Find out what is staff onboarding. Let's talk in detail about the types of adaptation. On the concrete examples we will show how to build an adaptation system correctly. Bonus: 6 Common Adaptation Mistakes.

From the article you will learn:

Adaptation of personnel: what the newcomer is afraid of

HR is well aware that everyone new employee experiencing stress. He is afraid not to complete the task correctly, not to find a common language with colleagues or to break some unwritten rule and cause laughter or criticism.

Rating of phobias of a new employee

1. I will not cope with the duties, I will not be able to meet the deadline.
2. I can't find a common language with colleagues.
3. I will find professional shortcomings or a gap in knowledge.
4. I don't work with the manager.
5. I will lose this place.

However, for many, the initial stress passes quickly, and they begin to work effectively. But there are employees who make decisions for a long time.

To speed up the process of adaptation of such employees, special programs, tools and methods are being developed.

An example of adaptation would be program "Three touches". The purpose of the program is to quickly involve newcomers in the work. By the end of the second month of work, new employees show excellent results and begin to move up the career ladder.

Ksenia Levykina, HR business partner of HiConversion, told more about it on the pages of the HR Director magazine.

Traditionally allocate 2 types of employee adaptation- production and non-production.

Production adaptation includes professional, psycho-physiological, organizational and sanitary-hygienic adaptation.

Behind these long and awkward words are the standard procedures for all companies:

• the employee is introduced to the rules of work;
• determine the terms of reference;
• show the workplace;
• present to colleagues.

Further, from the competence of HR, the employee falls into the competence of the labor protection inspector. Do you know that you can adapt employees already at the stage of selection ? The personnel system experts will tell you how to do it.

Non-manufacturing adaptation- is building informal relationships with colleagues. Festive corporate parties, sports competitions, field trips, in a word, everything that will give employees the opportunity to see each other not only as staff members and functional performers, but ordinary people who can be friends.

The classification of adaptation by type does not have a direct practical purpose. You can't tell an employee: On Monday we have social adaptation, on Tuesday - production, on Wednesday - psychophysiological, on Thursday - organizational, and on Friday - economic and a banquet ". All types of adaptation of the employee will take place simultaneously: on Monday, and on Tuesday, and for several very difficult weeks for him.

★Important fact. 80% of employees who left in the first six months after being hired made this decision in the first 2 weeks of work in a new place. This means that the employee made the decision to quit during the period of adaptation.

HR is engaged in the adaptation of ordinary employees, and who is engaged in the adaptation of HR? This was discussed at the webinar -

An example of complex adaptation

In order for an employee to successfully pass all types of adaptation in the workplace, an integrated system is needed. The adaptation system involves the implementation of various activities and the appointment of those responsible for them. It is most convenient to present data on activities and responsible persons in the form of a table.

Table. Adaptation of new employees in the first days of their work in the company

6 Common Adaptation Mistakes

Error 1. A beginner is overloaded with unstructured information.

Mistake 2. The employee has to perform duties that were not discussed at the interview.

Mistake 3. The adaptation period is too short.

Error 4. HR is not in place on the first day of the newcomer's work.

Mistake 5. The new employee is left to himself.

Mistake 6. A beginner cannot immediately get to work for some reason.

The problem of human adaptation long time is one of the areas of theoretical and applied research in many sciences: sociology, psychology, pedagogy, medicine, biology, etc. Nowadays, there is no longer a single social, anthropological science that would not directly or indirectly study the problems of human adaptation in various conditions of his life and activities.

In general, considering the problems of human adaptation, it is advisable to proceed from a well-known fact: a person appears in the aggregate of two systems - biological and mental. Each of them consists of many subsystems. In this sense, there are two main types (levels) of human adaptation: biological and psychological.

Biological and physiological adaptation is inherent in both humans and animals, but it is important to note that the adaptation of a person as an organism, one way or another, is affected by social circumstances.

E. Fromm believed that one of the differences between the biological adaptation of humans and animals is the presence of “biological weakness”, by which the scientist understood “the relative lack of instinctive regulation in humans in the process of adaptation to the outside world”.

According to this point of view, the differences in human adaptation from animals at the biological and physiological level are determined by low instinctive adaptability, as a result of which a person is forced to look for other ways of adaptation, which, in turn, contributes to human evolution.

In biological adaptation, the concept of "adaptation syndrome" (G. Selye) is used. Adaptation syndrome - a set of adaptive reactions of the human and animal organism, which are of a general protective nature and arise in response to adverse effects that are significant in strength and duration. Functional states that develop under the influence of stressors are called stress states. The main symptoms of the adaptation syndrome are an increase in the adrenal glands, a decrease in the thymus, spleen and lymph nodes, metabolic disorders with a predominance of decay processes. There are three stages in the development of the adaptation syndrome:

1. Stage of anxiety: lasts from several hours to two days and includes two phases: shock and anti-shock, the last of which is the mobilization of the body's defense reactions.

2. Stage of resistance: the body's resistance to various influences is increased. This stage either leads to stabilization of the condition and recovery, or is replaced by the last stage.

3. Stage of exhaustion: a sharp decrease in the body's resistance, a violation of its functions, which leads to diseases and may end in the death of the body.

Along with biological and neuropsychological approaches in the development of problems of human adaptation, others appear and are approved, primarily psychological and sociological.

Psychological adaptation is the process of psychological involvement of the individual in the systems of social, socio-psychological and professional-activity connections and relationships, in the performance of the corresponding role functions.

There are the following main areas of human life and activity in which his psychological adaptation is carried out (and, accordingly, the main varieties of psychological adaptation):

social in all the diversity of its substantive aspects, components: moral, political, legal, etc.;

socio-psychological: systems of psychological connections and relationships of the individual, its inclusion in the performance of various socio-psychological roles (socio-psychological adaptation of the individual);

the sphere of professional, educational and cognitive and other activity connections and relations of the individual (professional and activity psychological adaptation of the individual);

relationship with the ecological environment (ecological psychological adaptation).

Accordingly, with these four areas of human life and activity, four main types of psychological adaptation are distinguished:

professional activity;

social;

socio-psychological;

ecological.

The result of the adaptation process is one or another level of adaptation of the individual.

Personality adaptation can be:

internal, when there is a restructuring of its functional structures, systems with a certain change in the environment of its life. There is a meaningful, complete, generalized adaptation of the personality;

external, behavioral, adaptive, when the personality is not internally, substantively rebuilt and retains itself, its independence. There is a so-called instrumental adaptation of the personality;

mixed, when a person partially rebuilds and adapts internally to the environment, its values, norms, and partially adapts instrumentally, behaviorally, while maintaining its “I”, its independence, “selfhood”.

The process of professional adaptation of a specialist includes the following main procedures and problems:

1. Interaction of the individual with the environment:

a) social interaction(both with individuals and with social groups);

b) socio-psychological interaction;

c) interaction with the material and technical environment.

2. The emergence of a contradiction, a conflict situation (CS) between the individual and the environment.

3. The emergence of a need state (PS) of a person, a state of disadaptation.

4. The manifestation of reactive states of a protective nature, protective reactions in humans (DR).

5. The implementation of protective, adaptive behavior (AP) to reduce the maladaptive state.

6. Reducing (or removing) the contradiction between the individual and the environment, eliminating the conflict situation.

Visually, this can be represented as follows:

KS PS ZR AP Permission

Psychological adaptation is a multilevel and diverse phenomenon, affecting and individual characteristics a person, his psyche, and all aspects of his being, primarily the social environment and various activities (primarily professional), in which he is directly involved.

In the process of adaptation of the personality, the harmonization of the mental activity of a person with the given environmental conditions and his activity in certain circumstances takes place. In connection with this indicator of the degree of psychological adaptation of the individual, the level (degree) of the internal, psychological comfort of the individual, determined by the balance of positive and negative emotions of a person, the degree of satisfaction of his need states, can act.

Psychological adaptation is interconnected with such a psychological phenomenon as socialization. These processes are close, interdependent, interdependent, but not identical.

The socialization of a personality is the process of mastering social and socio-psychological norms, rules, values, functions.

The formation of a specialist's personality has two aspects:

1. professional-role socialization of the individual;

2. professionalization as a certain degree of mastery of a person's professional activity, specialty.

Professional adaptation is the process of a person entering the profession and harmonizing his interactions with the professional environment.

The professional adaptation of a young specialist is a permanent process that has its own dynamics, content and other features. Its success depends on many factors, among which the leading role is played by:

1. the specialist has the necessary internal prerequisites: appropriate preparedness, a sufficient level of adaptability, motivation professional activity;

2. special attention of the specialist himself, managers and the team as a whole to the process of professional adaptation;

3. implementation of the adaptation process, taking into account the characteristics of the specialist, the patterns of both this process itself and the development of the social environment;

4. special psychological support for this process, based on the prediction of its features and the provision of the necessary psychological assistance to the specialist.

Professional adaptation of a young specialist is a process of overcoming internal and external difficulties and obstacles. This creates certain stressful conditions, the overcoming and avoidance of which requires additional efforts and special preparedness. In addition, successful adaptation is impossible without constant self-education and self-education of a specialist.

Adaptation in a broad sense is interpreted as a process of interaction of an individual with environment, leading to the transformation of the environment in accordance with the needs, values ​​of the individual or to the predominance of the dependence of the individual on the environment.
Professional adaptation is the process of establishing balance in the system "man - professional environment", which manifests itself in the efficiency and quality of labor, in the satisfaction of a person with the labor process, its result, with oneself as a professional, and relationships in a team.
When considering the stages of involving a specialist in production, primary and secondary adaptation is singled out.
Primary adaptation is carried out during the initial inclusion of young employees (who do not have professional experience) in the activities of a professional group.
Secondary adaptation is the process of adapting a specialist to changes in professional activity caused by his transition to a new place of work, to another team, technical, technological and organizational innovations. The following main characteristics of secondary adaptation are distinguished:
. development of a new labor activity is based on previous professional experience;
. in the process of promoting a specialist in career ladder socio-psychological and organizational adaptation is carried out much easier, since he already has the skills and abilities to communicate in the production team, he partially retains the structure of public and administrative contacts;
. the main object of secondary adaptation is professional sphere.
The main stages of professional adaptation include:
1. Acquaintance. Obtaining by a specialist information about the new situation as a whole, about the criteria for evaluating various actions, about standards, norms of behavior.
2. Fixture. Reorientation of the employee, accompanied by the recognition of a new value system while maintaining the same attitudes.
3. Assimilation. Adaptation to the environment, identification with the new group.
4. Identification. Identification of personal goals with the goals of the organization.
Directions of professional adaptation:
1. Psychophysiological adaptation. Adaptation of a specialist to the physical conditions of the professional environment. The criteria for psychophysiological adaptation are the state of health, the level of anxiety, the dynamics of working capacity and fatigue, and the activity of behavior. To assess adaptation at this level, indicators of energy consumption, the state of the respiratory, cardiovascular systems, etc. are used.
2. Functional adaptation. It is characterized by the adaptation of the individual to the requirements of professional activity, mastering the methods of its implementation, the development of an optimal mode of implementation professional functions. There is a restructuring of mental processes and properties in accordance with the conditions and requirements of activity. There is a professionalization of perception, memory, thinking, emotional-volitional sphere, professionally important qualities are formed.
3. Socio-psychological adaptation. Adaptation of a specialist to the social components of the professional environment. It involves the entry of a young specialist into the professional system of interpersonal relations, the adoption of a new social role, norms of behavior, traditions, culture.
The result of the adaptation process is the state of adaptation of a specialist. Adaptability is a dynamic balance in the "man - professional environment" system, which is manifested in the success of the activity (Fig. 5).
Full professional adaptation is measured by the time that a specialist needs after graduation in order to reach the standard level of professional activity. Optimal time professional adaptation for most young professionals is about six months. Adaptation to intra-group relations ends earlier than professional (1-3 months).

The following factors influence the success of professional adaptation:
I. Subjective characteristics of a specialist:
1. Socio-demographic:
. Age. There is a two-sided influence of age on the success of adaptation. On the one hand, the adaptive capabilities of a young specialist are higher; in old age they are significantly reduced; on the other hand, with age, the experience of balancing with the professional environment is accumulated.
. Floor. According to some data, in the professional adaptation of women, the socio-psychological aspect comes to the fore, while men adapt primarily to activities.
. Family status. The presence of his own family makes a specialist a representative of a small socio-psychological group with its own interests and norms. In the future, he is forced to adjust his professional behavior in accordance with belonging to this group. The absence of a family, on the one hand, allows a specialist to devote more time to work, on the other hand, it reduces his satisfaction with life, since he is deprived of the necessary components of life balance.
2. Physiological features.
3. Emotional stability.
4. Adequate self-esteem. Sharply inflated self-esteem can create at a certain stage of activity a zone of constant failures, reduced motivation. Low self-esteem contributes to the development of passivity, fear of responsibility, and a decrease in the subjective probability of success. The result of inadequate self-esteem is usually the incomplete realization of a person's capabilities in professional activities, in some cases - the rejection of it.
5. Activity of the individual. Active adaptation is understood as the desire of a young specialist to influence the professional environment in order to change it. A low level of personal activity characterizes passive adaptation to the environment. The most effective is adaptation as a process of active adaptation of an employee to changing conditions of professional activity.
6. Pre-adaptive level of knowledge, skills and abilities.
7. Social and professional readiness for activity:
. setting to overcome difficulties;
. mood for professional activity;
. expectation of success.
8. Compliance with the real and required competence of a young specialist. The predominance of real competence over the required one leads to a decrease in motivation, disappointment, since it is important for a specialist that all his professional experience is in demand. The predominance of the required competence over the real one leads to the complete or partial professional unsuitability of a specialist for a given workplace. There are situations when a young specialist simply inadequately assesses his competence, making hasty conclusions based on the results of random observations (underestimation) or not thoroughly evaluating the content of the activity that he will have to do (overestimation).
II. Objective factors:
1. Working conditions. Working conditions are understood as a set of factors production environment that affect the health and performance of a person in the process of work.
2. Organization of the technological process. Content production tasks, features of rationing and remuneration, stimulating the successful completion of production tasks, systematic analysis of mistakes made by the adaptant, learning by example, setting the rate of inclusion of a specialist in the technological process, etc.
3. Mode of work and rest. The mode of work and rest is the alternation of periods of work and breaks, established on the basis of a performance analysis in order to ensure high labor productivity and maintain the health of workers. A typical intra-shift performance curve is shown in fig. 6.

Criteria for assessing the success of professional adaptation:
1. Objective:
. speed of acquisition and increase qualification category;
. the degree of interaction and consistency of the specialist with colleagues and the manager;
. stability of quantitative indicators of labor:
- systematic implementation norms;
- productivity of activity (high productivity with optimal neuropsychic costs);
- no violations.
2. Subjective:
. job satisfaction in general and specialty;
. adequate assessment of their professional abilities and skills;
. striving for improvement, professional development.
The level of adaptation of a young specialist can be judged
according to the degree of manifestation of objective and subjective criteria, considering them in unity. The adaptability of a young specialist as a result of the adaptation process manifests itself much later (after several years) and in the first years of work, as a rule, does not affect the results of professional activity.
The adaptation period accounts for the highest percentage of staff turnover. Practice shows that often those tasks that are habitually solved by long-term employees are beyond the power of young professionals who are poorly oriented in the current organizational situation. The causes of difficulties in this case, as a rule, are:
1. Lack or untimeliness of obtaining the necessary information, allowing you to decide in a new situation and find correct solution.
2. An excess of information, which, on the one hand, requires the utmost attention and memorization, and on the other hand, makes it difficult to select the necessary information to effectively influence a new situation.
3. The need to simultaneously solve several equivalent tasks: study the situation, make decisions, fulfill your new duties, establish useful contacts, master new elements of professional activity, especially carefully build your behavior.
4. The need to form a certain positive opinion of others about oneself, to constantly stay in the assessment zone. Sometimes there is a need to change the unfavorable opinion of others about themselves, which appeared as a result of certain social attitudes and stereotypes characteristic of this enterprise, etc.
Management of professional adaptation is an active influence on the factors influencing its success and timing.
The need to manage adaptation is due to the likelihood of damage to both employees (injuries) and the organization as a whole (equipment failure). In large enterprises, as a rule, there are specialized personnel adaptation services. They can act as independent structural units or be part of other functional divisions(human resources department, labor department and wages etc.). Sometimes the position of adaptation specialist is introduced in staffing shop management structures.
The main tasks of the adaptation service:
1. Development and implementation with the participation of the functional services of enterprise management activities:
. to reduce the adverse effects of the work of an unadapted worker;
. stabilization labor collective;
. stimulation of labor productivity of employees;
. increasing job satisfaction.
2. Coordination of the activities of all parts of the enterprise related to the professional adaptation of specialists (administration, functional services of the enterprise, line managers).
The results of the adaptation service are a decrease in the level of marriage, staff turnover, a decrease in the number of equipment and tool breakdowns, and violations of labor discipline.
An example order of adaptation is as follows:
. Acquaintance with the enterprise, its features, internal work schedule etc.
. Ceremony of introduction to the team, familiarization with the workplace.
. Conversation with the leader.
. Familiarization with social benefits and incentives.
. Instruction on fire safety and safety.
. Training according to a special program.
. Work at your workplace.
Particular attention to young professionals must be shown in the first three months of work, when the insufficient level of mastering a new professional activity affects.
The program for optimizing the adaptation processes of employees may include:
1. Delivery young specialist an information publication containing basic information about the enterprise and its products.
2. Viewing photo and video materials about the history of the establishment and development of the enterprise, its current state.
3. Meeting of young specialists with one of the leading managers of the enterprise.
4. Various ways to provide a young specialist with the opportunity to ask questions that he has and get competent, comprehensive answers to them, etc.
In conclusion, it should be noted that the program to support young professionals during the adaptation period can be considered successfully completed when the employee enters his usual work rhythm and copes with professional functions without tiring effort.

Questions for self-examination

1. What components in the structure of professional suitability are highlighted by E.A. Klimov?
2. What is the dynamic nature of professional suitability?
3. What groups of workers can be distinguished according to professional suitability?
4. Set the difference between the concepts of "quality" and "property".
5. What properties of the subject can be classified as professionally important?
6. What is the difference between basic professionally important qualities and leading ones?
7. What professional (special) abilities do you know?
8. Are the concepts of "professionally important qualities" and "professional abilities" identical?
9. Compare the concepts of "professional suitability" and "professional selection".
10. What principles underlie the organization of the selection process?
11. What features will you take into account when determining the quantitative needs of the organization in personnel?
12. What is the purpose of studying and analyzing the applicant's application documents?
13. What tasks can be solved by conducting a selection interview?
14. What is the difference between primary and secondary adaptation?
15. What are the areas of professional adaptation?
16. By what indicators can one judge the success of social and psychological adaptation?
17. What subjective characteristics of a specialist influence his adaptation to professional activity?
18. Determine the value of adaptation programs for young professionals in the workplace.

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Based on the definition of labor psychology as a science about the laws of formation and maintenance of dynamic balance in the system "subject of labor - professional environment", there is reason to consider professional adaptation as a process of formation (and restoration) of this balance. Such an understanding does not contradict the general concept of mental adaptation as a process that maintains a dynamic balance in the "man-environment" system.

From the point of view of the employer, professional adaptation is a system of measures that contribute to the professional development of an employee, the formation of appropriate social and professional qualities, attitudes and needs for active creative work, and the achievement of a higher level of professionalism.

Adaptation of a young worker is the process of forming a stable positive attitude towards the tasks, traditions and prospects of the enterprise in the personality, during which the personality is actively included in the new production activities, the system of interpersonal relations, social and cultural life enterprises, finds there the conditions for self-realization and turns the new environment into the basis of their life.

According to the results of Finnish researchers of professional adaptation, young professionals can be divided into four groups:

1. Quick transition to a job that matches education.

2. Working life is characterized by dispersion, i.e. Jobs do not match education.

3. During the period of study, education was received in several areas, but work activity quickly comes into line with education.

4. Received education in several areas, labor activity is characterized by a spread in the choice of work.

The scientific literature notes the ecological, biological, physiological, operational, informational, communicative, personal and socio-psychological aspects of professional adaptation. To streamline this diversity, let us turn to the work of B. G. Ananyev, in which a person - the subject of labor is considered as an alloy of the properties of an individual and personality. In this case, professional adaptation is the unity of an individual's adaptation to the physical conditions of the professional environment (the first aspect, psychophysiological), adaptation to professional tasks operations, professional information, etc. (the second aspect, actually professional) and the adaptation of the individual to the social components of the professional environment (the third, socio-psychological aspect).

In the process of psychophysiological adaptation, the totality of all conditions that have a different psychophysiological effect on the worker during work is mastered. The study of the professional and socio-psychological aspects of adaptation does not exclude the analysis physiological mechanisms mental phenomena accompanying this process. A person adapts to any professional situation as an integral structure: both as an organism and as a person.

Professional adaptation is characterized by additional development of professional capabilities (knowledge and skills), as well as the formation of professionally necessary personal qualities, a positive attitude towards one's work. An important aspect professional adaptation is the adoption of a professional role by a person. At the same time, the effectiveness of professional adaptation largely depends on how adequately a person perceives his professional role, as well as his professional connections and relationships.

In the process of socio-psychological adaptation, the employee is included in the system of relationships of the team with its traditions, norms of life, and value orientations. In the course of such adaptation, the employee receives information about the system of business and personal relationships in the team and individual formal and informal groups, about the social positions of individual members of the group.

Many researchers also highlight organizational adaptation. In the process of organizational and administrative adaptation, the employee gets acquainted with the features of the organizational management mechanism, the place of his unit and position in the overall system of goals and in organizational structure. With this adaptation, the employee should form an understanding of his own role in the overall production process.

Despite the difference between the types of adaptation, they are all in constant interaction, so the management process requires unified system tools of influence that ensure the speed and success of adaptation.

A person's adaptation to professional activity is divided into a number of stages: primary adaptation, stabilization period, possible maladaptation, secondary adaptation, age-related decrease in adaptive capabilities. One cannot but agree with those researchers (Ovdey, 1978; Kaznacheev, 1980), who define the process of adaptation as continuous, but activated in those cases when a mismatch occurs in the system "subject of labor - professional environment". The reason for maladaptation can be both changes in the subject of labor and an increase in the requirements of activity to it. These changes can be stable, defining a long and deep restructuring, and then they should be attributed to general professional adaptation, but short-term "perturbations" may occur, suggesting situational adaptation.

Describing the stages of psychological adaptation in an organization, a group of authors led by A. A. Derkach focuses on the procedural aspect of adaptation. There are five stages of adaptation.

The preparatory stage of adaptation, which consists mainly in the accumulation of relevant information about subject and social conditions upcoming activity.

The stage of starting mental stress is associated with the state of neuropsychic experience of preparatory actions and the initial entry into new conditions of professional activity. Here, the internal mobilization of the mental and psychophysiological resources of a person takes place, providing the necessary prerequisites for functioning in the new conditions.

The next stage of adaptation is the stage of acute mental reactions of entry, at which the adaptant begins to feel the impact of the changed factors of the subject and social environment. Characteristic for this stage The adaptation process is the experience of a state of frustration that causes constructive or destructive reactions.

In the case of a favorable development of the adaptation process, the stage of the final mental stress begins, characterized by a kind of preparation of the human psyche for the actualization of the previous modes of functioning, habitual ways of behavior in connection with the upcoming return to habitual life.

The final stage of the adaptation process, called the stage of acute mental exit reactions, consists of a complex of emotional and behavioral reactions associated with entering an already familiar environment and professional activity.

In almost all works on the problem of adaptation of the individual in the labor sphere, certain criteria are put forward, with the help of which the degree of adaptation of the individual is assessed.

Adaptability is manifested primarily in the effectiveness of activities. An activity characterized by high productivity and product quality, optimal energy and neuropsychic costs, and professional satisfaction can be called effective. F. B. Berezin formulates three criteria, according to which it is expedient to assess mental adaptation in the conditions of a certain professional activity: 1) the success of the activity (fulfillment labor assignments, growth of qualification, necessary interaction with members of the working group and other persons); 2) the ability to avoid situations that pose a threat to the labor process and effectively eliminate the threat that has arisen (prevention of injuries, accidents, emergencies); 3) carrying out activities without significant impairment of physical health.

In general, for the control and evaluation of professional adaptation, the following are used:

1. Psychophysiological criteria that take into account the state and functional reserves of a person.

2. Economic criteria, including performance indicators and labor quality.

3. Psychological criteria: satisfaction with the work performed, the establishment business relations with management, joining a team, socio-psychological compatibility, acceptance of goals, norms and internal regulations of the organization.

4. Social Criteria, including staff turnover, industrial injuries and accidents, morbidity, etc. .

Criteria for socio-psychological adaptation have been worked out in sufficient detail: in the sphere of social activity, participation in social work and satisfaction with this participation; in the field interpersonal communication-- sociometric status and satisfaction with relationships with comrades (Georgieva, 1986), attitude towards association (large group), attitude towards the team ( small group), self-satisfaction at work, attitude towards the manager (Ismagilov, 1981), the adequacy of interaction with other participants in the activity (Berezin, 1988). The criteria for psychophysiological adaptation are the state of health, mood, level of anxiety, degree of fatigue, activity of behavior (Blazhne, 1986; Berezin, 1988; Selin, 1990).

A common indicator of adaptability is the absence of signs of maladaptation. Disadaptation is manifested in various violations of activity: in a decrease in labor productivity and its quality, in violations of labor discipline, in an increase in accidents and injuries. Physiological and psychological signs of maladjustment correspond to the well-studied and described signs of stress.

The set of specific values ​​of the adaptation criteria is classified further depending on these values ​​and their combination, i.e., the levels of adaptability of the individual are distinguished.

The question of levels is solved in different studies in different ways, the authors offer their own classifications based on the characteristics of the adaptation criteria used. V. G. Podmarkov identifies high, medium (normal) and low levels of adaptability. G. A. Slesarev proposes to consider four levels of production adaptation: dysfunctional, stereotyped, stereotyped-initiative, initiative. R. A. Kuzmina and A. A. Rusalinova - groups of complete, incomplete and zero adaptedness.

An important role in the career development of a new employee in an organization is played by adaptation process, the period of adaptation of the employee to a new workplace, labor collective, organization as a whole (Figure 19).

Figure 19 - The 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 the adaptation of an employee to a new place of work can be divided into two types: behavioral and functional.

Behavioral depend on the person himself, his upbringing and culture. For example, they include:

- high expectations and claims;

- unwillingness to understand and accept the corporate culture of the company;

- inability to wait, a tendency to draw premature conclusions;

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

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

Functional bugs 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 collective;

- shifting the tasks of adaptation to line managers, loaded with current production activities.

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

— reduce start-up costs;

- save work time immediate supervisor;

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

- reduce staff turnover;

- reduce anxiety, uncertainty, concern, which, as a rule, a new employee experiences when entering 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 educational institutions);

- secondary - adaptation to the organization of workers who change the object of their labor activity or professional role.

Figure 20 - Types of adaptation of new employees

There are also professional, social and psychological adaptation.

Professional adaptation includes the development of the profession, its specifics, the acquisition by new employees of labor skills, techniques, technologies necessary for effective operation in this organization. For this purpose, in the first weeks probationary period lectures, trainings, business games are held.

Social adaptation aims to introduce the new employee to the organization as social system: its history, personnel and social policy, system of internal and external communications, internal regulations, corporate culture of the company, its goals and values.

Psychological adaptation is aimed at the inclusion of a new employee in the system of interpersonal relations of the team. Factors of psychological adaptation are the moral climate of the workforce, 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);

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

- identification, i.e. full adaptation of the employee to the environment of the organization and its gradual integration into the organization, when personal goals are identified with organizational ones.

Thus, the process of adaptation of a new employee in the organization is completed when the employee not only joined the labor process, but also learned and accepted the value corporate orientations, business and personal relationships in it.

Adaptation programs can be formalized(training in the personnel department, mentoring, briefing at the workplace, familiarization with corporate documents, etc.) and informal(communication, counseling at the workplace, observation, etc.).

Figure 21 - Factors affecting the adaptation of new employees in the organization

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

In Soviet times, great importance was attached to the mentoring movement - it was prestigious and honorable to become a mentor.

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

- high professionalism;

- communication, friendliness;

- desire to share their experience and knowledge, consent to be a mentor;

— love for the cause and loyalty to the 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 share their experience, to help new employees join the team.

Assistance to ordinary employees in a new workplace by colleagues, mentors, personnel managers is a fairly common phenomenon. As for new managers, they are often left on their own, since there are practically no special programs for their adaptation in companies.

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

The higher the position of the leader, 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 should adapt to the organization, and where he should try to change the organization (for which he was invited by the owners of this company).