Personnel adaptation- this is the process of new employees joining the team, familiarizing them with the specifics of the work.

Goals and objectives of personnel adaptation in the organization

1. Accelerating the introduction of newbies.
2. Reduced staff turnover.
3. Motivating employees for efficient, high-quality work, maximum output and increased productivity.
4. Team cohesion.

The HR service, the head of the structural unit where the new employee works, is responsible for organizing the personnel adaptation system and its implementation.

Stages of personnel adaptation

1. Preparatory.
   At this stage, the newcomer is introduced to the company’s employees, his workplace is organized, a curator is appointed, and documentation is completed. This may also include familiarity with the history of the company, its structure, mission, goals and objectives, products, norms, procedures, rules corporate culture.
2. Education.
   This stage includes theoretical preparation for the main work, acquaintance directly with your functional responsibilities and requirements.
3. Practical tasks.
   The beginner is asked to get involved in the real work process, first as an observer, then independently.
4. Making a decision to pass probationary period.
   At this stage, the results of the new employee’s work are summed up, his strengths and weaknesses, successes and failures and a decision is made regarding it future fate- he successfully passed the probationary period and remains working, or failed it and leaves the company.

Personnel adaptation methods

• mentoring (helping a newcomer get up to speed, join the team, consulting at the initial stages of his work with a more experienced employee).
• trainings and seminars (aimed at developing certain employee skills: communication, mastery of public speaking, training in preparing presentations, rules of conduct in stressful situations and developing resistance to them, etc.)
• conversation (personal conversation between a new employee and the HR manager, immediate supervisor, a HR specialist, during which newcomers receive answers to their questions).
• special program ( role playing games, specially designed programs to strengthen team spirit and team unity).
• excursion (introductory tour of structural divisions organization, its territory, acquaintance with the history of the company, its employees, corporate culture).
• questionnaire (a new employee is asked to fill out a feedback questionnaire after completing the adaptation period and passing the probationary period).
• other methods (certification, testing, training, beginner’s day, corporate events etc.)

Types of personnel adaptation

The following varieties are distinguished labor adaptation personnel:

• professional adaptation.
  It involves the new employee mastering his specialty, acquiring and finalizing the necessary professional skills and skills. Professional adaptation of personnel depends on the training ability of the newcomer, the level of preparation of his workplace and the provision of the necessary work materials.
• socio-psychological adaptation.
  This type career guidance and adaptation of personnel implies an infusion into new team, adaptation to management, colleagues, established norms and rules of behavior in the organization.
• organizational adaptation.
  Based on familiarization of the employee with the job description and understanding of the place of his position in organizational structure companies and roles in the production process.

The use of professional and psychological adaptation in combination leads to successful completion probationary period for a new employee and saving the organization’s costs on searching, training and evaluating personnel.

Leaders have always recognized the need to encourage people to work for the organization. However, they believed that simple material rewards were sufficient for this. In this chapter we will learn why this is usually successful even though it is essentially wrong.

But at the same time, we hope to dispel the persistent misconception that money always motivates a person to work harder, and also to lay the foundation modern views on the motivation of human activity. Much of the chapter is devoted to reviewing theories of motivation that have been developed over the past 30 years. We will find out that true motives that force you to give your best effort to your work are difficult to define and extremely complex. But, having mastered modern models of motivation, a manager will be able to significantly expand his capabilities in attracting an educated, wealthy employee of today to perform tasks aimed at achieving the goals of the organization.

The meaning and evolution of the concept of motivation

When planning and organizing work, the manager determines what exactly must be accomplished. this organization when, how and who, in his opinion, should do it. If the choice of these decisions is made effectively, the manager has the opportunity to coordinate the efforts of many people and jointly realize the potential capabilities of a group of workers. Unfortunately, managers often mistakenly believe that if a certain organizational structure or a certain type of activity “works” well on paper, then it will also “work” well in life. But this is far from true. Head to effectively move towards the goal, must coordinate the work and force people to carry it out. Managers are often called executive leaders because their main purpose is to ensure that the organization's work gets done.

Leaders translate their decisions into action by putting into practice the basic principles of motivation. IN in this context, i.e. In terms of management, the following definition can be given:

MOTIVATION is the process of motivating oneself and others to act to achieve personal or organizational goals.

Initial concepts

Although it is now generally accepted that the basic assumptions inherent in the original concepts of motivation are incorrect, it is still important to understand them. And although leaders in ancient times largely misunderstood human behavior, the techniques they used in those conditions were often very effective. Because these techniques "worked" and were used for many hundreds of years, unlike the couple of decades of modern theories, the original concepts of motivation are deeply ingrained in our culture. Many managers, especially those without specialized training, are still deeply influenced by these concepts. And it is likely that you will encounter such examples in your work.

Moreover, you may be tempted to try these simple and pragmatic approaches yourself. But this will most likely be a mistake. People who are subordinates modern organizations, are usually much more educated and affluent than in the past. Therefore, their motives for work will turn out to be more complex and difficult to influence if you do not understand at least something about the nature of motivation. Finally, although this is not the least important consideration, we hope that a brief historical overview will help you better understand that the effectiveness of motivation, like everything in management, is related to a specific situation.

THE POLITICS OF CARROT AND STICK. Thousands of years before the word "motivation" entered the lexicon of managers, it was well known that people could be intentionally influenced to successfully accomplish organizational goals. The very first technique used was the CARBON AND WHIP METHOD. In the Bible, ancient legends and even ancient myths, you can find many stories in which kings hold a reward in front of the eyes of the supposed hero or raise a sword above his head. However, royal daughters and treasures were offered only to a select few. The “carrots” offered as a reward for most deeds were hardly edible. It was simply taken for granted that people would be grateful for anything that would allow them and their families to survive.

This was common in Western countries in late XIX V. During much of the Industrial Revolution, economic and social conditions in rural England were so dire that farmers flooded into the cities and literally begged for the opportunity to work 14 hours a day in dirty, dangerous factories for barely enough pay. to survive. When Adam Smith wrote his Inquiry into the Nature and Causes of the Wealth of Nations, life was very difficult for the common man. His concept of "economic man", discussed above, was undoubtedly very much influenced by the observation of these harsh realities. In conditions when most people were struggling to survive, it was quite understandable that Smith came to the conclusion that a person would always try to improve his economic situation when given the opportunity.

When the "school of scientific management" emerged around 1910, the lives of workers did not improve significantly, despite advances in technology. However, Taylor and his contemporaries had already realized the stupidity of earning money on the verge of starvation. And they made carrot-and-stick incentives more effective when they objectively defined the concept of “sufficient daily output” and offered to pay those who produced more output in proportion to their contribution. The increase in productivity that resulted from this method of motivation, coupled with the more effective use of specialization and standardization, was impressive. The success of carrot-and-stick motivation was so great that managers still enjoy the pleasant feeling of it.

Gradually, however, due largely to the efficiency with which organizations applied advances in technology and specialization, the lives of ordinary average people eventually began to improve. And the more it improved, the more managers began to understand that a simple “carrot” does not always make a person work harder. This fact has forced management specialists to look for new solutions to the problem of motivation in the psychological aspect.

ATTEMPTES TO USE PSYCHOLOGICAL METHODS IN MANAGEMENT. As Taylor and Gilbreath wrote, “news of Sigmund Freud’s theory of the subconscious spread throughout Europe and finally reached America.” However, the thesis that people do not always act rationally was too radical, and managers did not immediately “pounce” on it. Although there had been attempts to apply psychological motivation in management before, it was only with the advent of Elton Mayo's work that it became clear what potential benefits this promised, and also that carrot-and-stick motivation was not sufficient.

Elton Mayo was one of the few academically educated men of his time who had both a sound understanding of scientific management and training in psychology. He created his fame and reputation through an experiment conducted in a textile mill in Philadelphia in 1923 -1924. Fluidity labor force in the spinning section of this mill reached 250%, while in other sections it was only 5 - 6%. The material ways to stimulate production, proposed by efficiency experts, could not affect the turnover and low productivity of the site, so the president of the company turned to Mayo and his comrades for help.

After careful consideration of the situation, Mayo determined that the working conditions of the spinners provided little opportunity for communication with each other and that there was little respect for their work. Mayo felt that the solution to reducing labor turnover lay in changing working conditions rather than increasing remuneration. With the permission of the administration, as an experiment, he established two 10-minute rest breaks for the spinners. The results were immediate and impressive. Labor turnover dropped sharply, worker morale improved, and output increased dramatically. When the inspector subsequently decided to cancel these breaks, the situation returned to its previous state, thus proving that it was Mayo's innovation that improved the state of affairs on the site.

The spinner experiment reinforced Mayo's belief that it was important for managers to take into account psychology employee, especially some of its “illogicality”. He came to the following conclusion: “Until now in social research and industrial research it remains insufficiently realized that such small illogicalities in the mind of the “average normal” person accumulate in his actions. Perhaps they will not lead to a “breakdown” in himself, but they will cause a “breakdown” in his work activity.” However, Mayo himself did not fully understand the importance of his discoveries in this area, since psychology was then still in its infancy.

The first major studies of employee behavior in the workplace were the bulk of the Hawthorne experiments, which were conducted by Mayo and his associates in the late 1920s and will be described in detail later in this book. The work at Hawthorne began as an experiment in scientific management. It ended almost eight years later with the realization that human factors, especially social interaction and group behavior, significantly influence individual productivity. The conclusions reached by the Hawthorne group led to the founding of a new direction in management - the concept of "human relations", which dominated management theory until the mid-1950s.

However, the Hawthorne experiments did not provide a model of motivation that would adequately explain the incentives to work. Psychological theories of work motivation appeared much later. They originated in the 1940s and are currently evolving.

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The success of adaptation depends on a number of prerequisites and factors.

Factors of labor adaptation are conditions that influence the course, timing, pace, and results of this process. Since adaptation is a two-way process between the individual and the production environment in which he is involved, all factors of labor adaptation can be divided into two groups - personal and production.

Production factors essentially include all elements production environment. For each category of workers, production factors are modified in accordance with the specifics of labor of this group. Thus, the condition of equipment and forms of labor organization are of particular importance to workers.

A specific adaptation factor is the forms of labor organization. In conditions of a team organization of work, the level of adaptation of workers is, as a rule, higher than in an individual organization.

Personal factors, in turn, can be classified into socio-demographic, socially conditioned, psychological, and sociological. Such demographic characteristics like gender, age, marital status, nationality, are not social in themselves, but have a significant impact on the course of social processes, acquire social significance, are interconnected and interdependent with the adaptation process.

Age is actively reflected in adaptation - the most important in terms of influence among socio-demographic factors. Associated with him quality characteristics employee – his work experience, education, marital status.

Marital status leaves a significant imprint on the employee and his perception of reality. The presence of a husband (wife) and children makes an employee a representative of a small socio-psychological group with its own interests and norms, forcing him to adjust his behavior in accordance with his membership in this group. Their absence affects the activity, the employee’s behavior is ambiguous. On the one hand, he can devote himself more to professional and social activities. On the other hand, he is deprived of the necessary components of life balance, which reduces overall satisfaction with life. All this, in turn, can negatively influence his professional and social activities.

Work experience as an adaptation factor is closely related to age. It is central among other factors influencing the strengthening or breaking of the relationship between the employee and the enterprise.

The effect of education as adaptation factors is such that in the workplace, young people with more high level education.

The level of aspirations is derived from education and social origin. The higher the level of aspiration, the more difficult adaptation is.

Self-perception is the employee's view of himself. From an adaptation point of view, this is an idea of ​​which abilities are the most valuable and important.

Important personal factor, especially significant for adaptation is the employee’s readiness to perceive new things. This readiness is determined by the level of his education and qualifications. It is associated with the focus of the education system on developing in a person the ability to independently obtain knowledge and the need for its constant replenishment.

Thus, the adaptation of an employee to a new workplace is a process of adaptation to the conditions labor activity, including the development of corporate rules, norms, standards, familiarity with the conditions and content of work activity, and the establishment of new socio-psychological relationships. The adaptation process is multifaceted and there is an interdependence of external factors affecting a person and his internal factors, one of which is the features of his motivation.

Features of employee motivation at the adaptation stage

According to the theory of activity of A.I. Leontiev's motivational sphere of man, like his other psychological characteristics, have their sources in practical activities. In the activity itself one can find those components that correspond to the elements motivational sphere, are functionally and genetically related to them. Behavior generally corresponds to human needs; the system of activities from which it is composed - a variety of motives; set of actions that form an activity - an ordered set of goals.

These conceptual provisions of Leontiev’s theory reflect the relationship between human motivation in professional activity with the characteristics of the professional activity itself. This relationship is formed at the stage of a person’s adaptation to a new place of work, when the internal factors of a person’s personality are correlated with the characteristics of professional activity in a new organization.

External factors may include: organizational and corporate culture, personnel adaptation system, reward and punishment system, influence of informal leaders on newcomers;

Internal factors: employee motivation and orientation, values, personal problem load, family situation, experience previous work, life and leadership experience.

Thus, an employee, having come to the company with his own ideas about “how it should be,” is faced with reality and begins to understand how things really are in the company: how much the contribution of a new employee is noticed and appreciated, how initiatives and zeal are treated , how managers and old-time employees look at a newcomer. A new employee quickly grasps the difference between declared and real rules. And based on his values, stereotypes and internal climate in the company, he begins to adapt to the organization, forming his own motivation for behavior.

There are different points of view regarding the characteristics of employee motivation during the adaptation period. Most authors consider employee motivation from the point of view of external factors, their optimization, implementation of adaptation measures, etc. Research features intrinsic motivation There are practically no employees at the adaptation stage in psychology. Some authors only briefly mention the internal motivation of a person during this difficult period.

For example, G. Selye, considering adaptation, including to a new place of work, stressful situation. At the same time, he noted that during adaptation as a result emotional stress difficulty in realizing motivation; sometimes, as a result of frustration, motivated behavior is completely blocked.

K. Yakovleva considers the motivation of new employees in the totality of various aspects of the adaptation period.

Psychophysiological adaptation, employee adaptation to new physical and psychological stress, physiological conditions labor goes faster if the employee has the motivation to overcome the difficulties associated with mastering the totality of all conditions that have different psychophysiological effects on the employee during work. Psychophysiological adaptation occurs most effectively in organizations where there are no strict requirements for the type of workplace. If an employee has the opportunity to arrange it in his own way (arrange necessary items, papers so that it is convenient to work with them, attach calendars to the walls, put photographs on the table, etc.), then psychophysiological adaptation will take place quickly and painlessly.

Adaptation of personnel in an organization - what is it?

For a person, adaptation to a new workplace is an adaptation to unfamiliar working conditions, the team and the company’s routine. Correctly carried out adaptation is necessary to increase the effectiveness of an employee in his position.

An established employee adaptation system provides a lot of benefits for both the employer and the employee. In this way, the company will be able to minimize staff turnover, maintain a pleasant atmosphere in the team, prevent serious mistakes that new employees often make, and this will also help speed up the process of the employee reaching the desired level of labor productivity.

In turn, the employee quickly joins the team and the work process. The fear of being fired during the probationary period disappears, anxiety and uncertainty decrease.

Stages of personnel adaptation

Each organization has its own personnel adaptation program, but in general the stages are similar:

1. Preparatory– the new employee is introduced to the team and organized workplace, draw up necessary documents, introduce the rules and goals.
2. Educational– the employee studies theory, gets acquainted with his job responsibilities and instructions for their implementation.
3. Practical- employee supervises labor process, and then starts working on its own.
4. Final– an analysis of the employee’s completion of the probationary period is carried out and a decision is made on his admission to the staff.

These stages of personnel adaptation are universal and suitable for any field of activity.

Personnel adaptation methods

Personnel adaptation methods include:

• mentoring system - providing assistance to a new employee, introducing him to the business, to the team;
• conducting trainings, seminars and conferences – used to develop the skills necessary for effective implementation labor responsibilities;
• personal conversation with the manager, HR manager, where new employee will be able to ask questions and get answers;
• specially developed programs - as a rule, aimed at team unity;
• introductory tour - conducted for a new employee to study the history of the company, its culture and structural tasks;
• filling out a questionnaire - at the last stage of adaptation, an employee enrolled in the staff is asked to fill out a prepared form, essentially a review of the completion of the probationary period.

The company may use other adaptation methods. For example, testing, certification and others.

Types of personnel adaptation

There are three types of personnel adaptation:

• professional;
• socio-psychological;
• organizational.

Professional adaptation is characterized by an employee studying his specialty, obtaining the required knowledge and skills. The duration and process of this type of adaptation depends on the initial level of training of the employee and the equipment of his place of performance of work duties.

The second type involves the process of getting used to a new team, establishing social connections, and adapting to the management system and managers. Here the rules of behavior and corporate culture are studied.

Organizational adaptation involves the employee learning about his job description, awareness of one’s own level in the company’s official hierarchy and role in the labor process.

Personnel motivation and adaptation

The motivation system often turns out to be a decisive factor when an employee makes a decision about employment. The essence of motivation when adapting an employee is that the new person in the organization accepts the social requirements and working conditions that are already established in the company.

At primary adaptation motivating factors for the employee will be:

• opportunity self-execution the employee fulfills his job duties at the required level, a sense of self-control;
• a certain level of corporate culture that the employee considers acceptable for himself.

During the probationary period, the employee will learn about the motivational system that exists in the company. Often, the availability of stable bonuses and other incentives become the determining driving criteria for final employment.