Introduction of unified adaptation programs. Personnel adaptation: program, examples, implementation. HR Specialist

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An example and features of the program of adaptation of personnel in the organization

An onboarding program is an induction plan. It is needed to establish a uniform process of adapting to new conditions in all companies. Experts say that an employee is “acclimatized” only after a year of work in a new place.

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

An induction plan should have the following characteristics:

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

The structure of the adaptation program for new employees

Onboarding new hires has two parts. General and individual.

a common part - is designed to formulate a general idea of the organization, characteristics, working conditions, the team, etc. Includes familiarization with the workplace, personal acquaintance with all employees of the organization, conversation with management.

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

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

Purpose of the program

Mainly, the project for the adaptation of personnel in the organization is necessary so that there is a well-established procedure for hiring new employees. The most important goal is a simple and quick introduction to the course of business, acquaintance with new responsibilities, the charter of the enterprise and the team. A correctly drawn up plan minimizes mistakes, reduces initial discomfort, and improves the level of the employee's qualifications already in the first week.

Features of the development of the adaptation program

There is no specific algorithm for compiling a program. The document should be focused on the specifics of the company. They are united only by the content of several stages and similar goals.

Who is responsible for preparing the program?

The onboarding plan for new hires is usually drawn up by the recruiting manager in conjunction with management, however, in some companies, this is done by the managers themselves. Often they only draw up a plan for the entry into the position of a new employee, this applies more to the individual part of the program.

The project involves:

Supervisor;
HR specialist;
Curator;
Applicant for the vacant post.

An enterprise adaptation plan should apply:

Head of departments;
Head of directions;
Human Resources Department;
General manager;
Curator.

results

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

Costs during the introduction of a newcomer into the workflow will be minimized;
Staff turnover will be reduced by 20%;
The new employee will develop a sense of satisfaction with the work process;
Waste of time by bosses and other specialists will also be minimized.

Sample onboarding program for new employees

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

It should be noted that the procedure for the adaptation of new personnel at the firm is not regulated by the legislation of the Russian Federation.

In this article, we will focus on the following issues

Principles and Tips for Maximizing Staff Onboarding
How to implement an adaptation system in a company and stimulate newcomers
What savings for the company does the professional adaptation of personnel help to achieve?

Also you will learn

What idea did Enter manage to implement in its adaptation system based on the Star Wars storyline?

Our enterprise was faced with cardinal changes - production was expanded, a decision was made on the need to attract many new employees. It was not possible to find all the necessary specialists in their republic, therefore, a search began also in other regions. Among other things, a quality director was invited from St. Petersburg. Naturally, we did not want to lose a valuable employee with a salary of 100-200 thousand rubles after passing the probationary period, paying for the move (including a car, housing, medical insurance and other expenses). For any company, staff turnover is not profitable. Therefore, we thought about creating and implementing a personnel adaptation system at our enterprise, which was intended to reduce staff turnover.

Let's consider the main elements that made up our personnel adaptation system.

The beginner's work plan for the first day and first week

Plan1- th working day: 

Meeting with your immediate superior.
Acquaintance with the team - under the guidance of the head of the department.
Acquaintance with the workplace - carried out by the head of the department.
Acquaintance with the organizational structure (department head).
Watching a corporate training film, filling out your employee's workbook.
Meet the curator.
Mandatory briefing on technical safety, etc. (organized by the specialists of the labor protection department).

Plan of the 1st week of adaptation of employees: 

Studying the job description by asking the questions that arise to your supervisor
Study of the current training and development programs in the framework of a meeting with the head, a training schedule is drawn up.
Also, at this meeting, a travel schedule is drawn up and their goals are indicated - if necessary, get acquainted with employees of other departments.
Clarification from the head of the criteria that will be used for the success of the trial period, with the receipt of tasks for this period, recommendations for achieving the goals.
Studying the basic rules and regulations in the work of the enterprise - the names of the documents that must be studied by the personnel department are provided, the new employee will need to find them on the corporate server on his own.
Acquaintance with colleagues, learn about the tasks of each of them, discuss working methods, exchange their experiences.

Consider the methods of personnel adaptation that have proven themselves well in our company.

Personnel adaptation program: 7 approaches

Educational film. A 40-minute video was shot, in which the viewer was introduced to information about our company. In particular, information was provided on production process, sales channels, brands, strategies, work areas, etc. A working group was invited to deal with the script and filming. This group included a quality director, a technical director, a commercial director, and a production manager. The media officer (from the marketing department) was in charge of the filming. Separately, only the operator-editor had to be invited under a work contract - having allocated about 40 thousand rubles for his services. We have given up on excessive detailing of information in our film. We decided that a general idea of our company was quite enough for the audience, and that the employee can gain specific knowledge while working in his department.

Our company became the first in the holding to start filming such a film. To get feedback, we decided to show our film to other managing directors, also vice presidents and some employees of other companies who are part of our group (the focus group consisted of about 20 people). The film received positive reviews from a focus group. The rest of the companies followed our example by filming their educational films in the same year. This approach is now actively used in the work of the parent company of the holding. The enterprises of our group are located in different parts of the country, so employees cannot personally visit the parent company.

Usually, beginners watch the created film on the 1st or 2nd day at the workplace. Then the employee fills out a special workbook to make sure the answers are correct. Such a notebook is intended only for self-control, you can specify the records while watching a movie or communicating with company employees - no one will check. A beginner should understand himself - if there are a lot of wrong answers, then he should review the recorded film or clarify the questions that have arisen with his colleagues.

Informing about enterprise slang. Taking into account the specifics of the company, in our work we use many abbreviations, it is simply impossible to remember all of them. In order for employees to speak the same language, an alphabetical table of abbreviations alphabetically was compiled. This catalog is located on the server, so any employee can download and print it. We left free fields in our catalog so that the employee himself could record his comments or indicate new abbreviations that were not recorded in the general list, but necessary for him to work.

New Employee Guide Brochure. A 20-sheet brochure is provided, indicating the names, contacts and positions of employees, information on the working rules, organizational structure enterprises, answers to frequently asked questions, the main theses of our policy. This brochure also contains a list of tasks that are assigned to the employee during the probationary period. Electronic and printed brochures are provided.

Meetings of newcomers with employees of other departments... For all newcomers, the department assistant creates a schedule of meetings with employees of other departments of his company - marketing, sales, production, accounting, etc. The duration of each meeting is about an hour, under the guidance of a leading specialist or a department head.

During the meeting, the employee is told about the impact of the department's work on achieving the overall strategic goals of the company, what tasks are assigned to the department, what issues the newcomer will need to discuss with the department's specialists. Such meetings are held during the first 2 weeks of the beginner's work. He will be able to find out how different employees in the company interact, for the future to understand all stages of the work process and with whom to discuss the implementation of the project. The meetings are usually held separately for each newcomer. Although, if 2-3 employees are employed at the same time, they attend meetings together.

The innovation was well accepted by the heads of the department, since they understood that today they would devote an hour of work to employees of other departments, and tomorrow their colleagues would help to bring the subordinates he already needed up to date. Such help proved to be beneficial to everyone, so newcomers from all departments quickly mastered the necessary information about the activities of the enterprise.

A curator for each new employee. For the role of a curator, an employee with work experience of at least 3 years, recommended for this position your leader. However, you should not force someone to be involved in this role (such work is not additionally paid) - therefore, you need to choose only among those who wish, suitable for established requirements... The curator will help the newcomer with useful recommendations on the specialty and work, solve everyday issues if the employee has moved from another city. Including, he will advise the best places to rent an apartment, search for kindergartens or schools, fitness centers, etc.

Feedback request. Quite a common tool in our work. To do this, we offer a form that an employee can send to colleagues by e-mail, asking them to fill out. Including, you can ask for an assessment and in an oral conversation (optional procedure). We teach this during thematic seminars.

Results of the probationary period. Based on the results of the probationary period, the employee needs to organize his own meeting with the manager. We need to see the initiative on the part of each employee of the company, and not just the performance of their duties. Within the framework of the meeting, a new employee will have to sum up the results of work over the past months (3-6 months, depending on the specific position), report the results of his tasks, achieve certain goals, share his impressions of the work.

If the manager is satisfied with the new subordinate and is ready to leave him on the staff, the new boss should draw up plans for the employee for the next six months.

Results of the implementation of the personnel adaptation system

Results of the implementation of the personnel adaptation system. Every month in our company, a measurement of the level of staff turnover is carried out, with an analysis of the data for a quarter and a year. Thanks to the adaptation program, we were able to significantly change the situation in the company:

staff turnover among middle managers decreased by 65% over the year.
reduction of staff turnover in the number of top managers by 30% per year.
decrease in the number of people leaving in the first half of the year - by 250%.
saving company funds on compensation for medical examination of employees. After all, at work food business such costs must be compensated - the savings amounted to about 200 thousand rubles annually (for each inspection about 3 thousand rubles).
reduced the cost of paying for compulsory training for employees of various specialties - by about 50 thousand rubles a year.

Total economic effect due to the adaptation system in our company, it has reached about 3 million rubles. Also, the benefits were complemented by an overall improvement in the atmosphere in the team.

Examples of staff adaptation

Alexey Dmitriev, Corporate Development Director trading network Enter, Moscow

The adaptation and mentoring program in our company is aimed at office workers. A program called Path of Power (inspired by Star Wars) has made a number of improvements to the company's operations. The most experienced staff are assigned the role of Jedi, while newcomers remain Padawans. The employee responsible for the employee adaptation system every day unloads data from the accounting system about employees who will soon go to work. Then he manually assigns his own Jedi for each. We have established 2 rules - Jedi must work in pairs, they can be from any division, except for where they will get a job new employee... Working in pairs is more convenient - given the different workload schedule, it also turns out to be easier to communicate with strangers. When the Jedi are approved, a notification is sent to them automatically, and a reminder is added to the calendar about the day of the employee's return to work.

Distance acquaintance. The day before the new employee leaves for work, a Jedi will call him - he will introduce himself and ask to contact him immediately after appearing in the office to meet and discuss the working moment. On this day, the Jedi also establishes whether everything is prepared for the work of a new employee - he makes sure that a computer is available, the necessary programs, calls the head of the newcomer's department to remind the new employee to leave for work.

1st working day of a new employee. A couple of mentors meet a new employee in the morning, talking about the information available on the corporate portal. As a rule, a couple of hours is enough for this. Such a meeting makes the newcomer understand that he was expected.

Subsequent days. The new employee has the opportunity to ask any questions to his Jedi, for example, what to do if a chair breaks or to resolve a conflict with a colleague. At the end of the probationary period, he receives a letter in which we ask him to evaluate the help of the Jedi. Mentors are assigned points for the work done corporate game"Olympiada" - with the aim of rewarding the excellent results of our employees.

Svetlana Kuzmicheva, Deputy Vice President for Production and Development of Komos Group LLC
gd.ru/

Adaptation, onboarding

Keywords:

1 -1

The adaptation of personnel in an organization is the adaptation of the company and the employee to each other. The employee faces new tasks, working methods, he is surrounded by unfamiliar colleagues, and he needs to get used to new conditions. The process of adaptation of personnel in an organization is not always regulated. Not all employers find it necessary to design a system, fund it, and take experienced employees away from work to make it easier for a new employee to take over. Nevertheless, the adaptation of personnel in the organization must be carefully worked out to avoid the costs associated with dismissal, search, selection and recruitment of personnel.

Types of adaptation

The adaptation process can be of the following types:

Primary adaptation

the period of introduction of a new employee who has no work experience and communication experience in the work collective. Most often these are young employees, graduates educational institutions of different levels, young mothers who have just left the decree. It is more difficult for these candidates to adapt in a team and quickly start working effectively.

Secondary adaptation

the process of introducing a new employee who already has work experience. He knows how communications take place in the organization, what the work collective is, what stages must be passed at the beginning of activities at a new workplace. They endure this process easier for beginners. Candidates who change positions in the company sometimes move to another city. This is also a specific kind of adaptation.

In addition, other forms of personnel adaptation are also distinguished, which are divided depending on the direction of training.

Basic forms of adaptation

The organization of work on the adaptation of personnel should cover not only the professional activities of the employee. It includes the following forms:

Social adaptation - Assumes adaptation of the personality in society. This type consists of the stages of introduction into a given environment, study and acceptance of the behavioral norms of society, as well as the interaction of a particular person with this society.
Production adaptation- the process, the inclusion of an employee in a new production area for him, his assimilation of production conditions, norms labor activity, establishing and expanding the relationship between the worker and the working environment.
Professional adaptation - mastering the process of work and its nuances. Production professional qualities and skills.
Organizational adaptation- Based on familiarizing the employee with the job description and understanding the place of his position in the organizational structure of the company and the role in the production process.
Psychophysiological adaptation - In this case, we are talking about mental and physical stress, as well as working conditions at a particular enterprise.
Socio-psychological adaptation - characterized by the entry of the newly arrived specialist into the team, his rapid acceptance of the closest social environment.
Economic adaptation - Economic adaptation means the adaptation of a new employee to the level of wages and the procedure for calculating it, since each organization provides an individual procedure and features of material remuneration.

Goals and objectives of personnel adaptation

The main goals of such a procedure are the following:

Reduced initial material costs. The new employee has not yet studied his workplace and responsibilities, therefore, at the initial stages, he will not work productively enough, which will inevitably lead to costs.
Reduced staff turnover. In a new position, a newcomer will feel uncomfortable and uncomfortable, so the appointment to the position may be followed by a quick dismissal.
Reduced time spent by management and other employees because adaptation and work done according to a clearly defined plan can save time.
Formation of a positive attitude towards work, feelings of satisfaction with their new position.

Adaptation tasks at a new job are performed by a special unit or a separate specialist. In order for the employee to become a full member of the labor collective as soon as possible, the following should be carried out:

Various courses and seminars are held. These events address complex and controversial issues of addiction in a new position and in a new team;
Conversation between the leader and the mentor with the employee. It can be carried out individually with an employee, where all issues of concern will be considered.
For leadership positions short-term courses are held;
Complication of tasks due to the growth of professional skills;
For better adaptation, a new employee can be given various social tasks, which are of a one-time nature.

Basic methods of personnel adaptation

Let's consider the main methods in the form of a table:

Mentoring	Experienced workers advise a new employee and bring them up to date
Trainings and seminars	Training a new employee in communication skills, public speaking, how to behave in stressful and unforeseen situations. As a result, the employee will be more productive in performing his duties.
Conversation	Personal conversation of the new employee with the manager, the HR department in the process, which he can get answers to questions that arise.
Special programs	These programs can include a variety of role-plays, trainings that will help build team spirit and cohesion.
Excursion	When using this method, a new employee gets acquainted with the history of the company, structural divisions, territory, its employees and corporate culture.
Questionnaire	After passing the adaptation period, the employee is invited to fill out a feedback form
Certification, testing, corporate events etc.	All these methods are aimed at new employee I was able to feel that the company needed him, he could, and at the same time his productivity increased.

All methods can be used both in combination and separately for the most productive result.

The personnel adaptation program is a set of measures aimed at more effective inclusion of newly hired employees in labor process, which involves familiarization with the rules and regulations corporate ethics, ways of carrying out professional activities, the establishment of informal connections in the team. We will tell you what it consists of and how to organize it.

What is staff adaptation

Everyone is faced with the need to get a job on new job, join the team. This process in the language of labor legislation is called labor adaptation.

The faster the personnel adaptation process goes, the easier and more logical a new person will be involved in work. Otherwise, a person who is delayed in the addictive phase will not be able to establish relations with the work collective and in the future will become an outcast among colleagues. The situation, of course, also depends on the employee himself, on his ability to find a common language with other people, to build relationships with colleagues, on his professional knowledge and skills, the level of his psychological training.

The successfully completed professional adaptation of the personnel indicates a high level of their moral and material remuneration in the future, obtaining social recognition and other benefits.

Goals and objectives of adaptation of personnel in the organization

Organization of management of career guidance and adaptation of personnel is the work of the personnel department and the head of the department where the new employee works.

Adaptation is in HR management important point, on which depends what personnel will work in the organization, what is the psychological climate in the team and how well and productively employees will perform their duties.

The objectives of the work on the adaptation of new employees are:

accelerating the process of introducing a new employee into the course of business, familiarizing with his labor duties;
complete elimination or reduction of the level of employee turnover in the organization;
motivation of employees to be interested in the result, the attitude to better performance of their job responsibilities, maximum return to your work;
increase in labor productivity;
improvement of the psychological climate in the team.

Only taking into account all the above factors and working in this direction will give the best result.

Personnel adaptation stages

Personnel adaptation in an enterprise is a delicate and multi-stage process. Each organization has a program and its own developed approaches to solving this issue.

But all possible stages of personnel adaptation can be divided into:

Initial (preparatory). After hiring a new employee, the manager introduces him to the rest of the team. Introduces the employee himself to his new workplace, appoints a curator (a more experienced employee who will help the newcomer in the early stages of work), finishes the registration of all required documents... This stage may include acquaintance with the history of the enterprise, its structure, mission, products, procedures, rules of corporate ethics.
Theoretical (teaching). At this stage, the employee is introduced to the theoretical part of his main work, functional responsibilities and requirements for further work.
Practical (application of knowledge). Directly performing some practical tasks: first under the supervision of a mentor, then independently.
Final (passing the probationary period). It consists in summing up the results of the work of a new employee. It is assessed how successfully he got used to the new team, managed to master new skills for him, joined the team. At this stage, strong and weak sides employee, his successes and failures. On the basis of everything in the aggregate, the leadership makes a decision about its future fate. Whether he passed the test and will continue to work or not, and the company no longer needs his services.

Based on the foregoing, one can understand how the labor adaptation of personnel is an important and serious thing, and that this is one of the indicators on the basis of which a decision is made whether the applicant will remain in the organization or will look for work elsewhere.

A good example of adaptation

The adaptation of personnel in the organization, as exemplified by one of the companies, proceeded as follows. More experienced workers were assigned the role of mentors. The employee in charge of the rookie adaptability system was downloading data from the accounting system on a daily basis about people who needed to go to work soon. Manually assigned a mentor for each. They had to work in pairs. Mentors were selected from any unit, except where the newcomer will work in the future. It is more convenient to work in pairs, taking into account different workload schedules, and it is easier to communicate with strangers. After the mentors were approved, they were sent automatic notifications, and a reminder was added to the calendar about the date of the new employee's release.

The day before, the mentor called the newcomer for a correspondence acquaintance and so that in the future the newcomer would contact him upon arrival at the office to meet and discuss working moments. The mentor should check if everything is ready for the hiring of a new employee, make sure that the workplace is organized, remind the head of the department where the newcomer is getting a job of the new employee leaving.

On the first day, a couple of mentors meet the newcomer in the morning, talking about the available information on the corporate portal. It takes a couple of hours. This meeting makes it clear to the employee that he was expected. On all other days, if questions arise, he can contact his mentors, ask them questions to solve any situation, from a broken chair to a conflict situation with another colleague, and they help solve them. At the end of the probationary period, the employee must evaluate the work of the mentors and their assistance. Mentors are awarded points for this, which further affect their material incentives.

Personnel adaptation methods

The research program of the personnel adaptation system identifies the following forms of personnel adaptation:

mentoring (providing assistance at the initial stage of work by a more experienced employee by consulting, bringing up to date, assistance in getting to know the team);
attending trainings and seminars (training and development of certain skills of the employee, for example, communication, public speaking skills, preparation of presentations, development of stress resistance, etc.);
conversation (introductory conversation of the newcomer with the HR manager, manager, employee of the personnel department, in which the employee receives answers to his questions);
specialized program (for example, educational films or team role-playing games aimed at building a team);
excursion (sightseeing tour of the organization, its structural units, territory, familiarization with the history of the company, employees, corporate culture);
request for feedback (upon completion of the habituation period and passing the probationary period, the employee is offered to fill out a feedback questionnaire);
other methods ( corporate events, certification, testing, training, etc.).

Types of personnel adaptation

Adaptation is of the following types:

vocational involves teaching new special skills, acquiring a new or improving an existing skill or professional skill. This type depends on the desire and ability of the beginner to learn, the desire for new knowledge, his learning ability. This also includes preparing the workplace and providing all the necessary materials;
socio-psychological implies the adaptability of a person to work in a new team, under the leadership of a new boss, submission to the established traditions in the organization, norms and rules of behavior;
organizational is based on the employee's understanding of what is required of him, working with job descriptions, determination of its place in the structure of the enterprise, participation in the production process.

Only A complex approach to professional and psychological adaptation leads to the successful completion of the probationary period by the employee and savings in the company's costs for the search, training and assessment of personnel.

What the adaptation program consists of

An employee adaptation program is an employee induction plan. This document is needed to apply a uniform approach to the onboarding procedure across the organization. The document is an extensive checklist of actions for the adapting worker and for his supervisor, who will help to adapt to the new working conditions.

For an employee, the most difficult period is the first two to three months, which, as a rule, coincide with his probationary period. Often the duration of the program is equal in length to this period.

An optimally formed program is characterized by the following features:

clear planning;
clear content;
strict distribution of roles and tasks.

The document consists of two parts: general and individual.

The approximate structure is as follows:

1. The general part, which helps to form a general idea of the enterprise, its features, hierarchy, established relationships between departments, distribution of functionality, working conditions etc.

Comprises:

orientation introductory conversation;
personal acquaintance with the enterprise and personnel;
acquaintance with the place of employment;
orienting conversations with the head of the structural unit.

2. The individual part, which is formed by the immediate supervisor in charge of the introduction of the employee. It is coordinated with the head of the area of activity and the head of the personnel department. This component helps the employee to get detailed information about the activities of the organization and about direct functional responsibilities employee.

Comprises:

an inauguration plan;
an assessment plan for the stages of entry;
definitions of a curator-mentor;
the employee's report on the results of the work performed, information on the assessments and reviews of the mentors and the leader.

What the plan looks like

There is no single established algorithm for document development. The reason is the need to orient the document to specific conditions in the organization.

However, there are a number of features common to different programs:

include several stages;
have similar goals.

The plan includes positions:

	Actions	Involved personnel
Adaptation day number 1	Inform the team about the update of the composition and the arrival of a new employee. Ensure the availability of information for a new employee - information that will be presented to the employee on the first day, including contact numbers of employees, ID, pass, PC, telephone, office equipment. Prepare a set of necessary office supplies. To acquaint with the organization, goals, objectives of the activity, history. Issue a guidebook for a beginner in the adaptation period (if available). Prepare and fill in the required personnel documents. Introduce a new employee. To acquaint with the place of work, the necessary software, the connected communication networks, access passwords. Conduct a briefing on the observance of labor protection requirements. Inform about the general work schedule.	Human Resources Department Occupational safety specialist
Staff adaptation week No. 1	Assign a mentor, acquaint in detail with the employees of the unit. Study the terminology used in the organization. Study the regulations on the unit. Examine the documents required in employment. Examine job responsibilities. Study the algorithm for interaction with other departments. Get acquainted with the organization's document flow rules. Develop a work plan for the adaptation period. Get acquainted with the criteria for assessing the effectiveness of activities. Form a training schedule during the adaptation period. Connect to educational trainings at the institution.
Adaptation month No. 1	Perform tasks scheduled for the adapting employee. Provide a performance report. Pass an exam in basic acquired skills and abilities. Analyze the results of the labor activity of the adapting worker. Form a list of tasks for the rest of the adaptation period.	Department manager, mentor
Adaptation months No. 2-3	Complete the assigned tasks. Correct, if necessary, the task plan for the adaptation period. Conduct an analysis of the work on the results of adaptation. Summarize the employee adaptation period. Evaluate the results of the passed adaptation period.	Department manager, mentor

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

Staff adaptation regulation, sample

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Introduction of unified adaptation programs. Personnel adaptation: program, examples, implementation. HR Specialist

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