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An important task for the company is the professional adaptation of employees to the new workplace. An organization is a system of constant communication between people, and an employee is an individual in this system.

When a new employee gets a job in an organization, he already has his own personal experience and point of view, which is not always similar to the opinion of the new team. A “fresh” employee can often feel loneliness and discomfort: he finds it difficult to say something, does not know what to do.

The vocational adaptation program will save a beginner’s time and help him quickly navigate his way to a job position. The main direction of the career guidance system in Russia, which starts in elementary school, is to help everyone choose a place in society that matches their abilities, desires, mental and physical characteristics, and also the needs of the company.

There is no special organization in the company that deals with adaptation problems. Usually this is done by certain employees of different departments. This employee could be the head of the human resources department, line managers or colleagues. The main goal is to ensure that the specialist’s adaptation to the main factors of professional activity is quick and painless.

The adaptation process begins at the moment of employment, with the HR department. The department inspector talks about the activities of the enterprise where the applicant will work. Then he shows the future job and introduces it to the manager and colleagues.

Stages of personnel adaptation

Favorable passage of the following stages guarantees quick adaptation to workloads and increased productivity of the employee.

1. Assessing the level of training of a new employee. This stage includes familiarization with colleagues, rules of conduct, and characteristics of the enterprise. Specialist training and work experience in a similar position minimizes the employee’s adaptation period.
2. Orientation – familiarizing the employee with the future responsibilities of his position and the requirements.
3. Effective adaptation. Getting the employee used to their work status. This is the stage when a newcomer needs support, evaluation of work performance, and building relationships in the team.
4. Functioning is the last stage of adaptation. Overcoming problems in a team and studying job responsibilities.

The change of these stages is called an “adaptation crisis.” The employee develops a feeling of anxiety, stress, and a desire to find a way out.

Employee adaptation criteria:

• fulfillment of job description)
• quality of work done)
• amount of work performed)
• correspondence of time costs)
• impression from the team)
• ability to find a common language with employees)
• interest in work)
• desire to grow professionally)
• compliance with the rules of conduct in the organization)
• assessment of the properties of working life.

Orientation and professional adaptation are important elements of the personnel training system, the task of which is to qualitatively and quantitatively cover the labor force needs of the enterprise to increase profitability and competitiveness.

Career guidance is a system of measures that will help a person choose the most suitable profession. It includes:

• professional information)
• professional consultation)
• professional selection)
• professional adaptation.

Using the employee’s labor opportunities and potential incompletely causes damage to the enterprise and its personal development. The difference between training a specialist and performing work tasks reduces the employee’s performance, loss of interest in performing duties, which results in low company productivity, work-related injuries or illnesses, and deterioration in product quality.

Forms of career guidance work:

• vocational training – preparing future personnel for relevant activities)
• professional information - applicants get acquainted with the state of the labor market, opportunities for development in their main specialty)
• professional consultation - determining a future specialty, place of work by identifying a person’s interests, abilities and physical health)
• professional selection is a system for recruiting employees, which includes a medical examination, assessment of physical and psychological condition in order to select the most appropriate employee for the position.

There is another problem in the development of an organization - labor adaptation. It represents a two-way relationship between the organization and the worker, which is characterized by the gradual introduction of the employee into his duties in new psychological, professional, economic, and living conditions. There are two directions of labor adaptation: primary and secondary.

Factors influencing adaptation:

• essence and nature of work in this specialty)
• business and work development)
• Company structure)
• contacts between colleagues)
• organization, work scheme)
• professional structure)
• salary amount)
• discipline)
• workplace readiness)
• operating mode of the enterprise.

In large corporations and organizations, it is necessary to have specialists who would manage personnel, or a small division that would deal with the professional adaptation of employees and career guidance.

The career guidance department can perform the following functions:

• collect information on the state of the labor market in the state and forecasts, carry out activities in order to adapt to new structural changes)
• organize testing, questioning, recruitment of company personnel using special programs)
• participate in the relocation of specialists across departments, raising the level of specialists,
• to create stability in the labor relations of the team)
• organize a work office or place of work)
• familiarize new employees with places to work)
• explain job responsibilities and work schedule)
• look for young workers with organizational skills)
• organize training for new employees, conduct lectures, trainings, on-site events)
• interact with the adaptation management system in the regions.

The adaptation of young specialists who do not have professional experience is slightly different from those who have already worked. It involves informing about the activities of the enterprise, and training in the responsibilities and subtleties of the details of work in the position held. Professional adaptation of an older specialist is especially difficult. He also needs training, just like a young employee, but he often has difficulty integrating into the team.

There are some features of professional adaptation for women who are returning from maternity leave, disabled people, and workers who have completed advanced training courses. All this must be taken into account when creating adaptation programs.

Employee adaptation

After a company has spent time and money on finding a specialist, it is not profitable for it if the employee quits in the near future. According to statistical calculations, a significant part of hired employees quit within the first 3 months. The main reason is the discrepancy between expectations and reality, as well as the difficult adaptation process.

The employee requires the following guarantees:

• assessment of work expended in the form of salary and incentive bonuses)
• social security in the form of paid leave or sick leave)
• ensuring growth and development)
• pre-agreed specific area of ​​work, rights and responsibilities)
• comfortable working conditions)
• comfortable interaction with team members.

The specifics of what employees expect in a new place depend on the individual and the specific situation. At the same time, the enterprise expects from the newcomer high-quality work, expression of personal and business characteristics that correspond to the direction of the organization, as well as effective work in a team with assigned tasks, execution of instructions, compliance with work regime and discipline, and taking responsibility for one’s mistakes.

Professional adaptation can manifest itself in different forms, which depend on the personal characteristics of employees and working conditions:

The task of personnel officers is to enroll a newcomer in the second or fourth type of professional adaptation, identifying employees who do not accept the basic rules of the company.

Parties of the adaptation process

The adaptation process is characterized by four sides:

1. Professional. Gaining experience, determining the specifics of the work. Any new employee goes through a stage of study, guidance from an experienced colleague, instruction, and consultation. Modern organizations use rotation - on-the-job training. A new employee works for a short time in different positions, in different departments. This helps the newcomer quickly get up to speed with the team and learn a lot.
2. Psychophysiological. The employee adapts to a new work and rest schedule. This form of adaptation is necessary for the purposes of manufacturing plants with complex technologies where there is a risk of injury. In offices and other companies, conditions are standard. But a new employee needs time to get used to the rhythm and intensity of work, and the psychophysical stress.
3. Socio-psychological. It represents a successful infusion of a newcomer into the department’s operating mode. He becomes an equal part of the team, joins the emotional comfort zone, and speaks positively about the relationships between employees. Forms of socio-psychological adaptation depend on various factors: level of education, age, personal qualities.
4. Organizational. The employee is shown his workplace, his role in the activities and goals of the company, and his readiness to accept new rules.

Adaptation of Japanese workers

Japan can be taken as an example of an interesting system for training newly arrived workers and professional adaptation. The management of organizations tries to attract young workers immediately after school, because then the employee is not yet “spoiled” by other people’s influence, and is ready to accept the rules and norms of this organization. Particular attention in the adaptation of a specialist is given to the program of instilling corporate culture, devotion to the company’s image, and a sense of pride in one’s organization.

The corporate spirit of the company arises due to the employee’s dedication to the affairs of the company, familiarization with its atmosphere, and the fulfillment of missions and tasks. Each organization has its own working uniform, motto or anthem, rituals, and holding conferences. Many young employees of the company live in its dormitories for several years after joining the organization.

Russian problems of adaptation

The state employment service cannot effectively manage career guidance and adaptation, as there are problems with organizing employment. The presence of unemployment and low qualification requirements for workers do not show the need to improve the employment system. As a result, there was a shortage of personnel, underemployment, inconsistency with specialties, and low requirements for employee training.

Plays an important role in the development of a new employee’s career in an organization. adaptation process, the period of adaptation of the employee to a new workplace, work team, and the organization as a whole (Figure 19).

Figure 19 – Matrix of employee inclusion in the organization

Professional adaptation is a management process aimed at introducing new employees to their new tasks in a new workplace.

Errors associated with an employee’s adaptation to a new place of work can be divided into two types: behavioral and functional.

Behavioral ones depend on the person himself, his upbringing and culture. These include, for example:

- inflated expectations and claims;

— reluctance to understand and accept the company’s corporate culture;

- inability to wait, tendency to make premature conclusions;

- lack of initiative, unwillingness to take responsibility, etc.

Functional errors are related to the professional qualities of the new employee, but they are often committed through the fault of the organization.

Functional errors include:

— formalism or haste of adaptation programs;

— underestimation of the role and importance of adaptation for the development of the organization’s personnel;

— inattention to new employees, especially to their psychological adaptation to the new work team;

— shifting adaptation tasks to line managers who are busy with current production activities.

In this regard, it is possible to determine the main goals of modern personnel adaptation programs in an organization:

— reduce start-up costs;

— save the working time of the immediate supervisor;

— to form a positive attitude towards the team, organization, work;

— reduce staff turnover;

- reduce the anxiety, uncertainty, and concern that a new employee usually experiences when joining a new work team.

There are two areas of professional adaptation (Figure 20):

- primary— orientation of young employees who do not have professional experience (for example, graduates of educational institutions);

- secondary - adaptation to the organization of workers changing the object of their work activity or professional role.

Figure 20 – Types of adaptation of new employees

There are also professional, social and psychological adaptation.

Professional adaptation includes the mastery of a profession, its specifics, the acquisition by new employees of labor skills, techniques, and technologies necessary for effective activities in a given organization. For these purposes, in the first weeks of the probationary period, lectures, trainings, and business games are held.

Social adaptation is aimed at introducing a new employee to the organization as a social system: its history, personnel and social policies, the system of internal and external communications, internal rules, corporate culture of the company, its goals and values.

Psychological adaptation is aimed at including a new employee in the system of interpersonal relations of the team. Factors of psychological adaptation are the moral climate of the work team, leadership style, traditions and norms of relationships between employees.

The period of professional and social adaptation includes several stages, the time and scale of which can be different and depend on a number of factors (Figure 21):

— familiarization with the organization (from one month to three);

- device, i.e. gradual adaptation, assimilation of norms and stereotypes of labor and social behavior in the organization, compatibility with colleagues (usually up to one year);

— identification, i.e. the complete adaptation of the employee to the organization’s environment and his gradual integration into the organization, when personal goals are identified with organizational goals.

Thus, the process of adaptation of a new employee in an organization ends when the employee has not only become involved in the work process, but has also learned and accepted corporate value orientations, business and personal relationships in it.

Adaptation programs can be formalized(training in the HR department, mentoring, on-the-job training, familiarization with corporate documents, etc.) and unformalized(communication, workplace counseling, observations, etc.).

Figure 21 – Factors influencing the adaptation of new employees in the organization

In recent years, a form of adaptation such as mentoring has become widespread in organizations.

During the Soviet era, great importance was attached to the mentoring movement - becoming a mentor was prestigious and honorable.

Today, when choosing mentors, they are guided by such personal qualities as:

- high professionalism;

- communication, friendliness;

— desire to share your experience and knowledge, agreement to be a mentor;

- love for work and loyalty to your organization.

In some companies, the best mentors are rewarded for working with new employees, but there are many examples when mentoring becomes a need for people to pass on their experience and help new employees join the team.

Providing assistance to ordinary employees in a new workplace from colleagues, mentors, and HR managers is a fairly common occurrence. As for new managers, they are often left to their own devices, since there are practically no special programs for their adaptation in companies.

In the work of any company, there are many pitfalls and complex problems that can lead to objective difficulties, worries and stress for a top manager in a new workplace. The main task of a manager at the stage of joining an organization is to correctly build relationships at all levels of management - from shareholders to subordinates and colleagues; obtain information about information flows, both external and internal; study fundamental corporate documents on structure and business processes; analyze the company’s infrastructure, its opportunities and threats and, finally, explore the company’s “folklore” - its corporate culture, values, traditions, rules and norms of behavior.

The higher the manager’s position, the more individually the adaptation program should be built. But the main difficulty in adapting a top manager is that he has to look for the line where he must adapt to the organization, and where he needs to try to change the organization (for which he was invited by the owners of this company).