Presentation of secondary adaptation of personnel in medical facilities. Adaptation of an employee at a new workplace; presentation for a lesson on the topic. Difficulties in the process of adaptation of the HR manager

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Stages of the staff adaptation process

Preparatory stage of adaptation (If an employee has not only special training, but also experience of work in similar departments of other companies, the period of his adaptation will be minimal) Information stage of adaptation (Practical acquaintance of a new employee with his duties and requirements that are imposed on him by the organization) Familiarization stage of adaptation (Adaptation of an employee to his status, inclusion in interpersonal relationships with colleagues.) Adaptation stage (gradual overcoming of production and interpersonal problems and the transition to stable work.)

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The tasks of an adaptation management specialist according to Kibanov are:

organization of seminars, courses on various adaptation issues; conducting individual conversations between a manager, a mentor and a new employee; intensive short-term courses for managers who are newly taking office. 5..http: //www.grandars.ru/college/biznes/adaptaciya-personala.html

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special training courses for mentors using the method of gradual complication of tasks performed by a newcomer; performing one-time public assignments to establish contacts between a new employee and the team; preparing a replacement for staff rotation; conducting special role-playing games in the team to unite employees. 1. Management of the organization's personnel: textbook / ed. A. Ya.Kibanova. - M.: INFRA - M, 2005.

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Technology of formation of adaptation criteria

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The main mistakes of employers:

Too little time available for induction Introductory course is too hasty; Information is presented too formal and boring. Personal communication is replaced by independent reading of the corporate code and other documents; Nobody notices the presence of new employees; No events are held to introduce new employees to the team, they are not included in team work; The course is sometimes taught in an overly informal manner.

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Foreign experience of adaptation. Japan.

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. Special attention in social and professional adaptation in Japanese firms is given to education programs corporate culture organization, its image, fostering pride in its company, corporation. This is the so-called “corporate spirit” of a firm or company. It is brought up through the system of familiarizing the employee with the affairs of the company, with its atmosphere, tasks and mission.

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Foreign experience of adaptation. USA.

In-depth employee adaptation programs are used in medium and large US firms. 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 oral information to formalized procedures linking oral presentations with written and graphical attitudes. In formal adaptation programs, equipment, slides, photographs are often used.

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Foreign experience of adaptation. Germany.

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 know 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.

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Russian experience.

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, management workers do not fully understand the importance of career guidance and adaptation as methods of regulating the supply of labor in the organization. In addition, now the managerial link of the national economic and sectoral levels is weakened in organizational and methodological terms, which led to the formation of many government 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 to eliminate organizational weaknesses in the practice of vocational guidance and adaptation, deepening them at each subsequent level of management.

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The creation of a constructive program for the adaptation of personnel at the enterprise is a sufficient difficult task, but the solution of such important moments and issues for the enterprise as the entry of the employee into the work collective, into its informal structure and the feeling of being a member of the team depends on her. When using a well-designed adaptation system, a person who has recently come to the organization feels more comfortable in a new place, and the management gets the most out of him in his work. Adaptation is a reciprocal process: a person adapts to a new organization for him, and the organization adapts to a new person for her. And the further productivity of both the new employee and his colleagues largely depends on how smoothly this process goes.

Description of the presentation for individual slides:

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Director of Preschool I - III stages No. 82 I.Yu. Rutchenko MANAGEMENT OF THE PROCESS OF ADAPTATION OF EMPLOYEES IN A TRAINING INSTITUTION

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Adaptation is a technique, the main task of which is the effective involvement of a new team member in the processes taking place at the school, and the preparation of a loyal employee on time, with an emphasis on the knowledge and skills necessary for successful work.

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Types of adaptation: 1. Professional adaptation is associated with additional mastering of professional knowledge and skills, as well as the formation of a professional important qualities personality. Job satisfaction is largely associated with the level of professional adaptation. 2. Psychophysiological adaptation involves adaptation to a set of conditions that have different psychophysiological effects on the employee: physical and mental stress, the level of monotony of work, the rhythm of work, the convenience of the workplace, noise, illumination, vibration, etc. 3. Socio-psychological adaptation is characterized by the inclusion of the employee in the system of relationships of the team with its traditions, norms of life, value orientations, formal and informal groups, social positions of its individual members. 4. Organizational and administrative adaptation occurs in the process of familiarizing the employee with the features of the organizational management mechanism, the place of his unit and position in the general system of goals and in the organizational structure. The result of such adaptation is the employee's understanding of his own role in the overall production process, and this, in turn, increases labor motivation. 5. Organizational and economic adaptation involves familiarizing the employee with economic mechanism management of the organization, the system of economic incentives and terms of remuneration. 6. Regulatory (sanitary and hygienic) adaptation is associated with the development of new requirements of labor, production and technological discipline, labor regulations, requirements for the preparation of the workplace, hygienic and sanitary standards, safety and health requirements, as well as environmental safety of the environment.

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Adaptation management is a process of active influence on factors that predetermine the course of its development and allow to reduce adverse consequences: - subjective characteristics of an employee (gender, age, education, length of service, psychophysiological characteristics); - factors of the working environment, the nature of their influence on the results of adaptation; - when optimizing the adaptation process, one should proceed from the existing capabilities of the organization (in terms of working conditions, flexible working hours, labor organization, etc.); - natural limitations in changing the behavior of an employee (development of certain abilities, release from bad habits etc.); - the differences between the new and the previous place of work, the features of the new and former professions since they can be significant.

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The system of work to ensure the adaptation of an employee to the conditions of the organization includes: creating conditions for effective work an adaptor, the development of a new employee of a positive attitude towards the organization and realism in expectations, job satisfaction, reduction of anxiety and uncertainty of the employee by analyzing human resources and personnel needs; assessment and selection of candidates for vacant positions; tracking the professional and socio-psychological adaptation of employees; stimulating the activities of employees.

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The purpose of the adaptation program is to create conditions for the effective work of the adaptor in the shortest possible time by speeding up the process of entering the position, developing a positive attitude towards the organization and realism in expectations of the new employee, job satisfaction, reducing anxiety and uncertainty of the employee.

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The adaptation program consists of 2 blocks - general and individual, and contains the following items: General: 1. Initial familiarization of the employee with the activities of the educational institution. So what can be considered the first stage of adaptation? Some sources call the initial period a preliminary proposal or the process of interviewing, because it is during this period that the future employee first gets acquainted with the structure, organization of the educational process, with his functional responsibilities, work schedule, with the specifics of work in educational institution(dress code, schedule, etc.). At this stage, the beginner should be introduced to the structure and organization of the school. For this, a creative group of teachers created a special booklet "Guidebook for DOSH 82" - a reference point, which indicates all departments, principles of successful work, accepted norms and rules, a list of employees, work schedules, etc. This information booklet was intended to inspire the newly hired employee to achieve high goals and was handed over to each newly hired employee during the procedure for introducing the employee to the team.Then, in general terms, the new employee was told about the working conditions, more specifically, about remuneration, bonuses, requirements, mode, procedure management, sanctions. This allows the hired employee to draw up a plan for his future activities.

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2. Meeting a new member labor collective with his immediate superior, administration. The director of the school conducts a personal conversation in which he talks about the team, its traditions and customs, work norms, relationships. The Deputy Director for OIA introduces the newly hired employee to job description, conducts an introductory and initial briefing... The deputy for methodological work introduces the structure of work, with guidelines, defines the MO for an employee according to his professional profile. ... The administration determines the days of consultations for the beginner in the first week of work. 3. Putting an employee into the team. At the administrative meeting, the director introduces the new employee to the team, gives general information: name and age, work experience, professional achievements, and functional responsibilities at the workplace, which made it possible to avoid unauthorized transfer of other people's duties to a new employee. In turn, the newbie submits his resume.

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Special: 1. Definition of a mentor. The organized process of onboarding a new employee in a company is usually implemented through mentoring. For most employees, this is a way of self-realization or increasing authority. The methods of motivating such personnel are intangible - recognition of merit, moral support, expression of gratitude. By order of the school, a mentor is appointed from among the most experienced and non-conflict employees of the institution. The mentor's functions consisted in teaching the newcomer the basic functions in the workplace, the procedure for responding to incoming information, and the specifics of his position. The common cause of the team, which is associated with the presence of team building skills in the head. In this case, mentoring will be a task that will require team consistency. 2. Solution of organizational issues This item included a tour of the school institution, familiarization with other functional departments and their activities, organization of the workspace, acquaintance of the beginner with the programs.

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3. Introduction to the post. The induction is handled by a mentor. He introduces the methods of work, requirements, deadlines, reporting procedures. In the process of adaptation, the mentor teaches the new employee professional competence - special knowledge about his rights and responsibilities in order to ensure effective operation institutions. The introduction to the post begins on the first - second day after the arrival of the newcomer to the institution. When carrying out activities aimed at accelerating the adaptation of new employees important role feedback plays, i.e. collection of information about the adaptation process and assessment of indicators of its level and duration. According to research, these indicators are conventionally divided into objective and subjective. Objective indicators include indicators that characterize the efficiency of labor activity, the active participation of new employees in its various areas. In addition, objective indicators can be considered certain types adaptation - professional (correspondence of qualification skills to the requirements of professional activity), socio-psychological (the degree of compliance of the personality's behavior with the norms prevailing in a given team), psychophysiological (for example, the degree of fatigue), etc. Subjective indicators characterize the employee's satisfaction with the job as a whole and its individual aspects. They are subdivided similarly to the objective ones in accordance with the types of adaptation and are determined by the employee's own assessment: his attitude to the profession and qualifications; relations with a team of employees, with management; well-being, conditions and severity of work; understanding the role of individual tasks in solving the general tasks of the organization. “As a result, the person gets the feeling that they were waiting for him, they were preparing for his arrival. This allows you to reduce the psychological fear of failure, to avoid mistakes at first, to form a positive attitude towards new responsibilities and the environment ... feedback, for the timely elimination of errors, it is recommended that a beginner inform the administration about the results of the past day, problems, questions, comments and remarks. Such daily dialogues are conducted during the first week, then their frequency is reduced to weekly communication and as needed.

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4. Anchoring. Consolidation began with 2 - 3 weeks of work. At this time, the mentor moves away from the new employee, stimulating him to independent and autonomous work. The results of this work are constantly taken into account so that in the future it is possible to evaluate the effectiveness of adaptation. The mentor and administration noted any manifestations of socialization, activity, initiative and reactivity. 5. Assessment of the effectiveness of adaptation. The natural end of the adaptation period should be an assessment of its effectiveness. At this stage, the results of the employee's adaptation are assessed - both from the point of view of the effectiveness of its passage by the employee and the effectiveness of its implementation by the mentors. It is carried out as an employee's self-analysis (employee adaptation questionnaire) and based on the results of the "General assessment of an employee's adaptation by a mentor" questionnaire.

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Adaptation measures focused on the main types of industrial adaptation Types (aspects) of adaptation Adaptation measures Professional adaptation training in the workplace (mentoring); training outside the workplace (seminars, courses); Availability detailed description work, etc. Psychophysiological adaptation scientific organization workplace and workflow; industrial gymnastics (for example, eye gymnastics for specialists working with computers) Social and psychological adaptation - familiarizing the employee with traditions and norms of life; presentation to colleagues; participation in trainings, role-playing games; involvement in community work (for example, preparing a holiday); invitation of an employee to participate in extra-work activities Organizational and administrative adaptation familiarization with the history of the organization, explanation of the specifics organizational structure, acquaintance with the key procedures of the company. Often this information is provided in the form of printed materials (employee manual, regulations, standards) or video materials (film about the organization) Economic adaptation Explaining the specifics of payroll; familiarization with the provisions, standards on motivational programs of the organization Sanitary and hygienic adaptation - familiarization with the rules of the work schedule, the requirements for the organization of the working space, eating, etc.

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Employee adaptation questionnaire 1. How long does it take for you to master in a new place of work? (underline as required) Up to 1 working week Up to 3 working weeks Up to 1 month Not finished yet 2. What seemed to you the most difficult during this period (underline the necessary) Professional responsibilities Joining the team Working conditions Other 3. Why do you think it was difficult for you? 4. Have you solved your problems? If so, how? If not, why not? 5. In what cases (when) did difficult situations arise most often? 6. How long did you need the help of colleagues in your work? (underline necessary) Up to 1 working week Up to 3 working weeks Up to 1 month Still required after adaptation 7. During what period of your activity did you feel that you have mastered professional skills? (underline necessary) Up to 1 working week Up to 3 working weeks Up to 1 month Not yet mastered 8. What, in your opinion, would be especially helpful during the adaptation period? 9. Do you have conflicts? From time to time Rarely Do not visit With the manager With any of the colleagues

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10. Please rate your interest in further advancement within the team, professional growth: Very interesting While it is difficult to assess Not very interesting 11. To what extent are you satisfied with the following factors in our institution? 12. How often did you have to change your place of work? Never 1-2 times 3-4 times more than 5 times 9. Do you have conflicts? From time to time Rarely Do not visit With the manager With any of the colleagues Name production factor Satisfied Difficult to answer Unsatisfied Labor content Position held Correspondence of work to specialty Correspondence of qualifications to work Correspondence of the nature of work to my abilities and inclinations Availability of job promotion opportunities Opportunity to improve skills High degree of responsibility for the result of work Awareness about the affairs of the team Living conditions of work Organization of work Mode of work Help and support manager Relationship with line manager Relations with colleagues

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Questionnaire "General assessment of the adaptation of an employee by the mentor" Mentor (full name, position) ________________________ Date _____________ Adaptation (full name, position) __________________________________ Recommend (underline the necessary): Extension of the adaptation period Dismissal due to inconsistency with the position held Criterion Overall assessment Comments Learning (the ability to assimilate and apply maximum knowledge in the shortest possible time) Work planning (prioritizing work, order in documents, attention to detail) Scope of work (amount of completed and ongoing work, regardless of quality) Quality (thoroughness and accuracy in performance of work, regardless of the amount) Responsibility (performance of duties on time with a minimum of control) Initiative (speaking about problems, offers solutions) Independence (does not need strict control of the manager) Conflict (constructive perception of criticism, the ability to tactfully discuss an unpleasant question) Discipline ( with observance of the rules of the internal work schedule and the timing of work) Relations with others (easily makes contact, knows how to establish horizontal and vertical ties) Interest in work (sees prospects, opportunities for implementation, he likes the content of the work) Final assessment of the employee Final assessment of the department

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Adaptation is a process that seriously affects performance modern institution... A person is able to adapt to any conditions, another question is what efforts will be required from him. And if you provide assistance at a turning point for him, associated with changes in life, then gratitude will not keep you waiting in the form of productive work for the benefit of the institution's image.

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The presentation on the topic "Adaptation of a manager in a new team" can be downloaded absolutely free of charge on our website. Project subject: Economics. Colorful slides and illustrations will help you engage your classmates or audience. To view the content, use the player, or if you want to download the report, click on the corresponding text under the player. The presentation contains 26 slide (s).

Presentation slides

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Introduction Adaptation of a person to a new organization Role-based inclusion of a person in the organization Mastering new job and self-management Factors of professionalism Professional growth manager Adoption and implementation of new decisions to improve the adaptation of the manager Conclusion

Lesson plan

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A person's entry into an organization is always associated with problem solving. First, it is the adaptation of a person to a new environment. Secondly, it is a change in human behavior. Third, there is change and modification in the organization.

Introduction

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1. ADAPTATION OF A MAN TO A NEW ORGANIZATION

Adaptation is the process of familiarizing an employee with a new organization and changing his behavior in accordance with the requirements of the new company. The main goal of employee adaptation is to achieve compatibility between the requirements of the organization and the employee.

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Direction of adaptation

Primary adaptation

The process of adaptation of employees with professional experience, but changing the object of activity or their professional role

Secondary adaptation

The adaptation process of young employees with no professional experience (graduates of educational institutions)

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Saving time for the supervisor and colleagues to assist in the process of fulfilling the job duties of a new employee

The main tasks of adaptation

Reduced anxiety and uncertainty experienced by a new employee

Developing a positive attitude towards work and realism in expectations

Reduced employee turnover

Reduction of initial costs due to lower performance of a new employee due to ignorance of the standards and specifics of the work entrusted to him

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Adaptation process

Assessment of the preparedness level of a new employee - development of the most effective adaptation program

functioning - the gradual overcoming of production and interpersonal problems and the transition to stable work

effective adaptation - adaptation of a beginner to status, inclusion in interpersonal relationships with colleagues

Orientation - acquaintance of a new employee with his duties and the requirements imposed on him by the organization

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Human behavior in the organization

Values ​​and norms of behavior are fully accepted - committed and disciplined member of the organization

The person does not accept the values ​​of the organization - the opportunist

A person accepts the values ​​of the organization, but does not accept the forms of behavior existing in it - original

The individual does not accept either the norms of behavior or the values ​​of the organization - a rebel

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human interaction with the organizational environment

organization of individuals

2. ROLE HUMAN INCLUSION IN THE ORGANIZATION

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The organization expects a person to manifest themselves as:

specialist in a specific field with knowledge and qualifications; a person with personal and moral qualities; a member of the organization who is able to maintain good relationships with colleagues; an employee seeking to improve his performance skills; a person dedicated to the organization and ready to defend its interests

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Self-management (self-government) - independence and personal control of oneself. The goal of self-management is to temporarily secure the relationship, either "mutual assistance in conditions of interdependence" or "help without dependence." Goal setting is a temporary process, since during the course of the enterprise it may become clear that certain parameters have changed, which leads to the need to change the goal.

3. Mastering a new job and self-management

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A ten-day plan is a more detailed, accurate forecast of the upcoming period. The "day plan" is the last and at the same time the most important step in the time planning system, the concrete embodiment (implementation) of the goals set. The time diary is the most important working tool for self-management.

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Delegation is the transfer of tasks to your subordinate from the area of ​​activity of the manager himself.

2. Implementation and organization - drawing up the daily routine and organizing the work process in order to achieve the set goals.

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1. The use of duty-based power. 2. The use of power based on the perceived trend. 3. The use of power based on identification with the leader. 4. Using power based on the concept of addiction. 5. The use of power based on coercion and on the idea of ​​dependence. 6. Using persuasion. 7. Combination of different methods

Methods used in face-to-face communication:

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correction for established deviations

comparison of the planned with the achieved

understanding physical condition

Control covers three tasks

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4. FACTORS OF PROFESSIONALISM

deep knowledge in the organization of production, economics, finance and their industry

knowledge in the field of human relations, allowing you to successfully work with people, to achieve their interest in increasing economic results activities of the enterprise

entrepreneurial spirit (the ability to achieve specific economic and social goals through finding and implementing non-standard solutions);

innovation, ingenuity

assertiveness, courage, dedication

don't do it all yourself; do not consider yourself better than others; do not take on everything at once; do not put off until tomorrow what can be done today; clearly delineate the functions of employees, define specific tasks and responsibilities; do not pass on your own omissions in work to others

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Basic rules for effective leadership:

Think carefully about the goals and objectives that you set. Focus on one thing. Consider your capabilities and the capabilities of your employees

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A manager is a professional in organizing and managing production, sales and service, with administrative and economic independence. Managers are conventionally divided into three main groups: the highest level - CEOs, directors, members of the board of the enterprise; middle link - heads of departments; the lowest level - the heads of sectors, groups.

5. PROFESSIONAL GROWTH OF A MANAGER

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planning the activities of subordinates; organization production process; staff labor motivation; control over the rational use of resources and compliance with safety regulations; collection, analysis and presentation to the higher management of information on the results of the current activities of the unit.

ability to think analytically; be flexible; the ability to quickly perceive and timely implement new ideas; be able to see the problem and use latest techniques and technical means its decisions;

determine the main direction of the enterprise, goals and objectives; maintain contacts with federal, regional and local authorities, banks, suppliers of raw materials; implement programs and work plans; control over the work of subordinates; the ability to select and place personnel (middle and lower managers)

lower secondary higher

3 links of management

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6. ADOPTION AND IMPLEMENTATION OF NEW DECISIONS TO IMPROVE THE ADAPTATION OF THE MANAGER

At the stage of a new employee entering the organizational environment, the organization must simultaneously solve three problems: to destroy the old behavioral norms of the incoming person; his interest in work in the organization; instill in him a new standard of behavior.

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Personnel adaptation

Personnel adaptation is one of the most important areas of personnel work. Adaptation is the process of adapting or changing the employee's own behavior in the new professional, social or economic working conditions at the enterprise (in the organization).

Adaptation is one of the constituent parts of personnel management. In order to overcome the difficulties that arise, as well as to increase the efficiency of the adaptation process, a personnel adaptation system is being created in companies. This system includes a set of measures that allow the employee to reach the required level of productivity with minimal losses for himself and the company.

The availability of the adaptation system gives the company the following advantages: Increase of the employee's work efficiency, acceleration of the process of the employee reaching the required level of productivity; Building or maintaining positive relationships in the team; Preventing serious mistakes that new hires could make; Reducing the time spent by experienced workers to assist a new employee in the process of performing their job duties; Minimization of staff turnover.

The presence of the adaptation system gives the employees the following advantages: Building relationships in the team; Rapid infusion into the workflow and acquisition of new skills and knowledge; Reduction of anxiety and uncertainty in front of complaints from management related to the inability to complete assigned tasks as quickly as other employees; Comparison of the expected working conditions of the employee with his real activities; Reducing the employee's fear of being fired during the probationary period.

Types of adaptation Economic Professional Social adaptation adaptation psychological adaptation Sanitary and hygienic Psychophysiological adaptation adaptation Organizational and administrative adaptation

Professional adaptation Improvement professional skills on the basis of additional mastering of knowledge and skills, the formation of professionally necessary personal qualities, a positive attitude towards their work. Adaptation measures: on-the-job training (mentoring); training outside the workplace (seminars, courses); availability of a detailed job description, etc.

Psychophysiological adaptation Mastering the totality of all conditions that have different psychophysiological effects on the employee during work. Such conditions are physical and mental stress, the level of monotony of work, sanitary and hygienic standards of the production environment, the rhythm of work, the convenience of the workplace, external factors impact (noise, illumination, vibration, etc.). Climate adaptation is a component of psychophysiological adaptation. Its essence lies in the adaptation of the employee to the ecological environment of the enterprise and the region in which it is located (humidity, temperature, time zone, etc.). Adaptation measures: scientific organization of the workplace and work process; industrial gymnastics (for example, eye gymnastics for a computer operator).

Socio-psychological adaptation Adaptation of the employee to the leader, the team of the unit and the organization, the inclusion of the employee in the system of relations between the team with its traditions, norms of life, value orientations. The socio-psychological component is cultural and everyday adaptation, which consists in mastering the characteristics of an organization, its way of life, traditions of spending free time in a team. Adaptation measures: familiarization of the employee with traditions, norms of life; presentation to colleagues; participation in trainings, role-playing games; engaging in community work (for example, preparing a corporate event); invitation of an employee to participate in extra-work activities.

Organizational and administrative adaptation The employee's assimilation of the features of the organizational mechanism of management, understanding of the place and role of his unit and position in the general system of goals and organizational structure. An important and specific aspect of organizational and administrative adaptation is the employee's readiness to perceive and implement innovations (of a technical or organizational nature). Adaptation activities: familiarization with the history of the organization, clients and partners, key procedures of the company; clarification of the specifics of the organizational structure, familiarity with the key procedures of the company. Often this information is provided in the form of printed materials (employee manual, regulations, standards) or video materials (film about the organization)

Economic adaptation Acquaintance with the economic mechanism of managing the organization, the system of economic incentives and motives, getting used to the new conditions of wages and various payments. Adaptation measures: clarification of the specifics of payroll; familiarization with the provisions, standards of the organization's motivational programs.

Sanitary and hygienic adaptation The mastering by the employee of the requirements of labor, production and technological discipline, labor regulations, sanitary and hygienic standards. Adaptation measures: familiarization with the labor regulations, the requirements for the organization of the workspace, eating, smoke breaks.

The presentation was prepared by: Student of group 10 TsZhU1 Balashova E.V.

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EMPLOYEE ADAPTATION PROGRAM TO A NEW JOB

Adaptation is a process and result of an employee's successful adaptation to working conditions at a new workplace. Adaptation (from Lat. Adapto - I adapt) is the process of adaptation to changing environmental conditions.

MAIN SECTIONS OF THE NEW EMPLOYEE ADAPTATION PROGRAM General understanding of the medical institution. Acquaintance with the unit. Job duties and responsibilities of the employee. Information about labor remuneration. Occupational safety issues. Social service and protection.

GENERAL PERSPECTION OF THE ORGANIZATION Objectives of the organization. History. The specifics of the medical services provided. Organizational structure.

2. INTRODUCING THE DEPARTMENT: getting to know regulatory documents whose requirements are directly related to this specialist; introduction of a new specialist to the team; spatial acquaintance with the unit; familiarization with the procedure for obtaining medicines, medical products, means individual protection, household supplies.

3. EMPLOYEE DUTIES AND RESPONSIBILITIES Detailed description of daily duties. Difficulties and errors that may arise in the course of work and an approximate algorithm for their solution. Work schedule, working hours, time for breaks. Replacements in case of illness, vacation. Rules of conduct in the workplace. Rules for working with medical devices and equipment.

4. PAYMENT FOR LABOR Information about wages... The system of material and non-material incentives. Additional payments. Payment for sick leave, vacation.

five . ISSUES OF LABOR PROTECTION IN THE WORKPLACE Rules and norms of labor safety. Harmful and dangerous factors and protective measures against them. Rules of conduct in emergency and emergency situations.

6. SOCIAL SERVICE, SOCIAL PROTECTION Insurance against industrial accidents. Payment of benefits. Social service.

Summing up the adaptation

Duration of adaptation of an employee to a new workplace With the correct application of the adaptation program by the management In the absence of a special adaptation program 3 - 6 months 1 - 1.5 years

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