Personnel adaptation department. Management of professional adaptation of employees. achieving the required level of interaction with the team

Introduction

1. Theoretical basis personnel adaptation management

1.1 The essence of adaptation

1.2 Personnel adaptation management system

1.3 Experience of foreign and Russian companies on staff adaptation

2. Management of the personnel adaptation system at JSC "ZMA"

2.1 general characteristics JSC "ZMA"

2.2 Personnel management system at JSC "ZMA"

2.3 Management of the personnel adaptation system at JSC "ZMA"

Conclusion

List of used literature

Introduction

The adaptation of personnel in an organization is a necessary link in personnel management. Indeed, becoming an employee of a specific enterprise, a newcomer is faced with the need to accept organizational requirements: work and rest, positions, job descriptions, orders, orders of the administration, etc. He also accepts a set of socio-economic conditions provided to him by the enterprise. He is forced to re-evaluate his views, habits, correlate them with the norms and rules of behavior accepted in the team, enshrined in traditions, and develop an appropriate line of behavior.

Unfortunately, the importance of measures for the adaptation of workers in our country is not taken seriously enough. personnel services over a long period. Until now, many state enterprises and commercial organizations do not even have basic adaptation programs. Meanwhile, in the conditions of the introduction of a new management mechanism, the transition to self-financing, self-financing and self-sufficiency, which is accompanied by a significant release and, consequently, a redistribution of labor, an increase in the number of workers forced either to master new professions or to change their own workplace and the collective, the importance of the problem of adaptation increases even more.

Implementation of an adaptation management system in an enterprise is a rather difficult task, but it determines the solution of such important tasks for an enterprise as: reducing start-up costs, reducing staff turnover; the fastest possible achievement of performance indicators acceptable to the organization - the employer; the employee's entry into the work collective, into its informal structure and the feeling of being a member of the team; reducing the anxiety and uncertainty experienced by the new employee. Anxiety and uncertainty in this case means a fear of failure at work and incomplete orientation in the work situation. This is a normal fear of the new and the unknown, saving time for the line manager and ordinary workers, developing a new employee's job satisfaction, a positive attitude towards work and realism in expectations.

The adaptation system is designed to solve the above problems.

In this regard, it is relevant to define the essence of adaptation, describe it as a system, determine directions, stages, study indicators for assessing the state of adaptation work, and develop adaptation programs.

The problem of personnel adaptation at the enterprise and its influence on the efficiency of personnel work in various aspects was considered in scientific publications by Arkhipov N.I., Bazarov T.Yu., Vesnin V.R., Volin V.A., Dyatlova V.A., Eremina B.L., Ignatieva A.V., Kibanova A.Ya., Kokhanova E.F., Kuznetsova Yu.V., Maksimtsova M.M., Maslova E.V., Meskona M.Kh., Odegova Yu. G., Pleshina I.Yu., Podlesnykh V.I., Samygina S.I., Suldina G.A., Stolyarenko L.D., Travina V.V., Khedouri F., and other authors.

The purpose of the study is to develop ways to improve the system of adaptation of personnel at the enterprise.

Within the framework of this goal, the following tasks are set:

Determine the essence and goals of adaptation;

Determine the components of the employee adaptation management system at the enterprise;

Study of the peculiarities of personnel adaptation management;

Studying the experience of foreign and Russian companies in personnel adaptation;

Study the personnel management system at JSC "ZMA";

Analyze the personnel adaptation system at JSC "ZMA".

Subject thesis is a personnel adaptation system.

The object of the thesis is the personnel adaptation system at JSC ZMA.

The first chapter describes the theoretical foundations of personnel adaptation management, gives the definition of adaptation, its classification, aspects, personnel adaptation management system; the experience of foreign and Russian companies on this issue is investigated; examines methods for evaluating adaptation work.

The second chapter analyzes the management of the personnel adaptation system at JSC ZMA. For this, the personnel management system as a whole is being studied, since the adaptation system is its component. The existing program of personnel adaptation is analyzed. The assessment of the state of work on adaptation at JSC "ZMA" during the assessment, which used the data of monitoring studies of adapters and retired workers, is given.

1. Theoretical foundations of personnel adaptation management

Modern organizations in which the business of management is well-placed believe that recruiting the right people is just the beginning.

One of the problems of working with personnel in an organization when attracting personnel is the management of labor adaptation. In the course of interaction between the employee and the organization, their mutual adaptation takes place, the basis of which is the gradual entry of employees into new professional and socio-economic working conditions.

The term "adaptation" 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 areas of application: social activities is not limited to production, but production - includes technical, biological, and social aspects.

Social adaptation - (from Lat. Adapto - I adapt and socialis - environment) - 1) a constant process of active adaptation of the individual to the conditions of the social environment; 2) the result of this process. The ratio of these components, which determines the nature of behavior, depends on the goals and value orientations of the individual, the possibilities of achieving them in the social environment. Despite the continuous nature of social adaptation, it is usually associated with periods of cardinal change in the activity of the individual and his social environment.

In foreign psychology, the non-behaviourist definition of adaptation, which is used, for example, in the works of G. Eysenck and his followers, has gained considerable acceptance. They define adaptation in two ways: a) as a state in which the needs of the individual, on the one hand, and the requirements of the environment, on the other, are fully satisfied. It is a state of harmony between the individual and nature or social environment; b) the process by which this harmonious state is achieved.

Thus, adaptation is the mutual adaptation of the employee and the organization, based on the gradual development of the employee in the new professional, social, organizational and economic working conditions.

The most important components of an employee's adaptation are the coordination of the employee's self-assessments and claims with his capabilities, on the one hand, on the other hand, the reality of the production environment in which he adapts. Here contradictions are possible, on the depth and solvability of which the success of adaptation depends.

The adaptation of an employee in an organization is a multifaceted process of his adaptation to the content and conditions of work, to the immediate social environment, to improve the business and personal qualities of the employee. This is a process that requires both the employee and the team to be mutually active and interested in each other.

A newly hired employee is included in the system of intra-organizational relations, taking several positions in it at the same time. Each position corresponds to a set of requirements, norms, rules of conduct that determine social role a person in a team as an employee, colleague, subordinate, leader, member of a collective management body, public organization etc. A person occupying each of these positions is expected to behave accordingly. When entering a job in a particular organization, a person has certain goals, needs, and norms of behavior. In accordance with them, the employee makes certain requirements for the organization: for working conditions and his motivation.

Among the main goals of adaptation of new employees are usually the following:

Possibly faster achievement of performance that is acceptable to the employing organization.

Reduced start-up costs. A new employee does not always know the job and how the organization works. As long as he is less efficient than experienced employees, his job requires higher costs from the organization. Effective onboarding reduces these start-up costs and enables the new employee to reach established performance standards more quickly.

The employee's entry into the work collective, into its informal structure and the feeling of being a member of the team.

Reduced anxiety and uncertainty experienced by the new employee. Anxiety and uncertainty in this case means a fear of failure at work and incomplete orientation in the work situation. This is a normal fear of the new and the unknown.

Reduced staff turnover among new employees. If employees have not been able to get used to the organization in a timely manner, then they can respond to this by dismissal.

Saving time of the direct supervisor and ordinary workers. An employee who has not adapted enough to work in the organization requires significantly more time to help in the process of fulfilling the duties assigned to him.

Introduction

Adaptation is one of the elements of the enterprise personnel management system. Despite this, the adaptation measures in the company are sometimes given a minimum of attention, since the time and organizational resources of the personnel service are invested in the development of assessment and training systems.

Often, organizations use only certain elements of adaptation, for example, they conduct introductory courses for newcomers or issue an Employee's Book to everyone who comes (see Appendix 1). But in order for the activities to be effective, a systematic approach to the adaptation of new employees is required. The lack of consistency can lead to a decrease in the effectiveness of other HR-service projects aimed at forming an employer's brand, developing a corporate culture.

In a survey conducted by one of the Russian business publications, 8% of respondents said that their companies are not making any efforts to adapt newcomers, and 12% - that management is just starting to think about it. The majority - 80% of companies - consider the function of personnel adaptation as necessary for a successful business.

The purpose of the work is to improve (develop) elements of the management system for the adaptation of new ones at MTS OJSC.

Explore theoretical aspects labor adaptation of new employees;

Investigate the system of labor adaptation of new employees at MTS OJSC;

CHAPTER 1. THEORETICAL BASIS OF LABOR ADAPTATION MANAGEMENT

Labor adaptation: concept, goals and stages. Types of labor adaptation

Adaptation (from Latin adaptio - adaptation) is the process of familiarizing an employee with new organization and changing his behavior in accordance with the requirements and rules of the corporate culture of the new company.

In the very general view adaptation - "the process of adaptation of an employee to the conditions of the 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.

You can give the definition of 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 purpose of the adaptation system is to reduce the costs of the organization, which occurs due to the factors indicated below.

Acceleration of the process of entering a new employee into the position;

Reducing employee turnover.

The adaptation process is traditionally divided into four stages.

1. Assessment of the level of preparedness of the new employee. At this stage, the identification of situations unusual for the employee and options for solving the usual tasks for the employee takes place.

2. Orientation. At this stage there is a practical acquaintance of the new employee with his duties and requirements imposed on him by the organization.

3. Effective adaptation. At this stage, the beginner adapts to his new position and is widely involved in interpersonal relationships with colleagues.

4. Functioning. At the final stage of adaptation, the employee overcomes production and interpersonal problems and moves on to stable work.

Coming to an organization, a person must inevitably sacrifice something for the sake of its interests; he is not indifferent to what, when and to what extent he should do, in what conditions to work, with whom and how long to contact, what the organization will give him, etc. attitude towards her and contribution to her activities.

Factors influencing the adaptation of personnel are understood as "a set of conditions and circumstances that determine the pace, result, level and sustainability of adaptation."

In accordance with the definition, adaptation factors are classified:

By the degree of dependence on general social conditions (general and specific);

By the level and degree of controllability (macrofactors and microfactors);

By the frequency of distribution of factorial signs (more common and less common);

According to the degree of importance for the employee - the main (dominant) and non-main (non-dominant)

1.2 Managing onboarding personnel in an organization

The process of mutual adaptation of an employee and an organization, based on the acceptance or rejection of the first new professional and organizational working conditions, should be associated with both strategic planning in the organization and with existing programs for employee motivation, personnel assessment and development and, of course, with the existing corporate company culture.

It is the lack of attention of the HR service to this function, the lack of clearly regulated procedures for the adaptation of new employees that entails the lack of workability of a new employee in the team, his departure or dismissal at the initiative of the administration. Accordingly, the effectiveness of measures to staff the organization with personnel decreases, and the effectiveness of the organization as a whole decreases.

At all stages of adaptation, it is possible to have a managerial influence on its course. The controlled course of adaptation leads to a progressive result.

Adaptation management is a process of active influence on the factors that determine its development and allow to reduce adverse consequences. The main task of personnel adaptation management is to eliminate the causes and reduce the negative aspects that inevitably arise when the employee adapts to the conditions of the new external and internal environment.

The technology of effective management of the adaptation process involves the compilation of an appropriate algorithm, the determination of methods and methods of influencing the adaptation process, qualitative and quantitative indicators that allow you to control the adaptation process of a new employee.

The speed and level of adaptation of workers are judged by objective and subjective indicators.

Objective indicators of the general adaptability of an employee are indicators of the effectiveness of his labor activity, and his activity in various spheres of life. An objective indicator of professional adaptation is the compliance of qualifications with the requirements of the workplace. For socio-psychological adaptation - this is participation in the life of the team, the socio-psychological position in it, for psychophysiological - the degree of fatigue.

Subjective indicators of general adaptability are willingness or unwillingness to continue working in a given organization, general job satisfaction.

The source of information on the indicators of adaptation is the documentation and survey results of both the adapters themselves and their immediate supervisors.

Thus, the objective and subjective aspects of adaptation are interrelated, although they characterize its differing aspects.

Adaptation management involves the implementation of a system of measures aimed at accelerating the adaptation of new employees. There are a number of factors that the organization cannot influence. These are such personal factors as gender, age, marital status, plans for the future, norms and values of a young worker, and sometimes his expectations. But it does not follow from this that information about trends, the nature of the influence of these factors on adaptation is not needed.

In connection with the growing role of secondary adaptation, the importance of such a production factor as the organization of systematic advanced training, as well as personnel training, is increasing. To manage adaptation, it is necessary to control the extent to which a particular employee adapts, to regularly receive adaptation parameters, since only under this condition can the entire system of measures be effectively operated. Only the implementation of a holistic system of measures that are constantly in effect can successfully manage the adaptation process.

Managing the adaptation process involves a number of steps:

clarification and concretization of the goals of adaptation in the organization of new employees or transferred to another position;

identification of a set of factors influencing adaptation, analysis of the significance of each of them;

development of objective and subjective criteria for the adaptation of new employees;

development of methods for assessing the success of the adaptation process (both for individual employees and different professional groups);

making the necessary adjustments to the adaptation of new employees.

As domestic psychologists have established, rational, strong and at the same time sufficiently conscious skills are better formed in new workers in those cases if the following conditions are taken into account.

First, the incentive and interest in work, which increases the effectiveness of the exercise. Young workers need to know exactly what quality and quantity results they need to achieve. To this end, it is necessary to conduct timely, clear instruction, as well as to properly organize rationing and labor planning.

Secondly, good work requires control: preliminary, in the process of work and at the end of it. With properly organized control, the attention of young workers will be focused on how to perform the techniques without mistakes.

Thirdly, from the very beginning, young workers should focus not so much on pace as on quality. The pace should increase after the operation is well learned and accurately performed. But the pace should be quite energetic from the very beginning, but not to the detriment of product quality.

Fourth, exercise should be systematic and continuous. A break in exercises for a more or less significant time can lead to a noticeable weakening and even loss of the acquired skill.

Fifthly, in the process of exercises there is a restructuring of the skill, its improvement, hence the need to form in young workers the desire to improve their work, to increase its pace and quality, introducing a rationalizing grain into it.

Adaptation of an employee in production, effective management of this process requires a large organizational work... Therefore, many enterprises in the country are creating specialized services adaptation of personnel.

However, organizationally, this is done in different ways: depending on the number of staff of the enterprise, the structure of enterprise management, the availability and organization of the personnel management system, the focus of the enterprise administration on solving social problems in the field of production management and other issues.

The adaptation services of an employee can act as independent structural divisions (department, laboratory) or be part of other functional divisions (like bureau, group and individual employees) - in the personnel department, sociological laboratory, labor department and wages etc. Sometimes the position of adaptation specialist is introduced in staffing table workshop management structures... It is important that the onboarding service is an integral part common systems, personnel management at the enterprise.

Labor adaptation of personnel- mutual adaptation of the employee and the organization, based on the gradual inclusion of the employee in the production process in new professional, psychophysiological, socio-psychological, organizational and administrative, economic, sanitary and hygienic and household and leisure activities.

In terms of functioning the role of adaptation increases... At the same time, it is necessary to carefully study the experience of foreign firms that pay increased attention to the adaptation of young workers. This category of personnel needs special care from the administration of organizations.

Most often professional adaptation is considered as the process of introducing a person to work within the framework of a certain, including it in production activities, assimilation of conditions by him and achievement of standards of labor efficiency. However, adaptation cannot be viewed only as mastering a specialty. It also provides adaptation of a beginner to social norms of behavior acting in a team, the establishment of such relations of cooperation between the employee and the team, which to the greatest extent ensure effective work, the satisfaction of the material, household and spiritual needs of both parties.

Personnel adaptation goals:

decrease in start-up costs, since so far new employee knows his workplace poorly, he works less efficiently and requires additional costs;
reducing the degree of anxiety and uncertainty among new employees;
reduced labor turnover, as if newcomers feel uncomfortable at new job and unnecessary, they may 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.

Tasks of the department or specialist in adaptation management:

organization of seminars, courses on various adaptation issues;
conducting individual conversations between a manager, a mentor and a new employee;
taking intensive short-term courses for re-entering executives;
passing special training courses for mentors;
using the method of gradual complication of tasks performed by a beginner;
fulfillment of one-time public assignments to establish contacts of a new employee with the team;
preparation of a replacement for the rotation of personnel;
team holding special role-playing games to rally employees.

Personnel adaptation process

Information support of the process adaptation consists in collecting and assessing indicators of its level and duration. The collection and processing of information is recommended to be carried out as part of the procedure current business assessment of staff... For domestic organizations, the main problem information support adaptation consists in the need to accumulate normative indicators of the level and duration of adaptation.

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.

Personnel adaptation forms

The following forms of adaptation are distinguished:

Social adaptation Is the process of getting an individual into social environment and turning it into the sphere of his activities, which involves the following stages:

implementation in the environment;
acceptance and assimilation of the norms and values of this environment;
active attitude of the subject to this environment with the aim of the fullest satisfaction of mutual interests.

Production adaptation- the process of including an employee in a new production sphere for him, assimilating production conditions, labor standards, establishing and expanding the relationship between the employee and the working environment.

Professional adaptation characterized by the additional development of opportunities, knowledge and skills, as well as the formation of a professional necessary qualities personality, a positive attitude towards their work.

Psychophysiological adaptation- adaptation to new physical and mental stress, physiological working conditions.

Socio-psychological adaptation- Simultaneously with the development, the employee enters the process of socio-psychological adaptation to the collective of the organization.

Organizational adaptation- the employee gets acquainted with the features of the organizational mechanism of enterprise management, the place of his unit and position in the general system of goals and in organizational structure... With this adaptation, the employee must develop an understanding of his own role in the production process.

Economic adaptation... Each profession is distinguished by special methods of material incentives, and wages are associated with its conditions and organization. The object of economic adaptation is the level of wages and, which has become relevant recently, the timeliness of its payment.

Types of personnel adaptation

There are two types of adaptation:

Primary adaptation- adaptation of young personnel with no experience professional activity(as a rule, in this case we are talking about graduates of educational institutions).
Secondary adaptation- adaptation of workers with professional experience (as a rule, changing the object of activity or professional role, for example, when moving to the rank of a leader).

Adaptation period can be roughly divided into three stages:

Familiarization stage

At this stage, the new specialist learns the goals and objectives of the organization, the microclimate of the environment, compares them with his goals, expectations and ideas about the organization. At the end of this stage, the employee must clearly understand - it suits him this organization and the workplace or he was wrong.

The administration, in turn, conducts next job in relation to a new employee:

finally confirms the correctness of the decision to enroll the employee in the staff;
ensures the fastest transition of a specialist to the mode of full-fledged execution of the functions assigned to him;
identifies the potential of the employee;
finally determines the professional categories of the new employee and subsequent individual development in the process of further work.

All of the above issues should be resolved during probationary period or an internship for a new employee.

Adaptation stage

The adaptation period for an employee can range from one month to one year. Its specific duration directly depends on the assistance provided by the immediate supervisor, personnel service, colleagues and subordinates. During this period, the newcomer must "fit" into the team.

Assimilation stage

During this period, the employee goes through the stage of complete adaptation, fully copes with his job responsibilities, can himself outline further targets, becomes a full member of the team.

Management of the adaptation process is "an active influence on the factors that predetermine its course, timing, reduction of adverse consequences, etc." ...

The need to manage adaptation is predetermined by great damage both for production and for workers, and its possibility has been proven by the experience of domestic and foreign enterprises and organizations.

The development of measures that positively affect adaptation requires knowledge of both the subjective characteristics of the worker (gender, age, his psychophysiological characteristics, as well as education, length of service, etc.), and the factors of the working environment, the nature of their influence (direct or indirect) on indicators and results. adaptation. Therefore, when optimizing the adaptation process, one should proceed from the existing capabilities of the enterprise (in terms of working conditions, flexible working hours, labor organization, etc.) and restrictions in changing the worker (in the development of certain abilities, in getting rid of negative habits, etc.). n), it is also necessary to take into account the differences at the new and the previous place of work, the peculiarities of the new and the previous professions, because they can be significant, which will serve as a serious barrier to professional mobility and the implementation of the personnel policy of the enterprise.

Worker adaptation in production, efficient management this process requires a lot of organizational work. Therefore, at many enterprises in the country, specialized personnel adaptation services are being created. However, organizationally, this is done in different ways: depending on the number of staff of the enterprise, the structure of enterprise management, the availability and organization of the personnel management system, the focus of the enterprise administration on solving social problems in the field of production management and other issues.

Employee adaptation services can act as independent structural units(department, laboratory) or be part of other functional divisions (like bureau, group and individual employees) - in the personnel department, sociological laboratory, labor and wages department, etc. Sometimes the position of adaptation specialist is introduced into the staffing table of shop management structures. It is important that the adaptation service is an integral part of the overall systems, personnel management at the enterprise.

The goals of the adaptation management system are well formulated by Kibanov and can be presented in the form of a diagram:

Rice. 2.

According to Kibanov, the tasks of a subdivision or specialist in adaptation management in the field of organizing the technology of the adaptation process 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 re-entering executives;
· Special training courses for instructors;
· Use of the method of gradual complication of tasks performed by a beginner;
· Fulfillment of one-time public assignments to establish contacts of a new employee with the team;
· Preparation of a replacement during the rotation of personnel; conducting in the team special role-playing games to unite employees.