Types of personnel adaptation in an organization. Personnel adaptation methods: how to choose the best option Personnel adaptation means

New employees in an organization require special attention. It’s not so easy to join a new team, work, or get comfortable in a new place.

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There are special mechanisms that will help a person easily integrate into the team and begin to show good results from the very beginning of work.

Goals for which the process is aimed

Adaptation of an employee in an organization is the mutual adaptation of a new person and a team, which is based on gradual inclusion in work in new conditions for him.

The main goals of the adaptation process are:

psychological support for a new employee - it is necessary to minimize the state of uncertainty and reduce stress;
creating a positive attitude in the employee, job satisfaction, desire to work and develop;
reducing the organization’s costs, since a newcomer cannot work at full capacity for the first time;
reduction of staff turnover - problems during adaptation can lead to the dismissal of an employee and further movement of personnel;
saving time of other employees and the head of the organization.

The main stages of personnel adaptation in an organization

The gradual adaptation of personnel is aimed at achieving these goals. As a rule, it should be completed by the end of .

The duration of the stages will depend on the size of the organization and structural unit, the area and volume of work, and the job responsibilities of the newcomer.

The following stages of the personnel adaptation process are distinguished:

Stage	Period of time	Main goals
Preliminary	Before you start	Prepare for going to work
Introductory	First day of work	Getting to know the documentation, organization, team
Introductory	First week	Familiarity with the functioning of the company, department, area of work.
Taking office	First month	Mastering job responsibilities
Effective adaptation	First month	Building communication in a team
Operation	Until the end of the probationary period	Stabilization of work, formation of stable relationships in the team
Final	Two weeks before the end of the probationary period	Efficiency mark; making a decision on the further use of an employee

An employee comes with a certain amount of knowledge, communication and work experience, so during the adaptation process it is imperative to take into account his individual qualities.

The sequence of steps must be followed.

Before you start

When the decision to hire an employee has been made, it is necessary to begin preparatory measures:

Make a plan for entering the position.
Prepare the workplace: provide furniture, technical equipment with installed software, office supplies, tools, uniforms.
Appoint a curator.
Prepare a beginner's kit.
Send the employee for a medical examination if work conditions require it.
Prepare the team for the arrival of a new employee.
If the position is managerial, introduce him to the team.
Inform the newcomer about the things that he will need (replacement shoes, cutlery).
Familiarize him with the operating mode.

Introductory: first day

The first day of work is the most important and exciting for an employee. It is necessary to minimize his stress with a friendly attitude and detailed information on all issues.

It is advisable to carry out the following activities:

Complete documents with the HR department or personnel service. Familiarity with the charter of the enterprise, and internal labor regulations, regulations and local acts necessary for work.
Familiarize him with the main points of work: safety precautions; , bonuses, bonuses, fines; schedule, ; rewards and punishments; conditions of probation; who to contact if you have questions.
Outline a plan for entering the position.
Present the beginner's kit; manuals for beginners, information and training leaflets, booklets.
Conduct a tour of the enterprise and introduce employees.
Introduce the boss and supervisor.
Provide access to the company’s information systems - provide a login, password, and email address.

Familiarization

The employee gets into the flow of things, looks at how the enterprise functions.

Familiarization with the work of the organization

The newcomer studies the history, structure, hierarchy, and gets acquainted with the norms and rules adopted in the company.

Here it is advisable to show presentations, videos about the organization, and conduct additional conversations that ensure the formation of a corporate spirit.

Familiarization with the work of the department

The employee establishes communication with colleagues, understands the tasks and operating principles of the department, and determines how the internal and external communication of the department is structured.

The curator must talk about relationships within and outside the department, identify ethical issues, reveal the basic requirements for the employee and the criteria for assessing his professionalism.

Entering into the process of performing duties

The main documents of this stage are the employee’s job description and work plan for the probationary period.

The employee must understand what is required of him and try to meet the employer's expectations. He begins to master his area of work.

At this stage, feedback is important - a beginner should ask questions, seek clarification if something is not clear to him.

Adaptation to the environment

A new employee must build relationships with the team.

He needs to be given tasks so that he interacts with his colleagues and participates in collective affairs.

Corporate events will contribute well to this.

Transition to stable work

The newcomer gets out of a stressful state by dealing with basic production issues and establishing relationships in the team.

Upon entering the enterprise, the employee adapts to new economic, psychological, and living working conditions. Controlled adaptation of personnel to the social and behavioral norms accepted in the team can be primary and secondary. The first one is taken by young specialists without work experience. The second group includes recently employed people with experience.

Adaptation goals

Increases the efficiency of the new employee and reduces downtime costs.
Reducing psychological tension caused by being in an unfamiliar environment.
Increasing team loyalty, positive attitude towards work.
Decrease .

Stages of personnel adaptation

There are three forms of adaptation:

Introductory.
Device;
Simulation.

Introductory

The specialist gets acquainted with the enterprise and the microclimate in the team. The knowledge gained is compared with the beginner’s goals and his expectations from work.

The management of the enterprise needs to solve the following tasks before completion:

Candidacy approval.
Minimum time frame for transition to full implementation of work.
Identifying potential.
Defining responsibilities, drawing up an adaptation plan.

Device

This stage lasts from 1 to 12 months and depends on several factors, which include the assistance provided by the immediate superior, colleagues and HR manager. The nature of the newcomer’s interaction with the team is determined.

Assimilation

Assimilation consists of final adaptation to the team and the enterprise. At this stage, the employee must master the job responsibilities. Independent setting of targets is expected.

Types of personnel adaptation

Social. It assumes the adaptation of the individual in society. It consists of the stages of introduction into the environment, the study and adoption of behavioral norms, and the interaction of the individual with society.
Production. Getting used to the new environment.
Psychophysiological. New loads, working conditions at the enterprise.
Economic. Adaptation to the salary level and the procedure for its calculation.

Along with these types, there is professional and organizational. The first involves additional skills, knowledge acquisition and the formation of qualities for a specific position. With organizational control, the employee gets used to the management systems adopted at the enterprise . The view is necessary for adequate self-esteem of the new employee and his role in production processes.

Methods

Trainings.
Conversations with management and mentor.
Courses for training senior management.
Tactics for gradually increasing the complexity of tasks and assignments for beginners.
Role-playing games for team building.
Preparing for potential personnel movements.
Adaptation sheet.
Corporate brochure.

The document is drawn up by HR department specialists and may include the necessary tasks (for the probationary period), activities, and a section for marks for monitoring their implementation.

At trainings for newcomers, newly employed people can get acquainted with the existing procedures in the organization, learn about the activities of the enterprise, its history. Classes can be classroom, electronic, or mixed.

A corporate brochure can be issued in printed or electronic form or as a pocket guide.

Days for newcomers are aimed at strengthening relationships in the team, forming a cohesive team, which leads to increased productivity.

Any change in a person’s life is always a way out of the comfort zone, out of convenient and familiar circumstances. Even positive changes are accompanied by serious stress, which, of course, affects the performance and psychological mood of each person. Additional stress factors are fears, concerns, uncertainty or lack of knowledge and skills on the threshold of new events.

An employee who starts working for the first time in another organization or in another position experiences all this to the fullest. And since not only his personal success, but also the efficiency of the enterprise itself depends on his activities, management is interested in his speedy and successful adaptation to a new place.

The issue of labor adaptation is occupying an increasingly serious place in modern personnel policy. Approaches to this problem are constantly changing due to the demands of a changing market. Let's consider modern approaches to the process of labor adaptation of personnel.

Adaptation is an effective mechanism

The term “adaptation” came to human resources management from biology, where it literally meant “adjustment.” Adaptation is understood as the mutual “adjustment” of the environment and the organism to each other.

In relation to professional activities, we can define labor adaptation as the influence of the organization on the behavior of the employee who appears in it in order to be included in its functioning with the most effective interaction. It also includes the reverse process: the employee also adapts to himself some aspects of the organization’s activities.

Types of adaptation

Since the human condition is multifaceted, he has to adapt to many different factors. From here we can distinguish different types of adaptation. Let's consider those that are related to his professional activities.

Depending on previous experience, there are two adaptation forms:

primary- a person acquired a new employee status for the first time, only after graduating from an educational institution or starting work for the first time in his life;
secondary- the person has work experience, but the working conditions have changed (different position, higher rank, new team, perhaps a different specialization).

Depending on the conditions of which sphere a person is forced to apply or try to “bend” them to suit himself, the following are considered types of adaptation:

professional- the employee “integrates” into a new area of skills and abilities, mastering opportunities, evaluates his professional “baggage” from the point of view of suitability for the new job;
production- an employee in a new organization is included in an unusual organization of activities, learns new rules and navigates the workplace, finds a “common language” with tools, documents, mechanisms and other production factors;
social- receiving a new psychological “role” for himself, namely a member of a team, a colleague, as well as a subordinate, a person must learn the new rules of this “game”, accept the values of the new environment and, in turn, also begin to influence it (in everyday life this is called “becoming your own”);
financial- with new responsibilities, the economic component of a person’s life also changes; it will be necessary to take into account not only the factor of wages (its size and timeliness) and other budget increases, but also additional expenses, for example, travel to the place of work;
psychophysiological- not only the human psyche is reconstructed, but also the features of his biological functioning in the new environment where he will spend a significant part of his time. You need to resolve many issues regarding physical existence for yourself. You will have to adapt to the new regime and features, for example, the schedule of getting up and going to bed, the time and conditions for eating, get used to wearing special clothing (if provided), and even get used to the nuances of performing natural needs.

Why is personnel adaptation necessary in an organization?

Since adaptation is a biological and psychological mechanism “built-in” in a person, in most cases it occurs by itself. The question may arise: why, in this case, focus attention on the problem of adaptation, develop its programs, and strive to increase its effectiveness?

Indeed, a person most often sooner or later, one way or another, adapts to any conditions or adapts them to suit himself. To do this, he needs several factors: enough time, motivation, the will to change and their natural capabilities. But in the process of professional activity, all these factors can cost the employer too much, so he strives to reduce and simplify this complex process as much as possible.

REFERENCE! Research shows that 9 out of 10 people who quit without working for even a year made this decision in their first days in the service.

The main problems of beginners

What can make life difficult for a person in his first days at a new job? What should specialists dealing with personnel adaptation problems pay attention to first? Research shows that the predominant negative aspects that prevent new employees from feeling “in their place” are:

lack of organizational knowledge;
inability to navigate in a new environment;
constraint in front of management and colleagues;
lack of practical experience.

To these objective factors are added subjective experiences that further complicate adaptation, such as:

fear of appearing incompetent and failing to cope with one’s responsibilities;
fear of losing a job (or a passionate desire to “promote” as quickly as possible);
fear of not becoming respected in the team;
lack of contact with superiors (antipathetic manager or, conversely, fear of not liking him);
inability to “fit in” with the team (fear of being rejected or not wanting to get closer on your own initiative), etc.

Personnel adaptation methods

Different organizations use different approaches to the problem of personnel adaptation. Most often, one of three paths predominates.

“Swim if you can swim.” Management hands over the adaptation mechanism to the employee himself, leaving him to cope independently in a new situation. This approach is mainly allowed by managers when the market is oversaturated with labor, if they are not so interested in this particular employee, or if his position is not very prestigious and easily replaceable. Sometimes this approach is further aggravated by parting words like: “You start working, and we’ll see what you’re good for, and then we’ll talk about your remuneration and prospects.”
"The strongest survives". If an organization aims to select only the best, it presents the opportunity to join its ranks as a kind of privilege that must be earned through hard work and difficult trials. It is in such companies that newcomers are given probationary periods with strict conditions and difficult tasks. The team does not accept a new member for a long time, looking closely at him and sometimes even discriminating against him. The bosses are harsh, sometimes even excessive. If an employee passes such a “draconian” selection, he takes “his” place in the organization.
"Hello, partner." The most democratic and effective approach, which, however, requires the greatest effort from management. If an organization requires many different employees, and also seeks to provide itself with good personnel, it will approach the issue of adaptation responsibly. According to this approach, it is better to invest effort in “educating” your employee than to constantly “resow” the sand of personnel in the hope of discovering something worthwhile, and having made a mistake, start the process all over again. Searching, hiring and constantly training new employees will ultimately cost a greater loss of time, effort and finances than competent organization of personnel policy.

Goals of labor adaptation

If your organization has set itself the task of implementing a competent personnel adaptation program, you first need to clearly understand its goals. As a rule, they are:

reducing efficiency losses “at the start” (while the employee is poorly prepared to perform his duties, the quality of his work is much lower, additional time and sometimes finances need to be spent on him);
reduction of anxiety and psychological discomfort (this not only helps reduce staff turnover, but also significantly affects the quality of work);
saving time resources (if the organization has a well-functioning adaptation program, the manager and colleagues will not have to waste time on disorderly explanations with the new employee);
developing a good attitude towards the new place of work (when staff feel cared for, they work more efficiently).

The main “steps” of adaptation

In his mutual adaptation to the professional environment, the employee goes through 4 successive stages. Help at any stage will significantly reduce the adaptation time and make it easier, reducing the organization’s costs.

Information stage. To help a person, you must first find out what exactly he needs help with. At the first stage, it is necessary to collect information about the experience of the employee himself, his level of knowledge, and preparedness. Even with a high value of these indicators, unusual factors will appear in one area or another, which will help identify the most “problematic” points, which should be given priority attention during adaptation. This can be both the production process and communication issues.
Choosing a course. This is the employee’s initial orientation in a new place. He needs, as it were, to “pave a fairway” in the unfamiliar course of new circumstances. At this stage, the employee needs instruction, practical familiarization with new responsibilities, requirements, and standards. In practice, internships, mentoring, supervision, or simply the direct participation of management and colleagues are used. The majority of adaptation programs take place at this stage.
Inclusion in activities. Having received the initial adaptation kit, the employee begins to “test it” in real conditions, directly getting involved in production activities and interpersonal communication. At first, the process will be accompanied by tension and possibly mistakes, but as you progress, adaptation will gain momentum. It is at this stage that the “turning point” of adaptation occurs - the employee will be able to adapt to new conditions or he will decide to give up these attempts.
“Become one of your own - or leave”. An example of successful adaptation, when an employee fully integrates into life and communication within the organization, performing production functions and maintaining communication with colleagues. In practice, with spontaneous adaptation, an employee reaches level 4 by the end of the first working year; with professional help, it is possible to reach it after just a few months. If adaptation is unsuccessful, the final step may be dismissal.

Types of adapted employees

Adapt means successfully accepting the main values, norms, rules and requirements of the organization:

the main ones - related to production processes;
secondary - relating to intra-company communication and behavior.

Depending on what specific standards and how accepted they are, four types of adapted personnel can be distinguished.

"That's not mine". Both primary and secondary values are denied. The employee copes poorly with his responsibilities and has difficulty studying, it is difficult to communicate with him, and he himself is also uncomfortable. The expectations of both sides turned out to be far from reality. Adaptation did not actually occur. Dismissal shortly after employment.
"A good face on a bad game." The employee has accepted the main values, but denies the secondary values. A good employee who has difficulty fitting into the team. This is a single individualist who can be an excellent specialist under certain conditions. With proper organization, fruitful cooperation is possible.
“Being a good person is not a profession.” Complete separation of secondary requirements, but difficulties with the main ones. Pleasant to talk to, no complaints about discipline or corporate culture, but a professionally weak employee. A complex form of adaptation, in which lack of progress may result in termination of the employment contract or losses. It is recommended to organize training.
"Adapted". The best option is when the staff as a whole adequately perceives both the main and secondary norms of the company. As a rule, it is representatives of this variety that occupy a predominant position in any organization and are the ultimate goal of the adaptation process.

Orientation program

The most effective measures to help an employee adapt can be taken at the stage of choosing a course or orientation to a new place. This activity is within the competence of the new employee’s immediate management. He has the right to assign it to the HR manager or delegate it to other specialists, but the responsibility still lies on the shoulders of the closest boss. Many limit themselves to the initial briefing required by the Labor Code. However, to increase the effectiveness of the adaptation program, more expanded ways of its implementation can be envisaged. In the process of adaptation assistance, the following activities will be effective.

General acquaintance with the enterprise. It can be conducted by a boss or a personnel employee during a class, lecture, conversation or excursion. The familiarization program should include the following questions:
- the purpose and main aspirations of the company;
- requirements, norms and accepted traditions;
- target audience (consumers of the company's products);
- areas of activity of the enterprise;
- its structural divisions and connections between them;
- hierarchy (managerial “ladder”).
Management policy in the organization. The employee must understand exactly how the structure in which he finds himself functions. To do this, he will need to explain:
- principles of personnel selection;
- disciplinary issues;
- how professional development and training of employees is organized;
- Work mode;
- features of working with documentation and other nuances.
Financial questions. Any employee is concerned about the motivational component of his work. Therefore, it is better that he has no ambiguities about:
- the amount of remuneration for his work;
- components of salary (salary, bonus, taxes, deductions, etc.);
- factors that may affect monetary remuneration (deduction of bonuses, possible increase in salary, etc.);
- payment for overtime, business trips, work on weekends and holidays, etc.
Benefit package. The employee needs to be explained what social prospects he is entitled to while working in this organization, for example:
- payment for specialized training;
- medical care (sometimes for family members);
- benefits and assistance in case of injury, illness, retirement, etc.;
- attitude towards possible motherhood;
- other points, for example, travel to work, meals, additional services.
Safety precautions- a mandatory regime of labor protection measures and ensuring safe conditions. Even if all other points are missed, the Law prohibits neglecting this.
Getting to know the department. A deeper stage of adaptation, helping the employee directly become involved in the life of his structural unit. The head of a structural unit or a supervisor-mentor appointed by him can help carry out this process, and the internship period can make it easier. At this stage it is worth mentioning the following points:
- detailed guidance on actions related to your immediate responsibilities;
- articulating expectations and required results;
- the procedure for monitoring work and/or reporting;
- operating mode of the unit;
- all kinds of standards, requirements, regulations, prohibitions related to direct activities;
- presentation to the team of the structural unit.

It is important to separate approaches to primary and secondary adaptation: the time spent, the range of issues and the degree of their coverage, and the methods used will be different.

How to plan an onboarding program

If management decides to influence the effectiveness of an employee’s integration into the team, the process should be planned - a list of actions should be drawn up that will need to be consistently taken for this purpose. This can be done even before the selection and hiring process.

At the same time, it is worth drawing up a rough adaptation plan, which will depend on:

specific features of the organization;
positions of the future employee;
priority qualities required from him.

Separately, you need to plan actions for primary and secondary adaptation.

Management Action Plan for Adaptation Model Planning

Create a department, position, or assign responsibility to a specific person for the adaptation of personnel and their training. This could be a personnel manager, personnel officer, etc.
Identify “teachers”-mentors from among experienced workers who will be assigned to supervise newcomers in different departments (or entrust this task to department heads).
Distribute specific tasks among authorized employees.
Establishing a system of communication and hierarchy, for example: the mentor is responsible for the adaptation of the employee to the head of the department, who are responsible to the responsible HR manager, he brings the information together and reports to management.
Informing all personnel about the peculiarities of adaptation in this organization.
Establishing feedback: a newcomer to work should be able to seek advice and help at any time.

Selecting the best candidate for a position is not a success or a guaranteed victory for the HR department. On the way to achieving its goal, successful staffing, there is an important stage - personnel adaptation. What is the role of this stage of the organization’s business process, what is its essence and how to achieve success in this matter, we will tell you further.

Why is it needed?

The process of searching, hiring and replacing an employee involves a fairly large investment of time and financial resources for the organization. Often the owner spends a lot of money on selecting the highly specialized specialist the company needs, which the company needs to achieve a specific strategic goal. But absolutely every new employee has a period of adaptation to a new workplace.

Adaptation is a mutual process of perception, assessment and adaptation of both a new employee to the employing enterprise, and the enterprise to the employee. This stage takes place differently in different companies, and much depends on the individuality of the employee. Its duration varies from 2 weeks to one and a half months. During this period, work is carried out under the control of the HR department. One of its functions is career guidance of the candidate at the very beginning of his activity and the correct determination of his abilities and capabilities.

Adaptation is a mutual process of perception, assessment and adaptation of both a new employee to the employing enterprise, and the enterprise to the employee.

The goals of adaptation are:

Cost reduction. While a new employee has a difficult and time-consuming understanding of how the enterprise works, he works ineffectively and does not produce the results that are necessary for the company’s profit growth. The work activity of any employee must be productive.
Reducing the level of uncertainty of a newbie in the workplace.
. If a new employee feels uncomfortable and insecure, he will likely quit within a short time.
Increased loyalty of the employer company in the HR field, among potential employees and within the company.
Saving valuable time for the new employee’s immediate supervisor and other department employees. The need to waste time on an insecure and doubtful employee who has not adapted to the new place does not allow working in the correct mode. This disrupts the schedule and reduces the efficiency of the entire department.

Difficulties of the adaptation process

The main enemy of a new employee in a company (especially those without work experience) are doubts and fears, which sometimes do not allow them to show their best side and become the reason for a quick departure from work.

Among the “phobias” of new employees during adaptation:

Lose your position in the company.
Fail to cope with responsibilities, violate project deadlines.
Not finding a common language with colleagues, communication problems.
Identify professional deficiencies or gaps in the knowledge required for the job.
Be incompetent in the eyes of management and colleagues.
Don't get along well with the new manager.

The need for proper adaptation is undeniable for the reason that most layoffs occur among employees who have worked for the company for less than a month. In addition, quite often at an enterprise, industrial accidents occur during the first time a new specialist works.

The need for proper adaptation is undeniable for the reason that most layoffs occur among employees who have worked for the company for less than a month.

Tasks and fundamentals of the HR department’s work in managing the adaptation process:

A program of training and educational activities for a new employee. This tool will help you understand the essence of its work and obtain the necessary information regarding the activities of the enterprise; theoretical knowledge and practical skills activate self-confidence and increase work performance.
Monitoring individual communication between manager and employee. Methods of both formal and informal communication are suitable (for example, after work or joint leisure of employees on weekends or holidays).
Organization of short-term courses and trainings for top managers entering this position. Learning the basics of leadership is the key to being an effective and long-lasting leader.
Development of a system of methods for gradually increasing the complexity of tasks for a new employee.
Using the method of public assignments for closer contact with the team.
Organization of special role-playing games to unite the team and the new employee.

New employee adaptation forms

Social adaptation is the process of adapting a new person to a team, a new social environment for him and accelerating its transformation into the sphere of his work activity. Stages and contents by points:

Smooth entry into the environment.
Familiarity with department/team norms and values.
Motivation to gain a foothold in the team and work effectively, satisfying personal professional needs.

Industrial adaptation is the labor process of introducing an employee into a new professional activity, a crash course in understanding the tasks and specifics of the activity. Courses, trainings, and a positive attitude towards work serve this purpose.

Psychophysiological adaptation is to ensure that a new employee is able to cope with both physical and psychological stress that is inevitable when starting work in a new place.

Social and psychological adaptation is practically equal to working conditions, when an employee enters into the process of professional communication with the team and his professional activity is important and interesting to him.

Organizational adaptation consists in the fact that a newcomer gets acquainted with the nuances of the organizational aspects of the company: place of work, features of the business process, interaction with other employees and departments, his role in the organization.

Organizational adaptation consists of introducing the newcomer to the nuances of the company's organizational aspects.

Economic adaptation involves identifying prospects for salary growth.

Types of adaptation

The main types are divided into two types:

Primary adaptation is the period of introduction of a new employee who has no work experience or 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 is 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.

Adaptation methods

An important role in the work of a new employee is played by correctly selected methods of personnel adaptation. They come in two types: non-productive and economic.

The essence of economic methods lies in the material motivation of the employee. After all, the main criterion for choosing a job is salary. Non-production methods consist in the fact that the employer chooses his own scheme for carrying out activities for the adaptation of new employees.

Let's give an example of non-production methods: team building, corporate PR, new employees, corporate groups and websites, holding conversations and briefings within the team. Any of the above methods is quite effective during the adaptation period of an employee, as well as for team unity.

Modern technologies make it possible to improve business processes in an enterprise and work on the team spirit of all employees, increasing the efficiency and effectiveness of their work and the prosperity of the company.

Onboarding is an important business process in any organization and should not be overlooked. It is important to carefully work out the scheme of this project and fix it as a corporate and regulatory provision on the adaptation of personnel of a particular company.

This situation must be monitored by responsible employees. Only if it really works, new employees will be able to quickly get into the work, avoid fears and self-doubt, and become an effective part of the team in a short time. To draw up such a document, you can use a sample provision on personnel adaptation, specifying in it the points, methods and tools that will be used in the work process.

Each of us at least once in our lives has had to be in a situation of embarrassment from novelty, unknown, misunderstanding and a kind of “debut”. This situation does not add optimism and does not inspire much confidence. Some people experience what is called stupor, develop a stressful state, and develop other psychological problems. All this affects general well-being, sometimes even leading to various diseases of the nervous and other body systems. Indeed, according to statistics, an interesting pattern has emerged: many people who have just been hired for a new job fall ill within the first 2-3 weeks and even write out sick leave.

In an organization, the situation described above mainly concerns those employees who have been working at the enterprise or in a new position relatively recently. As a rule, they say about such employees that they are “newcomers”, “debutants”, “first-timers”, “newbies”... And this is by no means an indicator of a disdainful attitude towards such employees on the part of the rest of the “generals” of the organization. This is most likely a characteristic of that period of an employee’s work, which in science is usually called the period of adaptation. In a scientific and abstract sense, adaptation is a special case of the socialization process, which in a broad sense is understood as the process of introducing a person to the norms and values of the society in which he realizes himself as an individual.

Personnel adaptation- this is the inclusion of an employee in a new organizational and production environment; the employee’s mastery of the requirements, norms and values of the organization and positions; assisting a new employee to successfully integrate into the organization, adapt to the content and working conditions, and the new team.

We present the typology of personnel adaptation in the form of a table:

	Typology criteria	Types of personnel adaptation
	components of the personnel adaptation system	professional (production), psychophysiological, organizational, socio-psychological, economic, non-organizational
	having professional or work experience	primary, secondary
	spheres of adaptation	adaptation to a new organization, adaptation to a new position
	subjects of adaptation	employee adaptation, adaptation of work to a person

1. The personnel adaptation system includes such components as: professional (production), psychophysiological (ergonomic), organizational (corporate, value), socio-psychological, economic (material), non-organizational (non-production).

Professional and industrial adaptation- mastering one’s direct functional responsibilities. The goal is for the new employee to master a system of professional knowledge and skills and their effective application in practice. It is necessary to explain to the new employee the main tasks and immediate responsibilities, discuss tasks and performance indicators for the adaptation period. Assign a new employee to a mentor and conduct an internship.

Psychophysiological adaptation- this is the employee’s adaptation to new psychophysiological stress and working conditions; this is a search for an effective model of matching the employee’s capabilities and the requirements of his work functions and place.

Organizational adaptation- this is the assimilation of written and “unwritten” norms and rules of the company. The purpose of this adaptation is for the new employee to accept the values, attitudes and principles of the organization. It is necessary to familiarize the new employee with the organizational structure, company policies (mission, goals, corporate culture), provide internal regulations, and introduce the company’s corporate standards and style.

Socio-psychological adaptation is the inclusion of a new employee into the company’s team. The goal is for the new employee to more quickly overcome uncertainty in the new company. The main tasks are: introduce the new employee directly to the manager, introduce the new employee to the employees of the department, introduce the employees of other departments with whom he will constantly collaborate. It is also important for the new employee to participate in festive and cultural events of the company. Moral support to overcome the difficulties of joining the company also plays a big role in the adaptation of personnel. A good tool is feedback on the work done: what went well, what could be done better and how. Regular feedback allows you to track the mood of new employees, their impression of the work, the team, and understand how the new employee’s expectations from the company match.

Economic component personnel adaptation means how satisfied the employee is with the system, type of remuneration and other forms of material incentives.

Extra-organizational adaptation- this is the communication and relationship between an employee and colleagues during non-working hours and not about the organization or work: sports, recreation.

2. The presence of experience in professional activities and work in an organization (work team) predetermine such types of personnel adaptation as primary and secondary adaptation.

Primary adaptation- adaptation of young personnel who do not have professional experience.

Secondary adaptation- adaptation of employees who already have experience in professional activities, work in an organization or a work team.

3. The areas of adaptation are the organization itself and the position in which the specialist will work.

Adaptation to a new organization refers to those employees who first got a job in the company, and no matter what position they hold.

Adaptation to a new position refers either to employees of an organization who have received a new position, or to newcomers who occupy a particular position in a new organization for the first time in their professional activities.

4. The subjects of adaptation include employees and, paradoxically as it may sound, the work itself as an organization, work team, position, job functions and place.

Employee adaptation- this type of adaptation is mainly written about in all textbooks on personnel management.

Adaptation of work to personnel involves organizing workplaces in accordance with ergonomic requirements; flexible regulation of the rhythm and duration of working hours; development and construction of an organizational structure; distribution of work functions, rights and responsibilities, as well as specific tasks; optimization of systems for stimulating and rewarding the work of employees based on the principle of targeting and special merits.