, the specifics and content of production, established intra-production relations and traditions and includes mandatory and variable sections.

Required items include:

• Getting to know the employee (interview, interview, testing).
• Familiarization with job descriptions, regulations on internal regulations, social benefits, remuneration, system of fines, types of insurance, career opportunities, terms and conditions of employment.
• Instruction on safety precautions, fire safety, familiarization with evacuation schemes, location of the medical center, canteen, household, sanitary and hygienic premises, parking of personal vehicles, means of communication.
• Introducing the newcomer to the team, management, and supervisor.
• Evaluation of the employee, confirmation in position or dismissal based on the results of the probationary period.

The variable part may include:

1. Plans for the first working day, week, month. Daily communication in order to clarify and eliminate emerging problems, misunderstandings of specifics, encouragement and motivation for success during the week or month.
2. Acquaintance with the organization in the form of a welcoming speech, presentation ceremony, excursion, welcome training, information booklets, films giving an idea of ​​the products, the purpose of the company, its development prospects, history, corporate charter, priorities, structure, corporate slang, traditions, dress- code, “unwritten” laws, established collective relationships.
3. Help in organizing the workplace.
4. Assessment of professional competence.
5. Organizing feedback with a new employee (questionnaires, individual conversations, collecting feedback from colleagues, managers, mentors, individual progress cards, personograms).
6. Trainings, role-playing games for team building, formation of group relationships, dynamics.
7. Participation in the social life of the team, informal communication, performing one-time social assignments, participation in managing the work of the team, trade union work, getting to know the newcomer’s family.
8. Additional training, intermediate instructions, involvement in production competition, corrective measures and procedures, gradual complication of professional tasks.
9. Intermediate monitoring of the adaptation period, preliminary analysis, personal characteristics.

To assess the correctness of the program and subsequently evaluate its effectiveness, check whether the following activities were included in it:

1. information about the work schedule and start date was provided;
2. the correctness of filling out the personal file and execution of employment documents was checked;
3. instructions on safety regulations, fire safety regulations, job responsibilities, internal regulations, and regulatory documents were brought to the attention of and signed;
4. introductions were made to team members and administration, detailed information about the enterprise was provided;
5. ways to prevent and resolve conflict situations are provided.

When drawing up an individual adaptation program, conduct a preliminary interview during which you review the candidate’s resume and portfolio.

Collect information about the level of training, work experience, education, preferences in working with clients, wishes regarding the work schedule, working conditions, amount and form of payment, and claims for career growth.

Make a preliminary psychological portrait, outline the range of possible difficulties and necessary help. Establish a trusting relationship with the employee, achieve mutual understanding. Select a candidate for a future mentor.

Examples of adaptation programs

For online store sellers

First day

Informational conversation about the company: its history, traditions, management system, management, geography. Conditions, work schedule. Qualification requirements, job description. Rights and obligations. Appearance requirements. Presentation to the administration, team, sales mentor. Tour of the store. Preparation of documents.

2-7 days

Acquaintance with the assortment, prices. Practicing interaction with the team and customers. Successful sales training.

8-10 day

Training in working with conflict buyers and behavior in non-standard situations. Conversation about problems that have arisen and finding ways to resolve them. Collecting feedback from colleagues.

11-14 day

Work under the guidance of a sales mentor. Summing up the past period.

15-21 days

Further familiarization with job responsibilities, work according to schedule. Consultations with a sales mentor. Assessing the effectiveness of activities, personal qualities (learning ability, psychological stability, communication skills, attention, memory), drawing up a work plan to eliminate shortcomings for the next week.

22-30 day

Independent work according to schedule. Performance evaluation. Making a decision to continue working based on the results of the probationary period.

Responsible for the implementation of the program are the HR manager and sales mentor.

For a radio station host

1st week

Presentation of a new employee. Registration of the “Employee Book”. Initiation as a Presenter, during which in an informal setting one gets acquainted with the team, the mission of the radio station, its goals, objectives, format, traditions, and history.

Tour of the radio station, inspection of equipment. A story about career prospects and the possibility of realizing creative potential.

Registration for work, signing documents. Curator's choice. Designation of responsibilities and work schedule during the probationary period. Completion of mandatory training.

2nd week

Clarification of rights, responsibilities, opportunities for receiving benefits, requirements for the workplace, compliance with professional ethics and etiquette. Detailed introduction and mastery of equipment. Working together to prepare the broadcast, performing test samples and tasks.

3rd week

Joint broadcasts. Creative tasks. Mini-assessment of the team and manager. Identification of the problem field at work. Identifying requests for help from colleagues.

4th week

2nd month

Fully independent performance of official duties. Implementation of the author's project.

Surveying employees, collecting feedback from radio listeners, assessing the results of the probationary period, work efficiency, and creative potential. Making a decision on further cooperation. Assessing the effectiveness of the adaptation program.

Responsible: administration, curator, team members.

Drawing up and implementing an adaptation program allows you to quickly determine the area of ​​the most successful application of the professional and personal qualities of a new employee in the structure of the organization.

Promotes the disclosure of creative potential, identifies the strengths and weaknesses of the employee. Ensures comfortable entry into the team and minimizes stress from new working conditions.

When adapting new employees, the HR manager must use a specially developed program.

The adaptation program is divided into general and specialized.

The overall program concerns the entire organization and addresses the following issues.

• 1. General idea of ​​the organization: welcoming speech; development trends, goals, priorities, problems of the organization; traditions, norms; products and their consumers; activities; organization, structure, relationships between departments; information about senior management; internal relations.
• 2. Remuneration.
• 3. Additional benefits: types of insurance; temporary disability benefits; severance pay; sickness benefits for employees and family members, maternity benefits; pension amount; on-the-job training opportunities.
• 4. Occupational health and safety: precautions; fire safety and control regulations; rules of conduct in case of accidents; places of first aid.
• 5. Relations between employees and the trade union: terms and conditions of employment; assignment, movement, promotion; employee rights and obligations; trade union resolutions; discipline and penalties.
• 6. Household service: food; restroom; other household services.

After the general adaptation program has been implemented, another, more specialized program is carried out. It covers issues related specifically to a department or workplace. This program is typically delivered by line managers or mentors.

This program covers the following topics.

• 1. Functions of the unit: goals and priorities; organization and structure; relationships with other departments.
• 2. Rights, duties and responsibilities: a detailed description of the current work and expected results; an explanation of why this particular work is important, how it relates to other work in the department and in the organization as a whole; duration of the working day and its schedule; requirements for the quality of work performed.
• 3. Rules, regulations: rules specific only to a given type of work or a given unit; safety regulations; relations with employees of other departments; food, smoking in the workplace; personal telephone conversations during working hours.
• 4. Inspection of the unit: fire alarm button; inputs and outputs; smoking areas; first aid places;
• 5. Presentation to department employees.

This adaptation program can be used for both initial and secondary adaptation. Adaptation of young workers who do not yet have professional experience is different in that it consists not only in assimilation of information about the organization, but also in learning the work itself. Therefore, the adaptation program must include training. Older employees have special adaptation needs. They also need training, and their needs are somewhat similar to the needs of young workers; they often find it difficult to fit into a new team. The adaptation of women returning to work after maternity leave, disabled people, and employees returning after completing training courses has its own characteristics. All this cannot be ignored and must be taken into account when drawing up personnel adaptation programs.

One of the categories of employees with special adaptation needs are university graduates. For those who have never worked, the amount of what there is to learn is extremely large. Therefore, for graduates, “the problem is not only learning about the organization, but also learning about the job itself.” The task of training new employees is often underestimated. How easily an incapable and, moreover, inexperienced manager in this area can relate to this can be understood from the ironic description by one practitioner of his bitter experience: “If a manager is going to do a job, then in connection with this he needs to give someone an order and then , after some time, check and establish that nothing has been done, and then find out why nothing worked, and listen to a thousand reasons for not doing the work: but now is the time to think how much easier it would be to do this work yourself, since you yourself could do it within an hour, while three days have already been spent on it, and the result is also unsatisfactory, and then you need to explain how this work should have been done, and you need to listen to why it was not done exactly that way and then you need to understand and establish that the work, although done, is of poor quality, and then entrust it to someone else to do it again. Yes. giving instructions and controlling - this is exactly what you need to be able to do! However, you also need to learn this..."

Another category that has special adaptation needs is older employees. They also need training without being overloaded with information. Of course, their “what,” “where,” and “when” will differ from the questions asked by young people in similar situations. but their adaptation needs are similar to those of graduates. In fact, they may find it more difficult to fit into the team than younger employees and this should be taken into account.

If we consider adaptation as a kind of formal procedure, then it is quite possible to limit ourselves to working with newcomers who came to the organization from the outside. If, on the contrary, you understand the importance of the very process of adaptation and the transition period, during which the newcomer becomes an effectively working, full-fledged member of the team, then you will come to the conclusion that old employees, when moving to a new job (regardless of how long they have worked in companies) also need introduction to a new position.

Special needs for induction also arise among women who have returned to work after leave to care for disabled children, and employees who have returned after completing training courses.

The above outline relates to the formal aspects of induction training. But what to do with stress, the formation of an attitude towards work, the formation of a team and its cohesion? Here again the emphasis shifts largely from content to process of adaptation.

The transfer of information can be carried out in various ways - through lectures, conversations, discussions. In large organizations. There may be films or slides that can be used effectively to communicate various aspects of the organization's activities. A useful way to carry out part of the onboarding process is through what is called "patronage". (Not to be confused with "mentoring" - an ongoing process that may include both counseling and performance evaluation components. It is an informal, future-oriented activity, without a hint of criticism. Its main purpose is to help people solve their current work problems, but in a way that allows them to learn while they work). That's what we're talking about here. that someone - you yourself or someone appointed by you - accepts a newcomer (and only one) under his protection for a trial period or a shorter period of time. The choice of such a person is of fundamental importance. It is more useful for the “patron” not to occupy a leadership position. It is best to choose an equal beginner. For example, the employee who was the last to start similar work or who started working in your team, keep in mind. However, it is during this period that your attitude towards work is formed, and choose such an assistant carefully.

A well-run onboarding program serves two equally important functions: job training and industrial relations building. For a lower-level executive, using, for example, job rotation during induction can be a vital decision. those. spend several days in each of the main divisions of the organization, where he will be provided with support and the necessary information.

In all cases, it is helpful to arrange follow-up meetings with new employees at reasonable intervals. Either way, making appointments is part of the manager's job responsibilities, and this can be done daily, weekly, or at large intervals, depending on the nature of the work being performed. This will allow you to ensure that the employee is undergoing an appropriate onboarding period (and to reorganize your onboarding program if it proves inadequate). Thus. You, as a manager, will fulfill your direct responsibility - adapting your employees and establishing their effective work within a reasonably possible period of time.

Transferring to a new job is always associated with great anxiety and stress. This does not depend on the experience, skills and qualifications of the person.
How to correctly draw up an onboarding project for new employees and implement it, about the goals of the project and the features of the development, read the material below.

Example and features of a personnel adaptation program in an organization

The adaptation program is an induction plan. It is needed to establish a unified process for adapting to new conditions in all companies. Experts say that an employee finally “acclimatizes” only after a year of work in a new place.

The most difficult period for a beginner is the first three months. Often this period coincides with the probationary period. If the project is drawn up correctly, the period of “acclimatization” of personnel at the enterprise can be reduced to six months.

The implementation plan for a new position must have the following characteristics:

• The roles of all those involved in the process are clearly defined;
• The project is carefully planned;
• Its content is very clear.

Structure of the onboarding program for new employees

Onboarding new employees consists of two parts. General and individual.

a common part – is intended to formulate a certain general idea about the organization, features, working conditions, the team, etc. Includes familiarization with the workplace, personal acquaintance with all employees of the organization, and a conversation with management.

Individual part - as a rule, it is drawn up by the direct manager, then it must be agreed upon with the head of the department and the head of the personnel department. Includes an onboarding plan, an assessment plan for the position, and the appointment of a supervisor.

10 days before the end of the probationary period, the employee’s report on the work done for the entire period is sent to the HR department. In addition, an individual plan with feedback and ratings from the curator and manager.

Purpose of the program

Mainly, a personnel adaptation project in an organization is necessary so that there is a clearly established procedure for hiring new employees. The most important goal is a simple and quick introduction to the business, familiarization with new responsibilities, the charter of the enterprise and the team. A properly drawn up plan minimizes errors, reduces initial discomfort, and increases the employee’s skill level already in the first week.

Features of developing an adaptation program

There is no specific algorithm for compiling a program. The document should be focused on the specifics of the company. What unites them is only the content of several stages and similar goals.

Who is responsible for preparing the program?

The onboarding plan for new employees is usually drawn up by the hiring manager together with management, however, in some companies, this is done by the managers themselves. Often they only draw up a plan for the onboarding of a new employee; this relates more to the individual part of the program.

The project involves:

• Supervisor;
• HR specialist;
• Curator;
• Applicant for a vacant post.

The adaptation plan at the enterprise should be applied by:

• Head of departments;
• Head of directions;
• Human Resources Department;
• CEO;
• Curator.

results

If the plan is drawn up correctly, the result will not have to wait long.

• Costs during the period of introducing a newcomer into the work process will be minimized;
• Staff turnover will be reduced by 20%;
• The new employee will develop a feeling of satisfaction with the work process;
• Waste of time from management and other specialists will also be minimized.

Sample onboarding program for new employees

The adaptation process consists of 4 stages. Each of these stages involves solving certain tasks, each of which is assigned to a specific participant. A personnel adaptation project in an organization can be drawn up based on the example below.

It is worth noting that the procedure for adapting new personnel at a company is not regulated by the legislation of the Russian Federation.