Основы управления персоналом (на английском языке). Учебное пособие

when he begins to reveal his abilities and show character traits when his values and principles are clear.

About the new man in the work collective, they judge by the fact that he is principled, believes in what, and what is skeptical about. Under the principles of management relating to an individual, one understands the stable form of the manifestation of a system of values and the embodiment of beliefs in the form of certain standards of behavior.

Successful work of a new employee will be possible when the conditions are met, which are created mainly by leadership:

♦satisfaction with work and level of compensation for it;

♦enthusiasm for the work process;

♦the availability of prospects for professional growth and advancement;

♦the state of the workplace;

♦the possibility of quality rest;

♦schedule of work;

♦maintaining a sense of loyalty to their team, etc.

For some time, the "newbie", for objective reasons, can not work at full strength, in other words, to bring the company that benefit and profit, which is potentially capable of. In such companies, it is considered important to help a person during the adaptation period because, the shorter the adaptation period, the less losses the company will have. That's how newcomers get accustomed to the company, it quickly becomes known in the competitive market. Negative information ultimately beats the corporate image.

In itself, an appointment to a position is not a guarantee of a successful career. Errors can not be avoided, especially at the beginning. It is common knowledge that only those who do nothing do not commit errors.

Adaptation of new employees is an indispensable process, without which all efforts to recruit and hire a specialist can go wrong.

Obviously, such a system should exist in most companies. Otherwise, she will spend much more money on the constant search for new employees.

After all, it is important not only to select the right specialist, but also painlessly - both for the person himself and for the company - to introduce him into the company's inner world. Probably, there are systems of adaptation, according to which the new employee is "thrown into the water" and look, he will float or not.

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If he survives, they take him to his community. This way also has the right to exist, if the company realizes that this is not an irresponsible approach, that it acts purposefully, wanting to check the behavior of a person in extreme situations.

This may be due to the specifics of their business. But for most firms such personnel policy is not applicable. For the system to work, it is not enough to conduct several procedures and introduce a new employee to the team.

By the term "adaptation" means imply a number of clear and targeted activities that require minimum time and maximum in efficiency, rather than an endless psychological testing and filling out questionnaires.

A large load in the adaptation should lie on the head of the unit, where the newcomer works. When assigning a task, he should stake on the development of the system of relations between the new employee and his colleagues, to whom he could apply for the information necessary for him to work effectively.

Lack of adequate information leads to the fact that a new employee takes much more time to perform a task than when he receives from colleagues information on how the company usually resolves such issues. Colleagues can help quickly and effectively understand what is really important and what is not.

Also, the establishment of relations with employees allows new employees to feel their involvement in the company and at the end of the trial period make a decision - it is interesting for him to continue cooperation or not.

As a rule, it is customary to consider professional adaptation as a process of involving an employee in labor within a profession, while assuming that it is included in the production process, assimilating working conditions and achieving efficiency under these conditions. However, it is not necessary to believe that adaptation implies exclusively mastering a specialty.

In addition to all of the above, this process involves the adaptation of a new employee to the already established norms of behavior in the collective of the enterprise, the establishment of confidential relations with the team, which will increase the efficiency of work, and so on.

There are certain goals and objectives for staff adaptation. The following objectives of staff adaptation can be identified.

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It is very important to form a positive attitude towards the organization and dedication to its traditions, since the first days of work of a beginner are the most favorable in this respect.

Attraction of already working employees to work on the adaptation of new personnel allows to increase their involvement in the life of the collective, corporate culture of the organization, to reveal talents and abilities.

Assisting the employee in the process of adaptation, the manager, the HR manager has the opportunity to strengthen the organization's image as the best place to work, supporting the employee's decision to work in the company. Moreover, the new employee can share information about the best work practices in his previous organization and the most valuable employees as a source for headhunting ("bounty hunting").

The most important characteristics of adaptation:

1) adaptation is a process. This means that it takes a certain period of a worker's life - from several months to several years;

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2)adaptation arises from contradictions, the essence of which lies in the fact that the role, the status of a person, his duties and opportunities, relations with other people, norms and values of the team change. In this case, a person "either as a person or as a biological structure, or both, in order to ensure his existence, must change his state in such a way that a new state of dynamic equilibrium arises that is adequate to the new conditions";

3)adaptation is a forced process, since the subject adapts to the conditions of the environment not on his own, but on necessity;

4)Adaptation is a two-way process that involves both changing a person by himself under the influence of a new reality, and transforming environmental conditions depending on one's own needs.

5)adaptation is a subjective process: according to the theory of reflection, the subject acts in accordance with his own vision of the world picture. Consequently, two different people in the same situation can behave radically opposite, as a result of which the various elements of the organization's adaptation system, as well as all kinds of incentives and motivators, can bring both positive and negative results;

6)adaptation is an ongoing process; it is never complete, because the environmental conditions are constantly changing. In the opinion of T.I. Vershinin, "adaptation can be limiting only if the worker is fully identified and his workplace is occupied."

In accordance with this, the adaptation of new employees in the organization is a holistic, dynamic, continuous, relatively stable process whose characteristics are:

- transformation of the individual by himself and the environment;

- maintaining stability and balance, as well as opportunities to realize the needs of staff;

- resolution of possible contradictions between the company and employees.

Thus, adaptation is a special form of interaction between subjects and the environment, which consists in the inclusion of workers in a new industrial environment and social community, the assimilation of production conditions and norms of labor activity and the impact on the environment.

As part of the "adaptation of personnel" is to understand that people will always strive for the standard, but not always be able to achieve it. Similarly,

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it is necessary to perceive new employees. No matter how they try to accelerate integration into the collective and the work process, the adaptation period will still take place.

5.2. Basic forms and forms of adaptation

For a new employee, adaptation is a responsible and often painful period of getting used to a new place of work, new colleagues and even new responsibilities. In other words, adaptation is a technique whose main task is to effectively involve a new member of the team in the processes occurring in the company, and prepare in time a loyal employee with an emphasis on the knowledge and skills necessary for successful work.

There are several classifications of adaptation types. From the point of view of experience, adaptive staff can identify the following types of adaptation.

Psychological (psychophysiological). The mode and rhythm of the working process, working conditions, workplace, physical and psychological stress are moments related to immediate addiction. After all, for a beginner it is very important to be successful in a new place, and everyone needs a different time for psychological adaptation.

Social. When moving to another company, the employee re-creates relations with colleagues in a new way. Particularly hard for a person if he changes his social status when moving to a more responsible job or managerial position (new corporate values and traditions, organizational culture of the company, new relationships in the team, order of internal communication, accepted norms and standards of behavior, ways of interaction).

Professional. It implies the implementation of professional skills and skills in a new place, as well as ways to improve skills, criteria for the effectiveness of labor evaluation, the order of performance of functional duties.

Organizational. The status and importance of the position in the hierarchical structure of the company, the role of the structural unit in the overall functional system, corporate governance mechanisms in the enterprise, the position of the company in the market.

Psychologists noted that the full "infusion" of the employee into the life of the organization occurs in 10-12 months. The most difficult in the process

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of adaptation are the first 2-3 months, which coincide with the period of the probationary period, during which the professional and personal qualities of the employee are subjected to close attention and evaluation both from the leader and from the colleagues. A clear adaptation procedure in force at the company makes it possible to significantly shorten the term for the final "acclimatization" of newcomers (up to 3-6 months).

The main stages of the adaptation of the staff begin to form outside the company's walls. For example, recruiting a person for work is already the beginning of a movement towards each other between the employee and the employer. The leader tries to choose a member of the team, based on his ideas about his professional and personal qualities. In this case, the applicant also determines the employer, and this choice, as a rule, is based on the desire to work at this enterprise.

There are the following forms of staff adaptation:

The probationary period is the main period of adaptation of the new employee of the organization. The clause on probation is included in the contract under the following conditions:

•this period is necessary in connection with the specific features of the

work;

•the need to "look at" the new employee and the hidden qualities;

•the employee accepted does not fully meet the requirements for an "ideal" employee;

•this is consistent with the current labor legislation;

•the set deadline is sufficient for mastering the working skills;

•systematic monitoring of the performance of work and regular assistance (feedback to the employee);

•At the end of this period, the employee will be notified of his compliance or non-compliance with the occupied workplace.

The general scheme of work with young specialists in the enterprise is as follows:

1. Passage of production and functional practice in the business units 2. Recruitment of a young specialist to the personnel department

3. Interview with the Deputy Head of Personnel and the Chairman of the Council of Young Specialists

4. Social adaptation of a young specialist (1-3 months).

For graduates of universities - order for internship, meeting with the head of the internship, drafting and approving an individual adaptation plan

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For graduates of technical schools - an order for mentoring, meeting with mentors and preparing an adaptation plan in the workplace

5. Professional adaptation in the workplace (up to 3 years) Internship for a year, mentoring

Drawing up an Internship Report

Consideration and adoption of the decision of the commission after the completion of the internship

Performance of tasks of the head in the workplace

Participation in scientific and technical councils and conferences Participation in rationalization and inventive work

6.Improvement of business qualification (courses - IPK, school of managers, courses of innovators)

7.Analysis of professional adaptation and inclusion in the reserve Assessment of the specialist's potential

Evaluation of individual contribution Entry into the work collective Possibility of professional promotion

Young specialists, who have shown themselves well in practical work,

are the main source of replenishment of the personnel reserve for promotion. The following ways of promoting a young specialist are possible: an employee grows as a specialist, consistently raising and deepening his knowledge of his chosen specialty; the employee at a certain stage of his activity as a specialist can assume the performance of a number of administrative functions, thus moving to a group of leaders at the lower level; the young specialist is moving along the hierarchy of posts of line managers of production (master, senior master, head of the plot).

For successful organizational and professional adaptation in the company it is expedient to create and develop an institute of mentoring. A mentor can be either a line manager or an experienced employee of this unit who has established himself as an "assistant". The choice of mentors should be approached very carefully (as a rule, recommendations - who to attract - the line manager gives), they need to be purposefully trained and competently stimulated.

5.3. Methods of adaptation of personnel

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Methods of personnel adaptation are those that allow the employee to become a full-fledged part of the collective and the production process, fulfill his duties efficiently, make no mistakes, do not worry about his new environment, new duties.

The methods of adaptation of staff included in the adaptation system that exists in each company can be very different. It is possible to divide the methods of adaptation of personnel into three groups: economic, organizational, administrative and socio-psychological methods.

Economic methods for the adaptation of personnel involve the provision in the first months of a new employee of certain benefits: a reduced rate of production for workers or reduced requirements for specialists and managers. Organizational and administrative methods of staff adaptation are necessary to monitor the progress of the employee's adaptation. Socio-psychological methods of staff adaptation contribute to the rapid inclusion of a new employee in the team and induction.

The most common methods for the adaptation of personnel in Russia are instruction in the workplace, mentoring, in-service training and separation from production.

There is no single methodology for the adaptation of personnel. It is important to understand that everything will depend on the situation and on the introductory parameters of a particular organization, on the methods used by management.

However, in any scenario, staff adaptation should be based on the mutual interest of the employee and the employer. Also, the staff entry system must be comprehensive and targeted.

1. The method of unformalized escort.

During the application of this methodology, the effectiveness of the adaptation of staff increases only if certain measures are implemented aimed at a specific goal.

Within the framework of this method of staff adaptation, it is assumed that the employee is in charge, which entails some temporary losses. When a staff adaptation plan is drawn up, the personnel manager must clearly calculate the time costs that will be required to implement it. At the same time, every aspect of the introduction of a new employee is taken into account

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within the framework of a material incentive system. A personnel officer is obliged to introduce the beginner to the rest of the workers and the basic nuances of the work.

2. The method of conducting events.

The Human Resources Manager organizes various corporate parties where the new employee personally gets acquainted with the rest of the staff. This adaptation facilitates relations within the collective. When some time passes after the arrival of a new employee, an after-hours campaign is usually arranged in the restaurant or a feast in honor of the organization's birthday.

If the enterprise is very large, then a small event can be organized for certain departments. At the same time, before visiting the corporate, the manager should give the recruit some recommendations: what clothes to choose, whether humor is appropriate; How to choose a conversation topic and start a conversation; is it worth it to say a toast at a particular event.

If a company makes a self-presentation, then it is necessary to help a new employee in its organization. Plus, you need to give him advice, with whom he should talk during the holiday.

Adaptation of a new employee to the organization's personnel can be carried out as part of an event timed to the closure of the quarter or to the achievement of any indicators in a given month. It is important to remember that before a corporation it is necessary to introduce the novice in advance to the rest of the staff. Otherwise, a new employee will experience stress only instead of enjoying the holiday.

3. The method of corporate PR

This method involves the compilation of a specific directory, which lists the basic rules of conduct in the workforce. Each organization makes up its own individual list, which is based on the characteristics of its activities and the established model of staff behavior. This list can include a dress code, a mode of operation with indication of breaks, a schedule for the design of the workplace, and so on.

4. Team training

This method is not used as often as others. For example, if the staff has long been a close-knit team, then when a newcomer comes in - a professional in his field, the attitude of the other employees is clearly negative.

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