The purpose of introducing personnel adaptation programs. Employee adaptation sheet

To new working conditions is one of the most important indicators of the effectiveness of the organization's personnel management.

The implementation of adaptive programs is designed to facilitate psychological, psychophysical, professional, socio-economic adaptation, and the integration of a newcomer to the existing production environment.

The adaptation mechanism is two-way. A beginner strives to meet his expectations financially, careerally, and socially. The company is interested in reducing the time until the maximum professional return can be obtained from it.

The personnel adaptation system is aimed at solving several problems:

minimizing the time and financial costs of entering a position, obtaining the necessary qualifications, professional knowledge, skills, techniques, skills;
determining the most effective professional use of a particular employee, his place and status in the team;
reduction in staff turnover, reduction as a result of physiological adaptation to the imposed physical and psychological stress;
formation of a positive emotional background;
acceptance by the employee of social, organizational, disciplinary norms, income level and methods of incentives, social protection;
activating the involvement of the entire team in solving common corporate problems.

Responsible for adaptation

An employee of the personnel (labor) department, management service, personnel training, HR service, sociological laboratory, training center (personnel retraining), the immediate superior, the head of a structural unit (department, workshop, bureau, group, service) may be responsible for the adaptation of an employee. Head of the organization.

Large companies are introducing into the staffing table the position of adaptation manager (), responsible for personnel selection, comfortable entry of a newcomer into the team, preparation and training.

Responsibility for a newcomer is often borne by a mentor; a supervisor is a highly qualified employee with great teaching abilities and is respected by the team.

Stages of developing an adaptation program

The development of a personnel adaptation program involves going through the following stages:

collection of information about vacancies, qualification requirements for candidates;
studying the conditions, state, prospects for the development of the labor market, the work of educational institutions that train the professional personnel necessary for the enterprise, offers from employment services, labor exchanges, and recruitment agencies;
analysis of the current adaptation system in the organization, its effectiveness;
familiarization with laws and regulations governing the adaptive process (regulations on employee adaptation, internal instructions on mentoring, instructions on conducting);
development of adaptation measures, questionnaires for interviewing, interviews, selection of tools for psychological and professional,
determining the duration of the program (short-term, lasting up to 1 year, up to 3 years);
selection of employee categories (young professionals, qualified personnel, middle managers, top managers), program structure, direct participants in the adaptation of a particular employee;
meeting a new employee, collecting information;
development of criteria for assessing the success of the adaptive program and the possibility of its correction.

Program structure

The program is designed to describe in detail the goals and objectives of the period. Indicate the duration and responsible persons, sequence of activities, forms and methods of influence, expected results, forms of control.

The adaptation program has its own characteristics depending on the status, rank, degree of responsibility of the employee, his individual psychological and physiological (health status, threshold of fatigue) characteristics, the specifics and content of production, established intra-production relations and traditions and includes mandatory and variable sections.

Required items include:

Getting to know the employee (interview, interview, testing).
Familiarization with job descriptions, regulations on internal regulations, social benefits, remuneration, system of fines, types of insurance, career opportunities, terms and conditions of employment.
Instruction on safety precautions, fire safety, familiarization with evacuation schemes, location of the medical center, canteen, household, sanitary and hygienic premises, parking of personal vehicles, means of communication.
Introducing the newcomer to the team, management, and supervisor.
Evaluation of the employee, confirmation in position or dismissal based on the results of the probationary period.

The variable part may include:

Plans for the first working day, week, month. Daily communication in order to clarify and eliminate emerging problems, misunderstandings of specifics, encouragement and motivation for success during the week or month.
Acquaintance with the organization in the form of a welcoming speech, presentation ceremony, excursion, welcome training, information booklets, films giving an idea of the products, the purpose of the company, its development prospects, history, corporate charter, priorities, structure, corporate slang, traditions, dress- code, “unwritten” laws, established collective relationships.
Help in organizing the workplace.
Assessment of professional competence.
Organizing feedback with a new employee (questionnaires, individual conversations, collecting feedback from colleagues, managers, mentors, individual progress cards, personograms).
Trainings, role-playing games for team building, formation of group relationships, dynamics.
Participation in the social life of the team, informal communication, performing one-time social assignments, participation in managing the work of the team, trade union work, getting to know the newcomer’s family.
Additional training, intermediate instructions, involvement in production competition, corrective measures and procedures, gradual complication of professional tasks.
Intermediate monitoring of the adaptation period, preliminary analysis, personal characteristics.

To assess the correctness of the program and subsequently evaluate its effectiveness, check whether the following activities were included in it:

information about the work schedule and start date was provided;
the correctness of filling out the personal file and execution of employment documents was checked;
instructions on safety regulations, fire safety regulations, job responsibilities, internal regulations, and regulatory documents were brought to the attention of and signed;
introductions were made to team members and administration, detailed information about the enterprise was provided;
ways to prevent and resolve conflict situations are provided.

When drawing up an individual adaptation program, conduct a preliminary interview during which you review the candidate’s resume and portfolio.

Collect information about the level of training, work experience, education, preferences in working with clients, wishes for a work schedule, working conditions, amount and form of payment, and claims for career growth.

Make a preliminary psychological portrait, outline the range of possible difficulties and necessary help. Establish a trusting relationship with the employee, achieve mutual understanding. Select a candidate for a future mentor.

Examples of adaptation programs

For online store sellers

First day

Informational conversation about the company: its history, traditions, management system, management, geography. Conditions, work schedule. Qualification requirements, job description. Rights and obligations. Appearance requirements. Presentation to the administration, team, sales mentor. Tour of the store. Preparation of documents.

2-7 days

Acquaintance with the assortment, prices. Practicing interaction with the team and customers. Successful sales training.

8-10 day

Training in working with conflict buyers and behavior in non-standard situations. Conversation about problems that have arisen and finding ways to resolve them. Collecting feedback from colleagues.

11-14 day

Work under the guidance of a sales mentor. Summing up the past period.

15-21 days

Further familiarization with job responsibilities, work according to schedule. Consultations with a sales mentor. Assessing the effectiveness of activities, personal qualities (learning ability, psychological stability, communication skills, attention, memory), drawing up a work plan to eliminate shortcomings for the next week.

22-30 day

Independent work according to schedule. Performance evaluation. Making a decision to continue working based on the results of the probationary period.

Responsible for the implementation of the program are the HR manager and sales mentor.

For a radio station host

1st week

Presentation of a new employee. Registration of the “Employee Book”. Initiation as a Presenter, during which in an informal setting one gets acquainted with the team, the mission of the radio station, its goals, objectives, format, traditions, and history.

Tour of the radio station, inspection of equipment. A story about career prospects and the possibility of realizing creative potential.

Applying for work, signing documents. Curator's choice. Designation of responsibilities and work schedule during the probationary period. Completion of mandatory training.

2nd week

Clarification of rights, responsibilities, opportunities for receiving benefits, requirements for the workplace, compliance with professional ethics and etiquette. Detailed introduction and mastery of equipment. Working together to prepare the broadcast, performing test samples and tasks.

3rd week

Joint broadcasts. Creative tasks. Mini-assessment of the team and manager. Identification of the problem field at work. Identifying requests for help from colleagues.

4th week

2nd month

Fully independent performance of official duties. Implementation of the author's project.

Surveying employees, collecting feedback from radio listeners, assessing the results of the probationary period, work efficiency, and creative potential. Making a decision on further cooperation. Assessing the effectiveness of the adaptation program.

Responsible: administration, curator, team members.

Drawing up and implementing an adaptation program allows you to quickly determine the area of the most successful application of the professional and personal qualities of a new employee in the structure of the organization.

Promotes the disclosure of creative potential, identifies the strengths and weaknesses of the employee. Ensures comfortable entry into the team and minimizes stress from new working conditions.

What employee adaptation programs will show excellent results in modern conditions, why traditional adaptation programs in organizations do not always work - this is discussed in the article.

From the article you will learn:

How to create an onboarding plan for a new employee

The employee labor adaptation program includes methods that allow a newcomer to acquire skills, knowledge, habits, and master stereotypes that will help perform work functions as efficiently as possible. Social adaptation implies rapid integration into the team, assimilation and acceptance of corporate culture. Find out how so that newcomers remain

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The adaptation program for a new employee traditionally includes:

visit seminars and courses, designed to adapt newcomers, taking into account the specifics of the organization’s work;
conducting individual conversations between the manager, mentor and employee;
conducting specialized courses for quick training of mentors;
organizing intensive short-term courses for specialists who are taking up their positions for the first time;
the use of techniques for gradually complicating the tasks assigned to beginners;
carrying out various assignments aimed at interacting with all members of the work team;
trainings;
role-playing games using situations that arise every day in the workplace.

If a company widely uses mentoring, training, short-term intensive training methods, but does not provide an individual approach to the younger generation, staff turnover is observed during the adaptation period. Young professionals submit their resignations, citing the fact that reality did not live up to their expectations. Find out how to develop taking into account the specifics of the work and individual characteristics

What modern techniques should be included in the employee adaptation program?

What to include in a social adaptation program

It is rational for Budding to include a social adaptation plan. Methods that allow a beginner to acquire skills, knowledge, habits, master stereotypes that will help perform labor functions as efficiently as possible, and rationally leave traditional ones.

Another important condition: the buddy and the newcomer must have something in common besides work. For example, graduate from one university or school. Then the buddy and his charge will immediately have a topic for conversation. Of course, it is important that the person assigned to the role of buddy belongs to the same generation as the newcomer, and is also sociable and responsive. An employee who is withdrawn and uncommunicative will not be suitable for such a role. Find out how on April 1

Include training for buddies in your employee adaptation program and make it clear that they should not teach newcomers how to work. Explain to future buddies that their task is not to ensure the growth of professionalism among newcomers, not to take care of their career, but to advise on current organizational issues:

where to apply for and receive a pass;
who to turn to for advice;
how to sign up for the section;
how to submit a request for office supplies;
where do IT specialists sit;
How to submit a request to troubleshoot problems with the printer.

When adapting new employees, the HR manager must use a specially developed program.

The adaptation program is divided into general and specialized.

The overall program concerns the entire organization and addresses the following issues.

1. General idea of the organization: welcoming speech; development trends, goals, priorities, problems of the organization; traditions, norms; products and their consumers; activities; organization, structure, relationships between departments; information about senior management; internal relations.
2. Remuneration.
3. Additional benefits: types of insurance; temporary disability benefits; severance pay; sickness benefits for employees and family members, maternity benefits; pension amount; on-the-job training opportunities.
4. Occupational health and safety: precautions; fire safety and control regulations; rules of conduct in case of accidents; places of first aid.
5. Relations between employees and the trade union: terms and conditions of employment; assignment, movement, promotion; employee rights and obligations; trade union resolutions; discipline and penalties.
6. Household service: food; restroom; other household services.

After the general adaptation program has been implemented, another, more specialized program is carried out. It covers issues related specifically to a department or workplace. This program is typically delivered by line managers or mentors.

This program covers the following topics.

1. Functions of the unit: goals and priorities; organization and structure; relationships with other departments.
2. Rights, duties and responsibilities: a detailed description of the current work and expected results; an explanation of why this particular work is important, how it relates to other work in the department and in the organization as a whole; duration of the working day and its schedule; requirements for the quality of work performed.
3. Rules, regulations: rules specific only to a given type of work or a given unit; safety regulations; relations with employees of other departments; food, smoking in the workplace; personal telephone conversations during working hours.
4. Inspection of the unit: fire alarm button; inputs and outputs; smoking areas; first aid places;
5. Presentation to department employees.

This adaptation program can be used for both initial and secondary adaptation. Adaptation of young workers who do not yet have professional experience is different in that it consists not only in assimilation of information about the organization, but also in learning the work itself. Therefore, the adaptation program must include training. Older employees have special adaptation needs. They also need training, and their needs are somewhat similar to the needs of young workers; they often find it difficult to fit into a new team. The adaptation of women returning to work after maternity leave, disabled people, and employees returning after completing training courses has its own characteristics. All this cannot be ignored and must be taken into account when drawing up personnel adaptation programs.

One of the categories of employees with special adaptation needs are university graduates. For those who have never worked, the amount of what there is to learn is extremely large. Therefore, for graduates, “the problem is not only learning about the organization, but also learning about the job itself.” The task of training new employees is often underestimated. How easily an incapable and, moreover, inexperienced manager in this area can relate to this can be understood from the ironic description by one practitioner of his bitter experience: “If a manager is going to do a job, then in connection with this he needs to give someone an order and then , after some time, check and establish that nothing has been done, and then find out why nothing worked, and listen to a thousand reasons for not doing the work: but now is the time to think how much easier it would be to do this work yourself, since you yourself could do it within an hour, while three days have already been spent on it, and the result is also unsatisfactory, and then you need to explain how this work should have been done, and you need to listen to why it was not done exactly that way and then you need to understand and establish that the work, although done, is of poor quality, and then entrust it to someone else to do it again. Yes. giving instructions and controlling - this is exactly what you need to be able to do! However, you also need to learn this..."

Another category that has special adaptation needs is older employees. They also need training without being overloaded with information. Of course, their “what,” “where,” and “when” will differ from the questions asked by young people in similar situations. but their adaptation needs are similar to those of graduates. In fact, they may find it more difficult to fit into the team than younger employees and this should be taken into account.

If we consider adaptation as a kind of formal procedure, then it is quite possible to limit ourselves to working with newcomers who came to the organization from the outside. If, on the contrary, you understand the importance of the very process of adaptation and the transition period, during which the newcomer becomes an effectively working, full-fledged member of the team, then you will come to the conclusion that old employees, when moving to a new job (regardless of how long they have worked in companies) also need introduction to a new position.

Special needs for induction also arise among women who have returned to work after leave to care for disabled children, and employees who have returned after completing training courses.

The above outline relates to the formal aspects of induction training. But what to do with stress, the formation of an attitude towards work, the formation of a team and its cohesion? Here again the emphasis shifts largely from content to process of adaptation.

The transfer of information can be carried out in various ways - through lectures, conversations, discussions. In large organizations. There may be films or slides that can be used effectively to communicate various aspects of the organization's activities. A useful way to carry out part of the onboarding process is through what is called "patronage". (Not to be confused with "mentoring" - an ongoing process that may include both counseling and performance evaluation components. It is an informal, future-oriented activity, without a hint of criticism. Its main purpose is to help people solve their current work problems, but in a way that allows them to learn while they work). That's what we're talking about here. that someone - you yourself or someone appointed by you - accepts a newcomer (and only one) under his protection for a trial period or a shorter period of time. The choice of such a person is of fundamental importance. It is more useful for the “patron” not to occupy a leadership position. It is best to choose an equal beginner. For example, the employee who was the last to start similar work or who started working in your team, keep in mind. However, it is during this period that your attitude towards work is formed, and choose such an assistant carefully.

A well-run onboarding program serves two equally important functions: job training and industrial relations building. For a lower-level executive, using, for example, job rotation during induction can be a vital decision. those. spend several days in each of the main divisions of the organization, where he will be provided with support and the necessary information.

In all cases, it is helpful to arrange follow-up meetings with new employees at reasonable intervals. Either way, making appointments is part of the manager's job responsibilities, and this can be done daily, weekly, or at large intervals, depending on the nature of the work being performed. This will allow you to ensure that the employee is undergoing an appropriate onboarding period (and to reorganize your onboarding program if it proves inadequate). Thus. You, as a manager, will fulfill your direct responsibility - adapting your employees and establishing their effective work within a reasonably possible period of time.

Adaptation of personnel in an organization is the adaptation of the company and the employee to each other. The employee is faced with new tasks, working methods, he is surrounded by unfamiliar colleagues, and he needs to get used to new conditions. The process of personnel adaptation in an organization is not always regulated. Not all employers consider it necessary to develop a system, finance it and take experienced employees away from work in order to make it easier for a new employee to get into position. Nevertheless, the adaptation of personnel in the organization must be carefully worked out, which will avoid costs associated with dismissal, search, selection and hiring 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 does not have work experience and communication experience in the work team. Most often these are young employees, graduates of educational institutions of various levels, young mothers who have just returned from maternity leave. It is more difficult for these candidates to adapt to the 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 an organization, what a workforce is, and what stages need to be completed when starting activities in a new workplace. They tolerate this process more easily than beginners. Candidates who change positions in a company sometimes move to another city. This is also a specific type of adaptation.

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

Basic forms of adaptation

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

Social adaptation – It assumes the adaptation of the individual in society. This type consists of the stages of introduction into a given environment, studying and accepting the behavioral norms of society, as well as the interaction of a particular individual with this society.
Production adaptation– the process of including an employee in a new production sphere, his assimilation of production conditions, labor standards, establishing and expanding relationships between the employee and the production environment.
Professional adaptation – mastering the work process and its nuances. Development of 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 his 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 – are characterized by the newly arrived specialist’s entry into the team and his rapid acceptance of the immediate social environment.
Economic adaptation – Economic adaptation means the adaptation of a new employee to the level of salary and the procedure for calculating it, since each organization has an individual procedure and features of material remuneration.

Goals and objectives of personnel adaptation

The main goals of this procedure are the following:

Reducing initial material costs. The new employee has not yet learned his workplace and responsibilities, so in the initial stages he will not be productive enough, which will inevitably lead to costs.
Reducing staff turnover. In a new place, a newcomer will feel uncomfortable and uncomfortable, so appointment to a position may be followed by quick dismissal.
Reducing the time spent by management and other employees, since adaptation and work carried out according to a clearly defined plan saves time.
Forming a positive attitude towards work, feelings of satisfaction with their new position.

The tasks of adaptation to a new job are performed by a special unit or a separate specialist. In order for an employee to become a full member of the workforce as soon as possible, the following must be carried out:

Various courses and seminars are conducted. At these events, complex and controversial issues of getting used to a new position and in a new team are discussed;
Conversation between the manager and mentor and the employee. It can be carried out individually with the employee, where all issues of concern will be considered.
Short courses are provided for management positions;
Increasing complexity of tasks due to the growth of professional skills;
For better adaptation, a new employee may be given various social tasks that are one-time in nature.

Basic methods of personnel adaptation

Let's look at the main methods in table form:

Mentoring	Experienced workers advise a new employee and bring him up to date
Trainings and seminars	Training a new employee in communication skills, public speaking, and how to behave in stressful and unexpected situations. As a result, the employee will perform his duties more productively
Conversation	A personal conversation between a new employee and the manager, the HR department in the process, through which he can get answers to questions that arise.
Special programs	These programs may include various role-playing games, trainings that will help strengthen the collective 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 completing the adaptation period, the employee is asked to fill out a feedback questionnaire
Certification, testing, corporate events, etc.	All these methods are aimed at making the new employee feel that the company needs him, he can do it, and at the same time his productivity increases.

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

Posted On 02.11.2017

Regular adaptation for new employees often helps employers introduce a new member to the team as quickly as possible, as well as train him in all the necessary subtleties of work.

Existing adaptation programs, in addition to professional training for a new employee, also include psychological support, assistance during “joining” the team, etc.

Main goals of the events

We can confidently say that adaptation is in the interests of both parties to the labor relationship - both the employer and his new employee. The first is interested in getting results as quickly as possible, while the second really needs help getting used to the new place of work.

The general system of adaptation measures includes a beneficial effect on the following areas of work:

minimizing employee training costs;
quick determination of the most effective role of an employee in a particular organization;
reducing staff turnover through quality training for each employee and showing him the most favorable attitude;
creating a positive atmosphere in the team, eliminating possible conflict situations, disputes, etc.;
creating team cohesion, forming experienced employees with the most positive attitude towards newcomers.

Who may be responsible for carrying out adaptation measures?

As a rule, responsibility for adaptation rests with specialists from the HR department. But other additional persons can also take part in this procedure, for example, the director himself, the head of the department, laboratory employees, etc.

If the organization is large, it may introduce a separate position for a personnel adaptation specialist.

Create an event plan

As a rule, an adaptation plan is drawn up individually for each enterprise. But in most cases it includes the following main steps:

Preliminary collection of all necessary information about candidates for a specific position.
Study of specific institutions that may produce suitable young professionals.
Analysis of the current adaptation system. If necessary, at this stage all required adjustments and changes are made to the existing scheme, which should lead to higher efficiency indicators.
Checking and analyzing all documents on the basis of which the company carries out the necessary adaptation measures. Such documents include internal regulations and agreements of the company, which can also be adjusted and changed.
Development of materials for preliminary checks and testing of candidates for certain positions in the organization. This may include the creation of suitable tests, the development of special questionnaires and other materials for selecting candidates.
Establishing clear criteria for selecting employees, including requirements for necessary education, qualifications, special character traits, etc.
Direct acquaintance with the applicant, an oral interview, which, as a rule, is conducted by the manager.
Application of all current provisions in practice - implementation of the necessary adaptation measures.

Composition of adaptation programs

The adaptation program is developed by the responsible persons of the enterprise. It must contain all the necessary information, for example, about the methods used, about assessments and selection criteria, about acceptable forms of influence, etc.

When drawing up an individual adaptation program for each employee, such important circumstances as: his current work experience, age, state of health, reviews from previous places of work, etc. are taken into account.

However, there are several mandatory points that apply to each new employee, for example:

preliminary acquaintance with a potential candidate. This can be either an oral conversation with the responsible person of the company, or filling out a specially designed questionnaire, etc.;
familiarity with all internal documents of the company that will be directly related to the further professional activity of the employee - job description, agreement on financial responsibility, salary regulations, etc.;
a story about the safety precautions in force in the organization. This is especially true for those enterprises where special or dangerous working conditions were recorded;
direct introduction of the new employee to the rest of the team. This can be an acquaintance with all members of the organization, or with a separate structural unit to which the employee will be assigned;
final assessment of the employee’s skills and abilities, for example, after completing a mandatory probationary period.

Additional activities may also include:

Constant contact with an employee in order to find out his achievements over a certain period, for example, a week.
This method of feedback is very effective, since it allows for the clearest possible observation of the newcomer’s success. In addition, the employee himself will always be able to ask questions about his work that interest him.
Introducing a new employee to the team by organizing a special procedure, for example, an introduction ceremony, a small meeting, or creating a favorable and relaxed atmosphere during the introduction.
Maximum assistance in organizing a comfortable place of work for a newcomer - making the necessary rearrangements, issuing new materials, becoming familiar with the operating features of equipment, etc.
Organization of additional trainings, games, corporate events that will help the employee establish mutual connection and communication with the team as soon as possible.
A constant increase in the requirements, a clear explanation of the assigned tasks, so that the employee has time to understand what exactly they want from him.
Organization of additional training if an employee requires maximum help and support in a particular area of work.

Before approving an adaptation program, you should check the presence of the following, most important, criteria, for example:

the employee was indeed told in detail about the future work schedule, as well as other important nuances;
the existing safety regulations were clearly explained to the employee;
the newcomer was officially introduced to the team;
Much attention was paid to possible disputes and conflicts with the newcomer, as well as ways to resolve them as quickly as possible.

It should be remembered that an individual adaptation program must really correspond to the special traits and characteristics of a person’s character. Only in this case will it be able to bring the most positive and high results. It would not be amiss to learn about such important points as the main character traits of a newcomer, the presence of ambitions, the degree of sociability, peculiarities of thinking, marital status, etc. Particular attention can also be paid to previous work experience - reasons for dismissal, features of communication with the previous manager.

An example of a completed adaptation program

Regarding a store employee

1st day

Familiarization of the employee with the company itself, as well as with the peculiarities of its work. Here you can tell about the history of the organization, about the traditions established in it. Next comes an explanation about the current work schedule, the possibility of working overtime shifts, etc.

2-7 days

An introduction to the store's current assortment, a story about special products, as well as how to achieve maximum success in sales.

8-10 days

Instructions on resolving conflict situations, behavior and communication with visitors, skills in answering provocative questions.

11-14 days

Beginning of the internship, transition from the theoretical part to the practical part. Provide customer service under the guidance of an assigned mentor.

15-20 days

Attempts to work independently under the supervision of a mentor. Finding out questions of interest to the newcomer during a conversation with the manager. Practicing psychological techniques and skills in communicating with clients.

21-30 days

Carrying out independent work in accordance with the established schedule and requirements. Establishing an assessment upon completion of preliminary labor activities. Relevant conclusions of management and the person in charge about the possibility or impossibility of further employment.

Adaptation of a radio station worker

1 Week

Introducing members of the organization to a new employee. Organize a small meeting during working hours in a relaxed atmosphere. A story about the history of the emergence and formation of the radio station, informing about interesting facts and internal secrets of the company. Initial acquaintance with the equipment on which the new employee will work in the future.

Voicing further prospects and criteria that have a direct impact on further career growth.

2 week

Familiarity with the current internal documents of the organization, including the employee’s job description. Providing information about the current labor discipline, the specifics of organizing breaks, the general principles of working time distribution, etc.

3 week

Organizing joint games and leisure activities, drawing up motivational programs, creative tasks and creating skits for resolving conflict situations.

4 week

Creation of an individual project by an employee under the guidance of an assigned mentor.

Summing up interim results with an assessment of current achievements, as well as making small adjustments to the newcomer’s work, if necessary.

5-8 week

Independent performance of all duties that were assigned to the newcomer in accordance with the provisions of the employment contract, as well as the current job description. Creation of another original project based on the requirements presented by the manager.

Conversations with other employees, collecting feedback on the effectiveness and efficiency of the work carried out by the newcomer. View all recorded achievements over the past time and summarize.

Making a final decision on whether the cooperation between the new employee and the employer will continue in the future.

The above examples clearly confirm the fact that any adaptation program must have clear deadlines.

Personnel adaptation plan: everything you need

Only in this case will it really be able to bring the desired results.

It would also be useful to constantly summarize preliminary results. This advice is especially relevant if the adaptation period is quite long. As a result, the person in charge may simply forget about some of the newcomer’s achievements, as well as other important nuances.

That is why it is better to take stock of the results quite often, for example, every week.

Of course, adaptation has long become an integral part of the functioning of almost any organization. If you pay attention to this procedure, it will really help to increase labor efficiency in a fairly short time, while simultaneously reducing costs.