Stages of adaptation

1.2. Stages of adaptation.

Each enterprise or its collective possesses specific, only to it inherent features on which account successful or less successful work of collective as a whole depends. Procedures of adaptation of the personnel are called to facilitate occurrence of new employees during a life of the organization. Practice shows that 90 % of the people discharged from office within the first year have made this decision already in the first day of the stay in the new organisation . As a rule, the beginner in the organization collides from greater quantity of difficulties which great bulk is generated by absence of the information on the operating procedure, the location, features of colleagues, etc. That is special procedure of introduction of the new employee in the organization can promote removal of a lot of the problems arising in the beginning of work. Conditionally process of adaptation can be divided into four stages:

Stage 1.

The estimation of a level of readiness of the beginner is necessary for development of the most effective program of adaptation.

If the employee has not only special preparation, but also an operational experience in similar divisions of other companies, the period of its adaptation will be minimal. However it is necessary to remember that even in these cases in the organisation variants of the decision of problems already known to it are possible unusual for it. As the organizational structure depends on some parameters such as technology of activity, an external infrastructure and of the personnel. The beginner inevitably gets to some extent in a situation unfamiliar to it. Adaptation should assume both acquaintance to industrial features of the organization, and inclusion in communicative networks, acquaintance to the personnel, corporate features of the communications, etc.

Table 1.1. Distribution of duties on orientation [6;76-78].

Stage 2. Orientation.

Orientation is the practical acquaintance of the new employee with its duties and requirements which are presented by organization. To this work are attracted not only direct heads but also managers of personnel. As usually the duties are distributed like we see in the table 0.1. Usually the program of orientation consists of the row of not big lectures, excursions, practices (the work on the some work places or with some equipment).

Stage 3. Actually adaptation.

This stage consists in the adaptation of the recruit to its status and in the inclusion of the recruit in relation with collective. In limits of this stage necessary to give the recruit a opportunity to be active in different shares, to check in itself the given knowledge about organization. It is important, in this stage, to give a maximum help to recruit, regularly to conduct the appraisal of effectiveness of activity and peculiarities interactions with colleges.

Stage 4. Functionality.

This is the last process of adaptation. It is characterized by gradual decision of productive and interpersonal problems. It also characterized by crossing to the stable work. As a rule, this process of adaptation comes after 1-1.5 years of the work . If it process is regular, it will be more effective in few months of work.

In this chapter we considered methods for development of potential of a labour power. Also it were noted two directions of adaptation and some aspects of adaptation. We showed the success of adaptation depends on the row of conditions. It were offered organizational decisions of problem of structural fastening functions of management of adaptation. Also it were offered possible decisions on technology of managerial process of adaptation. Besides this, we paid attention to realization of principles of the organization of the work which are rendered motivational influence on the personnel and facilitated process of adaptation of employees. On example table 1.1., we showed distribution of duties on dentition.