professional adaptation. The problem of professional adaptation of specialists and ways to solve it in modern conditions Professional adaptation in social work
Usually, during professional activity, a person is affected by a complex of adaptogenic factors, the specificity, intensity and duration of which are determined by the content of professional activity and the environmental conditions in which this activity is carried out. The stage of adaptation to the profession begins after the completion of vocational education, when young professionals begin independent work. The professional situation of development is radically changing: a new team of different ages, a different system of production relations, new social and professional values, a different social role and a fundamentally new type of leading activity.
Production adaptation when a young specialist enters a job, it includes all aspects of the adaptation of specialists to work in a new organization and during service and professional movements within the organization: technical, biological, social. Adaptation types can be divided according to their functional purpose:
Professional adaptation- adaptation of the employee to the work performed; mastering the profession, its specifics, acquiring professional skills sufficient for the high-quality performance of duties, developing a stable positive attitude towards one's profession;
Psychophysiological adaptation- the process of assimilation of the totality of all the conditions necessary for the employee in the process of labor activity, adaptation at the level of the body to working conditions and the mode of work, establishing the usual level of ability to work;
Socio-psychological adaptation - the inclusion of a novice worker in the existing system of relationships of the team with its traditions, norms of life, value orientations;
Organizational and administrative adaptation- adaptation to the existing structure of the enterprise, the peculiarities of the organizational mechanism of management, the place of its unit and position in the overall system of goals. The employee is getting used to the new corporate culture, leadership style, learning the values of the organization and its goals;
Economic adaptation- getting used to a certain level of earnings and social security, familiarization with the economic mechanism of managing the organization, with the system of incentives and motivation, with the conditions of remuneration;
Sanitary-hygienic adaptation - adaptation to the work schedule, working conditions, new requirements of labor, production and technological discipline Mikhailova T.V., Features of the adaptation of young specialists // Business in Russia and abroad No. 5, 2009.
The very process of entering into labor activity is new for a number of university graduates and does not coincide with their a priori assessment of both the nature of the labor process and the expectations associated with their place and role in this process.
The process of professional adaptation of young specialists develops normally if a correspondence is established between the subsystems of the following characteristics: a set of requirements imposed by modern production on the personality of a specialist and related to his readiness for professional activity (high level of professional knowledge, love for his specialty, initiative, independence, organization and other professionally significant qualities), and a set of expectations and requirements on the part of specialists for the future place of work. These are expectations associated both with the activity itself (relevance, diversity, complexity of the tasks to be solved, opportunities for professional growth, updating of creative abilities), and wider work opportunities: communication with colleagues, career growth, material security, improvement of social and living conditions Vertyagina E. .BUT. To the problem of studying the professional adaptation of young specialists//Social psychology of the 21st century. Collection of articles of the international congress. - Yaroslavl, 2002. - S. 48 ..
Thus, when studying the professional adaptation of young specialists, it is necessary to adhere to such a structure that would reflect its main, most general aspects of approximately the same level of significance, be clear and fairly simple. It includes: 1) adaptation to the content of a particular type of professional activity - professional adaptation; 2) adaptation to the system of relationships in the team - socio-psychological adaptation; 3) adaptation to a complex of various, specifically manifested factors - the actual production adaptation. It is important to understand that the selection of individual types of adaptation has an element of convention, but in reality they proceed in a close dynamic relationship.
An analysis of the opinions of young professionals and managers of a number of companies regarding the main problems of adaptation is voiced in the publication of T.V. Mikhailova Mikhailova T.V., Features of adaptation of young specialists // Business in Russia and abroad No. 5, 2009. The author writes that both managers and young specialists note the lack of professional knowledge as the main factor in slowing down the adaptation process. One of the obstacles to the effective adaptation of a new employee in production, managers consider the inconsistency of work with their ideas, but young specialists put this factor only in third place. The opinions of the respondents agree that the lack of additional knowledge (in jurisprudence, management) is a reducing factor in the process of adaptation. And negative socio-psychological aspects also take place during the adaptation of young specialists to practical activities. At the same time, it should be noted that managers attach more importance to the influence of these factors on adaptation than young professionals themselves. For the successful adaptation of young specialists to new working conditions, it is necessary to reduce the adverse effects of the factors presented above, which requires the management of the organization to apply special adaptation programs to support new employees.
The adaptation of a future specialist to professional activity begins with a certain experience of social activity, which represents the potential for adaptation. Note that the term "adaptation" reflects a certain qualitative state of the individual as a result of the adaptation process, and the term "adaptation" is adequate to refer to the very process of interaction between the individual and the environment.
S.L. Arefieva believes: "That due to the fact that professional adaptation is the final stage of mastering a profession, the criteria for adaptability are at the same time the criteria for the success of this entire process." Thus, the criteria for assessing professional adaptability can be:
attitude to the work performed;
self-assessment of the degree of mastering the specifics of work;
setting to continue working in the specialty in the future;
assessment by the manager: the quality of work, compliance with the deadlines for the completion of work, the level of complexity of the work, the level of independence of the future specialist;
structure of business qualities;
assessment by the manager of the prospects of a young specialist;
availability of incentives.
The criteria for assessing the level of socio-psychological adaptation are: 1) satisfaction with the place in the system of relationships; 2) emotional attitude to the team; 3) setting to continue working in the same team; 4) assessment by the head of the success of adaptation in the team of a young specialist; 5) active participation in collective events, in social work; 6) authority in the team Vertyagin E.A. To the problem of studying the professional adaptation of young specialists//Social psychology of the 21st century. Collection of articles of the international congress. - Yaroslavl, 2002. - S. 51 ..
The adaptation process as a system of actions with adaptive motivation and gradually unfolding in time and space can lead to the elimination of temporary maladaptation and the creation of a state of an adapted personality. The main result of adaptation is "authorship", i.e. a special way of transforming new social conditions faced by a person, the development of ways to solve their life problems. In the context of the problem of professional development of a future specialist, adaptation means "not to adapt and consume," but "to find conditions and develop means for the formation and development of a personality."
The following adaptation problems are especially typical for young professionals:
the work of young specialists is more performing, less creative
starting their career from the lower levels of the hierarchy, young professionals receive lower wages. This affects the level of satisfaction of their needs.
relating to the older age group of young people, young specialists, on the one hand, are distinguished by a great rationality of actions and a lower degree of suggestibility, and on the other hand, they have, in comparison with their peers, less experience, (experience) of practical work
young professionals have greater mobility, advanced knowledge and training, as a result of which they are of particular value to the organization
The very presence of such specific problems requires special approaches both at the stage of entry of a young specialist into the team, and in the process of university training.
Solving the problems of professional adaptation of future specialists is carried out in several stages:
Stage 1 - the assimilation by the heads of departments and teachers of the goal and specificity, optimized for solving the problems of socio-professional adaptation of future specialists and their concretization based on a comprehensive study of the tasks, features and socio-professional and adaptive capabilities of academic disciplines.
Stage 2 - selection of criteria and indicators of optimality for solving common goals vocational training and private goals of social and professional adaptation of future specialists.
Stage 3 - a comprehensive diagnosis of learning, learning, psychophysiological capabilities, professional suitability and professional orientation, socialization of applicants.
Stage 4 - the choice of a complex of forms, methods, means, most effectively problem solving socialization, adaptation and control (target program of socio-professional adaptation and development of the system of independent work of students).
Stage 5 - ensuring optimal organizational and pedagogical conditions for the implementation of the target program.
Stage 6 - analysis of the solution of the problem in accordance with the previously chosen optimality criteria: positive dynamics of the psychophysical state of future specialists, preservation and development of a favorable emotional atmosphere in student groups, friendly relations with teachers, the optimal level of professional self-determination, educational and social success of students, diagnostic and predictive value received information about the course and results of socio-professional adaptation.
For successful adaptation of young specialists, the following factors must be taken into account:
compliance with the specialty received at the university
the ability to diversify the work of a specialist, to make it more attractive; creating conditions for intra-organizational mobility and professional advancement
introduction of scientific organization of labor in the workplace
microclimate in the team
social security
organization of free time.
Professional adaptation of future specialists in the socio-cultural sphere is a step-by-step process of formation, development and self-development of professional knowledge, skills, personal qualities of future specialists, professional self-determination in the constantly changing conditions of society; preparation for entering the labor market in the course of mastering professional activities.
Socio-pedagogical conditions for the development of professional adaptation of future specialists in the socio-cultural sphere, presented in the model, include: additional education, participation in the activities of the center of student initiatives (promotions, festivals, social projects).
According to the author of this work, the most important component of professional adaptation in the cultural sphere is the organization of actions in the field of culture: concerts, exhibitions, competitions, festivals, reviews. The ability to organize an event and attract the interest of the target audience to it is not only a criterion of professionalism, but also indicates the high communication potential of the employee. Skills and abilities to communicate with people are a special feature that many workers in the socio-cultural sphere need.
All this creates the specifics of subject areas, areas of professional adaptation of a specialist. The internal circumstances of professional adaptation of a specialist are the level of his adaptive potential, the degree of development of adaptability as a quality of a person and an organism, the adequacy of the motivation of professional activity to the requirements of this activity. The stage of adaptation to the profession begins after the completion of vocational education, when young professionals begin independent work. The professional situation of development is radically changing: a new team of different ages, a different hierarchical system of production relations, new socio-professional values, a different social role and a fundamentally new type of leading activity. The main reason for the onset of the crisis at the stage of professional adaptation is considered to be the discrepancy between real professional life and formed ideas and expectations. The discrepancy between professional activity and expectations causes a crisis, the experience of which is expressed in dissatisfaction with the organization of labor, its content, job responsibilities, industrial relations, working conditions and wages. There are two options for resolving the crisis:
CONSTRUCTIVE: intensifying professional efforts to quickly adapt and gain work experience;
DESTRUCTIVE: dismissal, change of specialty; inadequate, low-quality, unproductive performance of professional functions.
The hierarchy of expectations depends on the individual characteristics of the individual, the specific situation. In turn, the enterprise expects from the newly accepted qualified work, the manifestation of personal and business qualities that correspond to the goals of the organization; effective interaction with the team to solve production problems; exact execution of instructions of the manual; compliance with labor discipline and internal regulations; taking responsibility for their actions. After completing the training and having passed the primary professional adaptation, a person enters the longest stage in his professional biography, calculated for more than a dozen years and associated with the regular performance of official duties.
stress at work
Stress at work has become commonplace. In fact, any work situation can and is a potential source of stress. Some of the most common stressful situations that occur at work include:
- - disorganization or inability to allocate time;
- - conflict with superiors or colleagues;
- - insufficient qualification of the specialist, his professional unpreparedness;
- - Feeling overwhelmed by work
- - too high or too low responsibility;
- - inability to meet deadlines;
- - inability to adapt to changes in the order of work;
- - inability to apply their skills;
- - boredom;
- - lack of support from management, etc.
Stress at work often arises as a result of a mismatch between the expectations of a specialist and the real situation, when expectations are excessively high or unreasonable, when a person overestimates his capabilities. This leads to the fading of enthusiasm, disappointment in work, and even to emptiness, professional burnout, when a person completely loses interest in work. Emptying is the result of prolonged exposure to stressful working conditions. It can appear in anyone, but those who professionally constantly deal with people are more susceptible to it: health workers, law enforcement agencies, teachers. The emptiness syndrome often occurs in those who perform repetitive or monotonous actions without receiving positive feedback, experience great danger, perform work for a long time)" in conditions of sensory and intellectual deprivation (this is typical for sailors on long voyages, especially for submariners, for drilling crews of oil workers working on a rotational basis, etc.). According to experts, workaholics, pedants, egoists, idealists are most susceptible to the manifestation of the syndrome of emptiness. Devastation always leads to a sharp decrease in energy and emotional exhaustion. The main signs and symptoms of emptiness are as follows: manifestations apathy, hopelessness, anxiety, hostility, malaise, conflict relations with employees, resentment, pessimism, indifference, boredom, irritability, disappointment, feelings of helplessness, uselessness and other negative mental states, actualization of problems of sexuality, family, marital character era. One of the strong stressors is the inability of a specialist to properly allocate time. In this case, a person loses the opportunity to do what is necessary, to enjoy what he would like to do. Not having time to solve the whole range of desired and necessary problems, a person constantly experiences a state of mental stress that prevents him from carrying out his life activities normally.
Stress conditions of a specialist
One of the most common stress conditions is mental tension. The origins of this condition are varied. At work, the most typical stressors that cause mental tension in a specialist are: lack of time, hyper-responsibility, limited information about certain circumstances of professional activity, high dynamics or, conversely, monotony of labor activity, low level of social security of an employee, lack of funds and resources for successful activity, high intensity of labor, etc. Tension is a state of increased functioning of the human psyche and body in certain circumstances. According to psychologists who have studied the influence of mental tension on the quality of professional activity of specialists, tension affects simple and complex actions in different ways. The mobilization of a person's capabilities is always associated with a certain internal, including mental, tension. It intensifies when a person experiences responsibility for the performance of tasks, exposure to certain conditions, in one or another undesirable behavior of others, exertion of will, mind and physical strength. Different degrees of internal tension are reflected in different ways on the actions of a person and his behavior. As long as the internal stress of a specialist has not outgrown a certain limit, boundary in intensity, it has a positive effect on performance. He is collected, internally mobilized and does everything quickly, clearly, without mistakes. His thought works clearly, the reactions are instantaneous. But when the limit is crossed, an overstrain occurs, as a result of which the quality of human actions deteriorates. Moreover, the greater the overvoltage, the more significant its errors in actions. The deterioration of the specialist's actions depends on the increase in overvoltage. Initially, as a result of overstrain in activity, inaccuracies and difficulties in the flow of mental processes arise. A person becomes inattentive, forgets something, sometimes it is difficult to think, the speed of thinking falls. As the overvoltage increases further, misfires occur, failures even in seemingly well-practiced actions - in complex, and then in simple skills: grabbed the wrong handle or switched it in the wrong direction. Overvoltage leads to extreme stress, unbearable in general for the human psyche and his brain. If before this tension affected only professional actions, now it leads to moral and volitional violations, and then to a complete breakdown of behavior - hysterical reactions, numbness, complete indifference. Various components of a person's spiritual forces are not equally resistant to extreme loads. The most stable human behavior. Experience and scientific observations also testify to the different stability of skills and abilities: more complex ones, with a predominance of the mental component, are more susceptible to the influence of internal stress than simple, motor ones. Extreme forms of overvoltage can occur instantly, but the process of violations can also occur gradually. It should be emphasized that the limit of tension for each person is individual. In the same situation, one person develops extreme stress, while the other one has normal stress. There is the concept of the so-called traumatic stress, an acute form of a person's stress reaction, in which there is an overload of the psychological and physiological adaptive capabilities of a person, destroying (or reducing) the possibilities of his psychological and physiological defenses, which causes anxiety, tension, unwanted intellectual, emotional and motivational discomfort. Traumatic stress is an experience of an atypical nature, the result of a special interaction of a person with the environment. It is, at its core, a normal response to abnormal circumstances. With traumatic stress, manifestations of repetitive intense negative experiences are possible when a person encounters something resembling a traumatic event. So, for example, if a person has ever drowned, he is seized with panic horror when he falls into a river with a restless course or into a stormy, restless sea. These people often have a sense of a shortened future when they find themselves in circumstances reminiscent of a long past traumatic event. With traumatic stress, anxiety increases in a person, nightmares appear, and sometimes he has difficulty falling asleep. In general, insomnia is often caused by high levels of anxiety, an inability to relax, and a feeling of intense mental, mental, and physical pain. Sleep refers to such manifestations that are violated in the first place, even with minor mental ills. Other manifestations of traumatic stress include outbursts of anger, increased irritability, impaired memory and concentration, alertness, and exaggerated response, sometimes to the most ordinary circumstances. The origins of traumatic stress are varied. A special role in this is played by guilt - one of the most unproductive and destructive experiences of a person. A person with such a feeling, as it were, gets stuck in the past, he seeks to punish himself for what he has done, to atone for guilt, and therefore destructively, destructively acts on himself under the influence of a painful sense of personal responsibility for past events and circumstances. Traumatic stress is caused by many circumstances, among which are the unrealizable need for justice, the awareness of death, the end of life, the experience of grief, especially strong, pathological, under the influence of unexpected losses of loved ones, social upheavals, the actualization of the overwhelming mass of the population of the inability to fully realize the needs in security, etc. Modern medicine believes that stress is the main cause of many diseases. At the same time, stress is becoming more and more a daily condition of our life, a habit of it arises, we have learned to live with stress. There are three groups of signs of stressful states of a person: physical, emotional (psychological) and behavioral. The main physical signs of stress: insomnia, pain (head, chest, abdomen, back, neck), dizziness, muscle pain, exacerbation of allergic reactions, increased sweating, susceptibility to injury, indigestion, loss of appetite or, conversely, a constant feeling of hunger, drowsiness , weakness, chronic fatigue, increased fatigue, sexual disorders, etc. Psychological signs of stress: anxiety, irritability, anger, depression, inability to concentrate, confusion, aggressiveness, nightmares, anxiety, distance from people, irritability, bad mood, condition prostration, feeling of helplessness, fear, mental tension, anxiety, etc. Behavioral signs of stress: impulsive behavior, biting nails, loss of interest in appearance, one's image, grinding teeth, alcohol abuse, increased smoking, chronic lateness, frequent postponing of affairs, nervous laughter, overuse drug use, profanity, etc. All these symptoms are signs of often hidden stress. It is important for a specialist to see stressful conditions in employees and diagnose such conditions in themselves. In general, such states can be both positive, constructive, and negative, destructive. Among the positive mental states of a specialist in stressful circumstances can be attributed: his psychological readiness for activity, self-confidence, optimism, a sense of responsibility, mobilization, self-discipline, determination to act, courage, purposefulness, etc. Negative mental states include: fear, mental tension, uncertainty, apathy, indifference, demoralization, fatigue, doubts, aggressiveness, suspicion, pessimism, doubts, frustration and other maladaptive states of a person. It is quite obvious that the success of professional activity and entry into the team, the self-assertion of a specialist in it largely depend on all these states. And therefore, knowledge of their specifics, origins, ways, means and methods of neutralization, prevention of some and updating others is important for a specialist of any profile, especially in the extreme conditions of his life and work. At the same time, it is important to know that the nature and degree of manifestation of certain mental states of people (both individuals and social groups) depend not only on the objective conditions of their life and activity, but also on the subjective perception, understanding and attitude of people, their physical and mental characteristics and conditions. A special role in this is played by the degree of significance for the individual of the events taking place, the nature and level of her self-esteem, claims, volitional readiness and the ability to regulate her mental states. People who relate to life confidently, meaningfully rationalists, they are more resistant to stress. The influence of stress factors also depends on the extent to which people feel the need for stressful situations. There are people who need a life full of stress. There is a category of people who, on the contrary, have a desire for a quiet and peaceful life, they try to avoid, get away from an active life full of changes. And there are people who feel confident enough both in a calm and in a stressful environment. In general, it is generally accepted that a person's resistance, non-susceptibility to stress is often deceptive. This is especially true for dangerous and stressful professions. Specialists who believe that they are resistant to stress, over time, find themselves in various stress-related diseases (cardiovascular, neurological, gastrointestinal, mental and other). However, it is possible to reduce the degree of negative impact of stressful circumstances on a person with a certain approach. To do this, it is necessary to determine the type of your personality in order to make the transition to a higher resistance to stress easier, to more successfully form a willingness to act in stressful circumstances. After all, as a rule, such circumstances do not depend on a person and cannot be corrected. However, it is quite possible to change the attitude to stressful circumstances, develop confidence and readiness to act under stress, and increase mental resistance to it. In this case, the human brain learns to interpret stressful events differently, increasing the positive experience of human behavior and actions.
Psychology of successful activity of a specialist
In modern psychology there are many developments devoted to the problem of success. Success is commonly understood as the successful achievement of a desired goal. A person's feeling of the success of the case being solved depends on two decisive circumstances: the actual result and the level of his claims (LE) in this situation, which act as a form of expression of the goals that the person set in his activity. Success is also associated with luck, as a benevolent combination of circumstances, individual capabilities and interests of a person. Along with this (and this is the main thing), the successful achievement of the goal involves taking into account and evaluating the energy costs of a specialist, the time parameters and physiological consequences of achieving the goal, material and financial costs, as well as how the solution of the problem affected relationships with people (employees, friends). , relatives). The formula for success can be represented as follows: Success = Result / (Level of aspirations) + Luck
As you can see, with the same result, success can be different (for example, high, medium or low) or not at all, depending on the goals that the person set. And, conversely, with the same level of personality claims, success will be different depending on the result of the activity. In achieving the success of professional activity, the leading role is played by the personal characteristics of a specialist. From the whole variety of personal parameters necessary to achieve success in life, W. Crawford, relying on the ideas of Confucius expressed in the book "Conversations and Judgments", highlights benevolence, wisdom and courage. The author has developed an interesting technique for determining what a person lacks to achieve success in business. Obviously, in order to achieve success, a modern specialist, along with the identified three pillars of success, also needs an appropriate level of professional skill. In modern research, the following main psychological prerequisites for achieving success are distinguished:
- - you need to think in terms of success;
- - gain self-confidence;
- - activate strong achievement motivation;
- - know exactly what you want to achieve;
- - have a clear plan of action, a positive attitude to business, confidence in success;
- - it is important to turn every obstacle into a springboard to move towards the goal;
- - it is necessary to see good luck, private successes and at the same time experience feelings of joy and happiness.
A strong motivation to achieve success plays a special role in the success of professional activity. Studies have shown a close relationship between the level of achievement motivation and success in life and human activities. People with a high level of achievement motivation are more confident in the successful outcome of the case, actively seek the necessary information for this, are ready to make a responsible decision, are more decisive, persistent, proactive, and more often show creativity in uncertain situations. More success-oriented (and more likely to succeed) internals (compared to externals). Any activity is stressful, and some (military, fire and rescue, sports, journalism, space flights, testing aircraft, etc.) are especially stressful. When preparing a modern specialist, it is extremely necessary to form high stress resistance, readiness and ability to act successfully in stressful circumstances, be able to manage their mental states, and use appropriate psychological defenses. Practice shows that a specialist may not show the appropriate level of his skill, professionalism, if he is not prepared to act in difficult conditions, when he is exposed to stressful, extreme circumstances of a professional, social, environmental and other nature. And that's why necessary condition The professional readiness and success of the specialist’s activity is psychological readiness, which is characterized by the appropriate level of stability of his psyche to the effects of stressful circumstances, the adaptability of the personality, its sufficient stress protection, the specialist’s confidence in his abilities and capabilities, and, in general, the corresponding level of reliability of his psyche. The success of the professional activity of a modern specialist largely depends on the sufficient level of development of his professional thinking, his ability and psychological readiness to search, see and solve new tasks put forward by life and social practice. The high professionalism of a modern specialist implies the presence of creativity in his work, courage in the search for new ways, means, ways of solving professional problems, both of a traditional nature and put forward by life. Such a specialist becomes competitive in modern conditions, has the necessary readiness to successfully operate in the modern labor market. At the same time, the important components of a specialist’s professional readiness are his professional and general erudition, professional worldview, the necessary level of social development and social maturity of the specialist’s personality, which allows him to correctly navigate the social environment (political, legal, economic, religious, moral). Along with this, one of the areas of work to improve the resilience of a modern specialist is his valeological preparedness, his readiness and ability to take qualified care of his physical and mental health. Practice shows that the vast majority of the population of our society, and in this respect skilled workers, specialists are no exception, are characterized by a low culture of attitude towards their health, a low culture of lifestyle, maintaining and strengthening mental and physical health. Among the complex of measures to maintain and strengthen human health, a special role is played by:
- - correction of the individual's negative complexes, habits, attitudes, etc., which have a destructive effect on the human psyche and body;
- - increasing stress resistance and psychological protection of a person from the negative influence of the environment on his body and psyche;
- - Ensuring a healthy lifestyle, high work culture.
An interesting approach to solving this problem is offered by V.M. Shepel. Among the main directions of this activity, first of all, he singles out the following:
- a) self-organization of labor, personal organization, rational distribution of working time, proper equipment of the workplace;
- b) proper organization personal life. It is very important that personal life be streamlined, filled with meaning and meet the requirements of maintaining and preserving the mental and physical health of a person. Personal life is of a healing nature, when a person gives up bad habits, and above all from alcohol and smoking, carries out a thoughtful and balanced diet (moderately structured in content, separate, accent), provides himself with beneficial intimacy, creating a feeling of happiness, comfort of family life, the joys of parental relationships, the satisfaction of sexual relationships.
Course work
Professional and socio-psychological adaptation of personnel in the organization on the example of the State Healthcare Institution OSKP Publishing House "Altapress"
Introduction
Theoretical aspects of professional and socio-psychological adaptation of personnel
1 Essence and main aspects of adaptation
2 Types of adaptation
3 Stages and structure of the adaptation process
4 Participants in the adaptation process
5 Professional adaptation
6 Social and psychological adaptation
Analysis of the system of professional and socio-psychological adaptation of personnel on the example of the State Healthcare Institution OSPC Publishing House "Altapress"
1 Characteristics of the enterprise
2 Organizational and managerial characteristics
3 Staff capacity
4 SWOT analysis
5 Comparative analysis of the personnel adaptation system at the State Healthcare Institution OSSP and at the Altapress Publishing House
Conclusion
List of used literature
Annex A
Annex B
Annex B
Annex D
Annex D
participant professional adaptation staff
Introduction
Adaptation is one of the elements of the enterprise personnel management system. Despite this, adaptation measures in the company are often given a minimum of attention, since the time and organizational resources of the personnel service are invested mainly in the development of assessment and training systems.
Often, organizations use only certain elements of adaptation, for example, they conduct introductory courses for newcomers. But in order for the ongoing activities to be effective, a systematic approach to the adaptation of new employees is necessary. The lack of consistency can lead to a decrease in the effectiveness of other HR service projects aimed at building an employer brand and developing a corporate culture.
In a survey conducted by one of the Russian business publications, 8% of respondents said that their companies do not make any efforts to adapt newcomers, and 12% - that management is just starting to think about it. The majority - 80% of companies - consider the function of staff adaptation as necessary for successful business.
The relevance of the topic lies in the fact that at present, in an unstable economy, the rapid and effective entry of a new employee into the existing corporate system and team becomes a matter of company survival. The "abandoned" newcomer does not work at full capacity, does not use the full potential of the company. No employer can afford this.
The object of research is the process of personnel adaptation.
The subject of the study is a comparative analysis of the professional and socio-psychological adaptation of employees at the State Healthcare Institution of the OSIC and at the Altapress Publishing House.
Purpose of the study:
study of theoretical aspects of professional and socio-psychological adaptation of personnel;
analysis of the system of professional and socio-psychological adaptation of personnel on the example of the OSIC State Health Institution and the Altapress Publishing House;
Research objectives:
reveal the essence and main aspects of adaptation;
consider the stages and structure of the adaptation process;
to identify the features of professional and socio-psychological adaptation.
The work consists of an introduction, two chapters, a conclusion, a list of references and applications.
1. Theoretical aspects of professional and socio-psychological adaptation of personnel
1.1 Essence and main aspects of adaptation
The need to form an adaptation system arises at the stage of active development of the company. Along with the growth of the organization, the total number of departments and employees, and therefore newcomers, increases. At some point, managers can no longer deal with new employees. From this point on, there is a need to standardize the procedures for interacting with new employees, and therefore, to create an adaptation system.
N. Volodina gives the following definition of the term "adaptation":
Adaptation (from Latin adaptio - to adapt) is the process of familiarizing an employee with a new organization and changing his behavior in accordance with the requirements and rules of the new company's corporate culture. Also an adaptation is:
the process of familiarizing the employee with the activity and organization and changing their own behavior in accordance with the requirements of the environment.
adaptation of an organism, individual, collective to changing environmental conditions or to its internal changes, which leads to an increase in the efficiency of their existence and functioning.
According to Yu.G. Odegov, adaptation is a process of mutual convergence of a new employee and an organization, which always occurs when a new employee enters the organization. All further activities of the employee depend on its effectiveness, how quickly a new employee can bring the necessary profit to the organization.
Adaptation of an employee is the process of adapting him to the content and conditions of work activity and the immediate and social environment, improving the business and personal qualities of an employee. It includes:
adaptive need (a conscious desire to adapt to new conditions);
adaptive situation.
The adaptation process (usually the first three to six months at a new job) is the most difficult time (Fig. 1.1.1.).
A large number of newcomers leave the organization during this period. This happens for a number of reasons, of which the most common are:
incompatibility with other employees;
dissatisfaction with leadership style;
unfulfilled ideas about the organization and working conditions - loss of illusions;
misunderstanding by the employee of the requirements presented to him;
high intensity and difficult working conditions in a new place;
discrepancy between expected and actual wages.
The role of adaptation:
A special set of procedures that make up the process of adaptation of workers can help to remove a large number of problems that arise at the beginning of work.
Rice. 1.1.1 The process of passing the adaptation of a young specialist
The process of actively adapting new employees to the organization and work is a direct continuation of the selection process. In the process of adapting a person to the production environment, many questions arise: about accepting the environment and adapting to it, about the ways and means of human impact on the environment, etc. Insufficient attention of the company to the issues of retaining new employees in the organization can negate the results of the selection if the new employee fails to reach the required level of performance in a timely manner and does not fit into the workforce, quits. Thus, the time and money spent by the organization on the search and selection of personnel can be thrown to the wind.
The adaptation process is a two-way process. On the one hand, behind the arrival of a person in an organization is his conscious choice, based on a certain motivation for the decision, and responsibility for this decision. On the other hand, an organization assumes certain obligations by hiring an employee to perform a specific job.
The ultimate goal of the adaptation process is the speedy integration of a new employee into the organization, creating his motivation for further successful work and thereby increasing the efficiency of his activities.
1.2 Types of adaptation
Socio-psychological adaptation is the interaction of the individual and the social environment, which leads to the optimal ratio of the goals and values of the individual and the group. It assumes an active position of the individual, awareness of one's social status and the role behavior associated with it as a form of realization of the individual's capabilities in the process of solving group-wide tasks.
Socio-psychological adaptation is the process of including a specialist in a new work team. The main points here are: the acquisition and consolidation of interest in work, the accumulation of work experience, the establishment of business and personal contacts with colleagues, inclusion in social activities, increasing interest not only in personal achievements, but also in the achievements of the organization. New employees must understand their role in the hierarchy, learn the company's values and the required behavioral skills. The adaptation of a new employee is always facilitated by attaching a mentor. It happens faster where there is active contact between newcomers and HR workers.
Psychophysiological adaptation - the adaptation of an employee to working conditions, modes of work and rest at the workplace (site, workshop, laboratory, etc.). It largely depends on the state of health of the employee, the protective reactions of the body and the acting factors (temperature, light, gas pollution, vibration, noise, etc.)
Socio-organizational adaptation - adaptation to the environment, including administrative, legal, socio-economic, managerial, recreational and creative aspects. (Reference book)
professional adaptation. Its goal is to master the system of professional knowledge and skills for a new employee and their effective application in practice. Achieving this goal is determined by the full compliance of professional training with the requirements of the job.
AND I. Kibanov distinguishes production and non-production adaptation. It can be most clearly represented in the form of a diagram (Fig. 1.2.1.).
Adaptation to the production environment of the enterprise is the process and result of restructuring the functioning of the body, behavior and activity of the employee in response to the new requirements of the production environment in the course of meeting the adaptive needs of the employee in order to ensure mutual activity and development.
The non-production environment has an indirect impact on the adaptation process. The state of general social and living conditions, etc. positively or negatively affects the process of adapting a person to the production environment.
The production environment of an enterprise as an object of adaptation has a complex structure, which is the reason for its division into the following elements: professional, psychophysiological, socio-psychological, organizational adaptation, adaptation in the field of social activity and economic adaptation.
Figure 1.2.1. Types of adaptation and factors influencing it.
According to the degree of entry into the working environment, two areas of labor adaptation are distinguished: primary and secondary. Primary labor adaptation is the adaptation of an employee who does not have professional experience to the first place of work. Secondary adaptation is understood as the adaptation of people with professional experience to a change in workplace, profession.
According to the degree of activity of interaction between a person and the environment, one should distinguish between active adaptation, when an individual seeks to influence the environment in order to change it (including those norms, values, forms of interaction and activities that he must master), and passive, when an individual does not seek such impact and change. Professional adaptation consists in the active development of the profession, its subtleties, specifics, necessary skills, techniques, methods of decision-making to begin with in standard situations.
The complexity of professional adaptation depends on the breadth and variety of activities, interest in it, the content of work, the influence of the professional environment, and the individual psychological properties of the individual.
In the process of psychophysiological adaptation, the totality of all conditions that have a different psychophysiological effect on the worker during work is mastered. These conditions include: physical and mental stress, the level of monotony of labor, sanitary and hygienic standards of the production environment, the rhythm of work, the convenience of the workplace, external factors of influence (noise, light, vibration, etc.).
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.
He perceives this information actively, correlating it with his past social experience, with his value orientations. When an employee accepts group norms, the process of identifying the individual either with the team as a whole or with any formal group takes place.
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 the organizational structure. With this adaptation, the employee should form an understanding of his own role in the overall production process. One more important and specific aspect of organizational adaptation should be singled out - the employee's preparedness for the perception and implementation of innovations (of a technical or organizational nature).
Economic adaptation allows an employee to get acquainted with the economic mechanism of managing an organization, a system of economic incentives and motives, and adapt to new conditions for remuneration of his labor and various payments.
In the process of sanitary and hygienic adaptation, the employee gets used to the new requirements of labor, production and technological discipline, labor regulations.
He gets used to preparing the workplace for the labor process in the current production conditions in the organization, adhering to hygienic and sanitary standards, safety and health requirements, as well as taking into account economic security. environment. Despite the difference between the types of adaptation, they are all in constant interaction, so the management process requires a unified system of impact tools that ensure the speed and success of adaptation.
Adaptation factors are understood as "a set of conditions and circumstances that determine the pace, result, level and sustainability of adaptation."
According to the definition
General factors of adaptation, as resultant in relation to all specific "environments" of adaptation, its varieties and in all types of personality of the worker, have their deep source of general social (in this case, production conditions).
Factors characterizing the features of the social (industrial) environment and individual personality traits are called specific. In their content, specific factors are a combination of such characteristics and features of a particular production environment, which constitute the immediate prerequisites and conditions for the realization of the interests, expectations and goals of the employee, on the one hand, and the interests and goals of the enterprise, on the other.
Specific adaptation factors are divided into objective and subjective. The first group includes the following factors:
Socio-economic factors: belonging to social and professional groups and related conditions, content, organization, remuneration, qualifications, etc.
Cultural and domestic factors: living conditions, features of the non-labor sphere of activity, including and mainly - forms of using free time, etc.
Personal factors:
objective, individual (socio-demographic) characteristics of a person: gender, age, education, etc.
individual mental characteristics of the personality, causing its compliance (non-compliance) specific profession, the labor process. This group of factors includes: the level of claims of the employee, the perception of oneself, the readiness to perceive the new. Of great importance are such individual psychological properties of a person as rigidity (it will slow down the process of adaptation), lability (on the contrary, it reduces the difficulties of industrial adaptation).
Production factors include all elements of the production environment, but in modern conditions the following are considered the most relevant:
conditions for vocational training, growth and social advancement;
the activity of the adapting team to include the employee in the social environment. This group of factors includes the socio-psychological climate of the team;
awareness of the new employee about the organization and performance results (Fig. 1.2.2).
Rice. 1.2.2. Composition of information for a new employee
Subjective specific adaptation factors are:
Personal characteristics of an employee: life values, spiritual qualities, cultural characteristics, needs, interests, goals, motives, social attitudes, etc.
The degree of employee satisfaction with all the objective prerequisites for adaptation: profession, content, conditions, organization and wages, conditions for vocational training and growth, cultural and living conditions, relationships in the team and management.
According to the frequency of distribution of factorial signs, the most common and least common factors can be distinguished.
According to the degree of determination of behavior and the degree of significance for the employee of one or another factor, we can talk about the main, dominant factors and non-main, non-dominant factors.
In reality, all adaptation factors act in unity, in mutual connection and conditionality. One or another level of adaptation is due to the combined action of factors - general and specific, objective and subjective, related to the individual characteristics of the personality and lying outside the individual. All this points to the relativity of any classification of factors.
The result of adaptation by an employee is influenced by two main factors: the state of the employee himself and his working environment.
The state of the environment includes:
working conditions in the workplace;
the rhythm of work;
the level of organization of the workplace;
quality of work organization;
sanitary and hygienic standards.
The state of the employee is:
from its adaptive possibilities;
the level of acquisition of knowledge, skills and abilities;
previous production experience;
structures of his motivations and needs;
level of expectations.
1.3 Stages and structure of the adaptation process
For each category of employees, it is desirable to apply its own set of adaptation tools. Before the start of adaptation, it is required to understand the level of preparedness of a beginner, since an individual set of adaptation measures will depend on this. If there is a possibility of differentiation, then it is best to make the content of the adaptation program different.
Stage 1. General orientation. At this stage, the new employee is introduced to the company, corporate rules, history, structure, work schedule, traditions, HR policy, etc.
The tools used at the first stage are introductory trainings and briefings, familiarization with corporate documentation.
Stage 2. Entry into office. The second stage includes familiarization with the functions and goals of the unit, the goals and objectives of the employee himself, procedures and rules, as well as establishing relationships with colleagues.
The tools of this stage are the Regulations on the subdivision, the Job Description of the employee, the work plan of the new employee for the first three months, contained in the Adaptation List, approved regulations and rules.
Stage 3. Effective orientation. With a new employee, demonstrate existing or newly acquired knowledge and receive feedback from the manager and / or mentor. This stage begins no earlier than a week after his return to work.
Stage 4. Functioning. In any company, it is useful to have statistics on positions regarding the average duration of the adaptation period, i.e. it is necessary to imagine how long after employment the employee begins to work in full force. Such data on senior positions is quite difficult to collect, but if we are talking about more common positions, then it is necessary to accumulate such information. Otherwise, many recruitment and adaptation activities may turn out to be completely unprofitable from a financial point of view. In the content of adaptation, there are traditionally three main areas:
Introduction to the organization - aimed at the assimilation by the employee of the norms and rules, including the "unwritten" ones, by which the organization lives. It takes 1-2 months of work, contributes to the assimilation of accepted norms and rules. It involves providing basic information about the organization, the prospects that the employee may have, information about the history, structure of the company, the general procedure for working. Many organizations have booklets containing all the necessary information related to the introduction of an employee to the organization.
The introduction has four purposes:
soften the preliminary stages, when probably everything seems strange and unfamiliar to a beginner;
quickly develop a benevolent attitude towards the company among the new employee, so that he is more likely to stay in it;
get a full-fledged result from a beginner in the shortest possible time;
reduce the likelihood of an early dismissal of a new employee.
To get acquainted with the organization, an employee’s handbook may be useful, in which it is necessary to provide the following information:
short description company - its history, products, organization and management;
basic conditions of employment - a working day, vacations, pension programs, insurance;
pay - pay scale, when and how wages are paid, deductions, salary requests;
illnesses - informing about the absence, sick leave, payment, vacation;
internal regulations of the company, disciplinary procedures;
rules for imposing disciplinary sanctions;
employee conformity assessment procedures;
rules for career advancement of employees;
medical and ambulance; travel expenses and daily allowances, etc.
The introduction to the subdivision is aimed, first of all, at the earliest possible overcoming by the employee of the natural uncertainty when entering a new place. One of the first steps in this direction (social-psychological adaptation) is the acquaintance of newly arrived employees with each other and with the team. Introducing the "newcomer" to the team, creating a friendly atmosphere in which he would feel free - all this is the direct responsibility of the manager. But, unfortunately, the manager does not always have time for this. The way out is the introduction of the post of mentor.
Introduction to the position - events carried out directly by the management or on its behalf to familiarize the new employee with the organization, issues of social welfare and safety, general working conditions and activities of the unit. It is carried out with the participation of the immediate supervisor of the newcomer after the head of the unit has talked to him. The main content of his professional activity, his contribution to the overall result of the work of the unit, the organization as a whole is revealed to the employee.
1.4 Participants in the adaptation process
First of all, the company is interested in the successful adaptation of a new employee. It is not only a matter of beginner comfort, but also of gaining an efficient and loyal employee. During the probationary period, a person develops a stable opinion about the company, he makes an initial impression, which will be difficult to change in the future.
Experience shows that not all companies pay due attention to the adaptation of employees, leaving it at the mercy of the heads of departments in which newcomers come. The manager may not have enough resources (time, desire and patience) for full adaptation not only at the level of business processes, but also at the level of corporate culture, relationships with colleagues.
In some companies, it is generally accepted that personnel development is the exclusive prerogative of HR employees, but this is fundamentally wrong. Ideally, on the part of the company, three parties take part in the adaptation of a new employee:
) mentor;
) immediate supervisor;
) personnel service.
In practice, participation of all parties is not found in all companies. This is usually due to two reasons: firstly, the absence of a large number of newcomers, and secondly, the absence or excessive employment of one of the parties.
In both cases, the functions of the absent participant are distributed among themselves by others, for example, in a situation where the immediate supervisor acts simultaneously as a mentor.
Consider the functions of each of the parties.
Experience shows that it is most effective when the HR service performs a coordinating role in the adaptation process, namely, it develops and implements adaptation tools, trains managers and mentors, and monitors the implementation of approved procedures. This is one of the reasons why companies often do not have an onboarding process at all. Often, HR does not have enough resources to carry out onboarding activities, and HR managers try to take on additional responsibilities that must be fulfilled by other participants in the process, instead of leaving themselves only a coordinating function. It is necessary to delegate responsibilities to other parties, justifying the effectiveness of this step.
Tasks of the personnel service:
building an effective adaptation system;
development and implementation of adaptation tools and adaptation measures;
periodic monitoring of the adaptation system, evaluation of the effectiveness of adaptation tools and the system as a whole.
Who exactly in the personnel service coordinates the adaptation of a new employee depends primarily on the structure of the service and the distribution of responsibilities within it: it can be a personnel manager, a recruitment manager, a training manager.
Adaptation tasks facing the leader:
definition of job responsibilities;
setting goals and objectives for the probationary period, determining the content of the work for this time;
determination of a mentor from among the leading specialists of the department;
familiarization of the beginner with the content of the Adaptation List (see Appendix) and explanation of the purpose of the planned activities;
tracking intermediate results. At least once a month, it is necessary to talk with a new employee about what successes he has achieved and what difficulties he is facing. Based on the results of such a meeting, a decision may be made to reduce the duration of the probationary period;
assessment of completed tasks;
making a decision regarding the work of a new employee in the organization.
Mentoring is the process of teaching, advising and evaluating a newcomer by a more experienced employee. The mentor not only helps the newcomer to adapt to the company, but also develops his own management skills. This is undoubtedly an additional responsibility, since the success of adaptation is an indicator of the quality of the mentor's work.
Mentoring can be both an addition to the main duties of a specialist, and the main activity of an experienced employee for some time.
Actions performed by the mentor in the adaptation process:
preparing the workplace of a new employee for the first day of his work;
congratulations to the newcomer on the start of work;
a story about the functions of the unit and getting to know the team - often this function is performed by the personnel department, but from experience it is more effective if it is taken over by a mentor who can better focus on who a person will have to communicate with, who to turn to for help in those or other cases;
familiarity with the workplace, equipment and content functional duties;
on-the-job training;
providing feedback, which is a newbie development tool.
Many enterprises create specialized personnel adaptation services.
Organizationally, this is done in different ways, depending on the number of employees of the enterprise, the structure of enterprise management, the availability and organization of a personnel management system, the focus of the enterprise administration on solving social problems in the field of production management and other points.
Employee adaptation services can act as independent structural units (department, laboratory) or be part of other functional units (as a bureau, group and individual employees) - in the personnel department, sociological laboratory, labor and wages department, etc. Sometimes the position of an adaptation specialist is introduced into the staff list of shop management structures. It is important that the adaptation service be an integral part of the overall systems, personnel management in the enterprise.
When organizing a scientifically based adaptation management system, they proceed from the goals and objectives presented in the diagram in Fig. 1.4.1.
Figure 1.4.1 Goals and objectives of the personnel adaptation management system in the organization
The most important activities of the department for managing the adaptation of personnel in the organization are shown in Figure 1.4.2.
The indicators characterizing socio-psychological adaptation include the level of psychological satisfaction with the new production environment for a person as a whole and its most important components for him, the nature of relationships with comrades, the administration, satisfaction with his position in the team, the level of satisfaction of life aspirations, etc. .
1.5 Professional adaptation
Stages of professional adaptation:
Preparing to hire a new employee:
preparation of the workplace of a new employee;
notification of staff about the arrival of a new employee;
preparation of relevant documents;
necessary for the work of new employees;
briefing;
"introduction of a new employee into the workforce":
representation of the employee at the workplace;
"introduction to organization mode":
acquaintance with the content of the work of the enterprise, the nature of its activities;
familiarity with the culture of the enterprise;
familiarity with the job description;
on the job training:
the definition of a mentor who helps to get comfortable not only at the professional level, but also at the social, group level (for example, smoothing out conflicts in a group).
Activities for professional adaptation are aimed at the gradual real adaptation of the beginner to the requirements of production, the new social environment, working conditions and regime, the features of a particular specialization.
Types of professional adaptation:
Natural (the main factor is time). Getting used to the conditions of the labor market.
Rational (the main factor is awareness). Reflection of the "rules of the game" that exist in the labor market, and awareness of oneself within the framework of these rules.
Behavioral (the main factor is role-playing games). Adaptive Behavior. Motivational (the main factor is the desire (need) to work in a new position). Correction of motivational insufficiency and stabilization of self-esteem, work with the self-concept.
Integrative (the main factor is acceptance of oneself and one's positive and negative qualities). Games with elements of directed fantasy.
Psychoemotional (the main factor is autoregulation). Reduction of emotional tension). Metaphors of professional adaptation
The period of professional adaptation ends from the moment the employee reaches the relevant qualification standards.
Professional adaptation is manifested in three stages of work in this direction:
stage - adaptation to the existing conditions of the modern labor market;
Stage 2 - adaptation to the intended professional activity on the basis of career guidance (prevention and prophylaxis);
stage - professional adaptation to specifically existing working conditions (under the influence of the employer), psychological support for the unemployed upon taking office.
The state of the employee during the passage of adaptation is largely determined by the system of values that he had at that moment. Values can be represented as individual psychological characteristics of a person, the level of worldview and as career goals. Here, a very important aspect of adaptation is the influence of the organizational culture of the enterprise on the system of values, motives and needs of the employee, his involvement in the affairs of the team. Acquaintance with the prospective goals of the enterprise associates a newcomer with the possibility of career and professional growth. It is also very important to introduce the new employee to the tactical tasks of the enterprise, its strategy and basic principles. The current system of motivation, development and training is also one of the determining factors for the effectiveness of the employee's passage of the adaptation process in the organization.
Reasons for failures in the adaptation of a new employee:
Inadequate training program. A successful orientation program does not happen by itself. The shortcomings of the employee must be compensated carefully and completely.
Too little time is allotted for orientation and training. When a new employee comes to the company, both he and his manager are often in a hurry to achieve some noticeable results as soon as possible. In such a situation, education is far from being the most important thing.
Insufficient funds are allocated for orientation and training. If the top management of a company does not consider training an important task, this is reflected in the budget of the organization.
The company's senior management does not support training programs. Even if the direct manager of a new employee wants to implement a practical onboarding program, he needs the support of the company's senior management to do this.
The working atmosphere of the company is not conducive to learning. If the requirements for the results of the work are too stringent, training will suffer in the first place.
Management will constantly try to train new hires using the "look over the shoulder" method.
The orientation and/or training program is outdated. In organic organizations, training programs are constantly being adapted to meet the different requirements of the organization or employees.
The psychological state of the beginner is not taken into account. For onboarding to be successful, the new employee must be properly motivated. He needs to be given immediate feedback on the skills and methods of work that he has acquired in the course of training.
1.6 Social and psychological adaptation
The main points here are: the acquisition and consolidation of interest in work, the accumulation of work experience, the establishment of business and personal contacts with colleagues, inclusion in social activities, increasing interest not only in personal achievements, but also in the achievements of the organization. New employees must understand their role in the hierarchy, learn the company's values and the required behavioral skills. .
Recently, many organizations are increasingly paying attention to the policy of adaptation. It is a well-adjusted adaptation system that makes it possible to keep new employees in the workplace, who, by the way, were often looked for for so long, choosing the best, most professional candidates. Of course, you can always shift the blame to the staff service. Sometimes this is true. But in most cases, as practice shows, the problem is in a slightly different plane. As a rule, there are two main reasons for the departure of new employees in the first months, or even days, from the company.
The first reason is an ill-conceived, poorly organized or non-existent system of social and psychological adaptation. The second (however, it is also one of the components of the first): the corporate culture of the company does not instill a policy of friendly, attentive attitude towards newcomers.
Regarding the first reason. In order for the adaptation system to be effective, so that new employees enter the rhythm of work as quickly as possible, the personnel service should develop a regulation “On the system of adaptation and mentoring”, where the section on social and psychological adaptation describes the process of familiarizing the newcomer with the requirements of the organization, rules and standards of conduct at work.
In addition to the developed "Regulations on adaptation", which spelled out all the regulatory procedures for working with new employees, we also need a benevolent internal culture of the company in relation to all newly arrived employees. The practice of preliminary work with the team to which the newcomer comes will make it possible to prepare the "old-timers" for the infusion of "new forces" and to avoid rumors and an unfriendly attitude towards the "newcomers". The first thing a leader should do before a newcomer appears in the unit is to tell the members of the team about him in general terms. This is the information that employees are always interested in: his age and marital status, what area of work he will be entrusted with, how his work experience can be useful to the team. The next step is to prepare a workplace: a computer, writing utensils, etc. If a beginner himself has to deal with “getting” everything elementary necessary for work, then he may quite naturally get the impression that here everyone is “a director for himself”, which is also will affect his attitude towards this company and the team. Small tokens of attention and care will help the newcomer to feel “one of them” faster, and the feeling of gratitude will encourage him to work more efficiently and with full dedication.
An important role in the implementation of the adaptation system is played by the professionalism and personal qualities of HR employees, as they are the conductors of corporate policy and embody the model of behavior in the company. They, together with mentors, should accompany newcomers at all stages of adaptation. Very indicative are observations of the relationship between newcomers and "old" employees in the buffet, at lunchtime. Employees of the personnel service should be alerted by the situation when a new employee has lunch alone for several days or refuses to have lunch at all. Perhaps no one invited him, did not provide moral support, simply did not pay attention to his state of discomfort in the new environment. Or when, in the presence of a newcomer, the atmosphere among colleagues becomes artificially tense. Sometimes such seemingly trifles are decisive for some employees in their desire to continue working in this team.
In any case, the personnel service, together with the heads of departments, is responsible for the prompt formation of a positive attitude of the new employee for productive work within the walls of this organization.
According to the All-Russian personnel portal www.kadrovik.ru, the greatest difficulties in the process of adaptation arise precisely with joining the team - about 40% of the total. A slightly smaller percentage is the development of new job responsibilities - 34%, getting used to the corporate culture and new working conditions by 13%, respectively.
The social and psychological adaptation of a new employee can be facilitated and accelerated through the following measures:
corporate events where new employees are introduced (for example, Newbie Day);
Unfortunately, in most companies, considerable attention is paid to professional adaptation, while organizational and socio-psychological adaptation often remain out of control, and this leads to certain risks.
There is still a belief among some HR professionals that an employee's professional experience is critical to successful onboarding.
According to the results of a study of the All-Russian personnel portal www.kadrovik.ru, the key role in the final success, and in the duration of the adaptation period, is played by the presence of the adaptation program itself at the enterprise, the development and functioning of the system of adaptation measures, the appointment of a mentor for new employees (62%), then how personal professional experience does not affect success so much (30%), the help of colleagues is even less productive (19%), and the individual qualities of an employee can change little at all (11%).
The role of adaptation:
in professional terms - in the adequate application of special knowledge, skills and abilities in labor activity;
in organizational plan- in forming an idea about the main goals and objectives of the central office and its structural divisions, about the functions of its management and its own official duties;
in social terms - in the formation of a new employee's sense of belonging to the organization, entry into the labor collective of the unit. The ultimate goal of the adaptation process is the speedy integration of a new employee into the organization, creating his motivation for further successful work and thereby increasing the efficiency of his activities. There are the following types of adaptation:
Socio-organizational;
Professional.
Adaptation factors are classified:
According to the degree of dependence on general social conditions: general and specific;
By the level and degree of controllability: macrofactors and microfactors;
According to the frequency of distribution of factorial signs: more common and less common;
According to the degree of importance for the employee: the main (dominant) and not the main (non-dominant).
General orientation;
Entry into office;
Effective adaptation;
Functioning.
Professional adaptation is the final stage of professional orientation and one of the final results, showing the effectiveness of all previous activities on professional information, consultation and selection.
The purpose of professional adaptation is to master the system of professional knowledge and skills for a new employee and their effective application in practice. The achievement of this goal is determined by the full compliance of professional training with the requirements of the job.
Socio-psychological adaptation of personnel is the process of including a specialist in a new work team.
2. Analysis of the system of professional and socio-psychological adaptation of personnel on the example of the OSIC State Health Institution and the Altapress Publishing House
2.1 Characteristics of the enterprise
The State Health Institution "Sverdlovsk Regional Blood Transfusion Station" is a production institution, an organizational and methodological center for blood services, transfusion therapy in medical institutions, and promotion of donation.
In its organizational and methodological activities, it is guided by the current legislation, orders, instructive, methodological and regulatory documentation approved by the Ministries of Health and Social Development of the Sverdlovsk Region and Russian Federation.
It is located in the city of Pervouralsk, Sverdlovsk Region. Creation date - August 1968.
The company offers the following types of products:
native, dry, antistaphylococcal and antihemophilic plasma;
antistaphylococcal and anti-measles gammaglobulin;
fibrinogen;
10% albumin solution;
erythrocyte mass;
saline solutions;
intravenous immunoglobulin;
isohemagglutinating and anti-rhesus sera;
amino blood.
The range of manufactured components and blood products includes: native plasma, dry plasma, anti-staphylococcal plasma, anti-hemophilic plasma, anti-staphylococcal gamma globulin, anti-measles gamma globulin, fibrinogen, 10% albumin solution, erythrocyte mass, thawed washed erythrocytes, amino blood, isohemagglutinating sera, anti-rhesus sera. Immunological protection of the recipient is also carried out: donor blood is examined for the presence of alloimmune anti-erythrocyte antibodies. Donor blood samples are screened for the presence of natural antibodies to the group of saprophytes, anti-staphylococcal and antibodies to the tick-borne encephalitis virus. OSPC is one of the few that prepares nine types of topping serums.
The number of manufactured products, in addition to the state order, is determined by demand (for example, the sanitary and epidemiological situation - during the epidemic of tick-borne encephalitis, an increase in demand for immunoglobulin).
OSPC products are absolutely competitive, because is in demand and successfully passes numerous tests.
For all types of work performed, the company has the necessary licenses, certificates and attestations.
The selling price of immunoglobulin is lower than that of competitors, as a result of which OCSP immunoglobulin is in high demand.
There is a system of incoming control of raw materials and materials and verification of all manufactured products.
The state actively finances the healthcare industry, which ensures a stable income for the enterprise. Manufactured products will always be in demand. Consumers of products are the state, private individuals and insurance companies.
Suppliers are stable, reliable and time-tested. 12 plasma providers. Suppliers are blood transfusion departments in N. Tagil, Revda, Degtyarsk, Polevskoy, etc.
The main competitor is the Sangvis blood transfusion station (Yekaterinburg), Chelyabinsk and Tyumen blood transfusion stations. A potential competitor may be the unlaunched Kirov plant for the production of blood products. Competitors do not pose a danger, because there is a fairly large demand for manufactured products.
The current state of the station's material base, economic and human potential, and training of specialists allow us to successfully fulfill the state order of the Ministry of Health of the Sverdlovsk Region for the procurement, preparation of components and blood products, and ensure their immunological and infectious safety.
2.2 Organizational and managerial characteristics
In 2007, 12 blood collection departments joined the OSPC, 79 people were hired, namely 12 doctors, 45 nurses and laboratory assistants, 22 people - junior medical staff. Now the team has 326 people.
The company has 17 functional divisions:
Donor Recruitment Unit;
Department of blood preparation and its components;
Department of production of blood products;
Quality control department;
bacteriological laboratory;
Zonal laboratory for quality control of blood components;
Donor blood testing laboratory;
Laboratory for the production of immunological reagents;
Rhesus laboratory;
Zonal laboratory for immunological tissue typing;
Site for the production of infusion solutions;
Center for Organization of Transfusiological Care;
Administrative and economic part;
Repair department;
Transportation Department;
Administrative department.
Accounting.
Complete organizational structure enterprises is presented in Appendix A.
As a large enterprise with a complex production process, the station has a divisional management structure.
Divisional structures - structures based on the allocation of large autonomous production and economic units (departments, divisions) and their corresponding levels of management with the provision of these units with operational and production independence and transferring responsibility for making a profit to this level. Divisional management structures are the most advanced type of organizational structures of a hierarchical type. Divisional structures are characterized by the full responsibility of the heads of departments for the results of the activities of the departments they head. In this regard, the most important place in the management of companies with a divisional structure is occupied not by the heads of functional departments, but by the heads of production departments.
2.3 Staff capacity
Analyzing the activities of the enterprise, first of all, it is necessary to characterize the human resources of the organization, since labor resources and the efficiency of their use directly affect the quality of services provided and the competitiveness of the organization.
The analysis of labor resources should begin with a study of their structure and the staffing of the enterprise with the necessary personnel of workers of the appropriate specialty and qualifications. The rational use of employees is an indispensable condition for ensuring the continuity of the organization's activities and the successful implementation of production plans.
The composition and structure of the staff of the State Healthcare Institution of the OSIC are presented in Table. 2.3.1. and tab. 2.3.2.
Tab. 2.3.2. Composition of employees by age
Number of employees By ageTotal Up to 30 years old30-40 years old40-50 years old50-60 yearsOver 60 years64328313017 326%19.69.825.539.95.2100.0
Almost 40% are employees aged 50-60 years and 25.5% - 40-50 years old, promising employees make up only 9.8%. Too many workers over 60. The staff is getting old.
Compared to the previous year, the number of personnel in 2009 changed slightly (1 technician and 2 laboratory assistants were hired, 1 technologist left of his own free will). There were no dismissals of employees for violation of labor discipline in the organization and no losses of leading specialists.
The qualitative composition of employees is presented in Table. 2.3.3.
Tab. 2.3.3 Composition of employees by level of education
Number of employeesBy educationTotalComplete generalPrimary vocationSecondary vocationHigher vocation245112167326%0.613.834.451.2100.0
So, 51.2% of employees have higher education, 34.4% - secondary vocational, 13.8% - primary vocational, 0.6% - general secondary (complete) education. Top management (chief physician, deputy chief physician and head of the organizational and methodological department), heads of departments and all specialists have higher education and work experience in this field.
2.4 SWOT analysis
In order to get a clear assessment of the strengths of the enterprise and the market situation, an analysis of the strengths and weaknesses of the organization (internal environment), as well as opportunities and threats emanating from its immediate environment (external environment) is carried out - SWOT analysis.
SWOT analysis is one of the most important diagnostic procedures used by many companies in the world, which can and should be considered as an important business technology for any organization, a technology for assessing the initial state, idle resources and threats to the enterprise.
The SWOT-analysis technique is an extremely effective, affordable, cheap way to assess the state of a problematic and managerial situation in an organization.
The use of SWOT analysis allows you to systematize all available information and, based on it, make informed decisions regarding the development of the organization.
After conducting a SWOT analysis, the manager will have a clearer idea of the advantages and disadvantages of his enterprise, as well as the situation on the market. This will allow him to choose the best path of development, avoid dangers and make the most efficient use of the resources at his disposal, along the way taking advantage of the opportunities provided by the market.
The strengths of an enterprise are something that it excels in or some feature that provides additional opportunities.
Weaknesses of the enterprise are the absence of something important for the functioning of the enterprise or the fact that the enterprise has not yet succeeded in comparison with other companies and puts it in an unfavorable position.
Market opportunities are favorable circumstances that a business can take advantage of. It should be noted that the opportunities from the point of view of SWOT analysis are not all the opportunities that exist on the market, but only those that can be used by the enterprise.
Market threats are events, the occurrence of which may have an adverse impact on the enterprise. the analysis of the GOOZ OSPC is presented in Appendix B.
2.5 Comparative analysis of the personnel adaptation system at the State Healthcare Institution of OSPC and at the Altapress Publishing House
Brief description of the publishing house "Altapress"
The Altapress Publishing House has existed since 1990. Main activities: mass media and printing. Altapress currently publishes seven newspapers and two magazines. The structure of the company includes three publishing groups and a printing house, as well as support services. The flagship of "Altapress" is the general newspaper "Svobodny Kurs".
Mission of the company: Satisfying the needs of society in obtaining objective information through the creation of independent media to achieve a decent standard of living and self-realization.
Core values:
sustainable development;
impeccable reputation;
high professionalism;
team spirit;
caring for staff;
democracy and stability in Russia.
The HR department has existed in the company since October 2002.
In its daily work, the organization is faced with the fact that people, or rather new employees, shiver nervously at the word adaptation. Not all of course. Some young specialists nod in understanding, start asking clarifying questions.
Even before the appearance of the personnel service in the structure of Altapress, the Adaptation Regulation was in effect, obliging managers at all levels to adapt new employees, and the main major steps of the program were also prescribed. However, the program did not start working systematically and effectively.
The following conclusions were made:
the steps prescribed in the program were too general: the managers themselves had to detail them, invent, formulate, which, due to lack of time, was often not carried out;
there was no active and systematic implementation of the adaptation program;
there was no control over the implementation of the program.
After the program was developed, its implementation began. At the beginning, naturally, a formalized plan arose, born from numerous questions: How to take everything into account? How to explain clearly and completely? How to get interested? How to make it work? Three decisions were made:
Prepare a complete package of documents for senior and middle managers, which includes:
brief description of the program;
step-by-step description of the program;
adaptation form (Appendix B).
A package of documents should be issued to managers of all levels for review a few days before the study program.
Develop a training plan for managers (Appendix D).
One of the key points of this stage was the creation of an electronic presentation on the adaptation program.
Develop procedures for monitoring the implementation of the program.
The function of control over the implementation of the program was entrusted to the personnel manager. All these steps have been successfully implemented. Interesting results were obtained from the discussion of the pros and cons of the program in the framework of studies for managers (Appendix D).
The developed positions helped to visually see the preponderance of the benefits of implementing the program and create a constructive, working attitude.
During the implementation of the program, the organization faced a number of difficulties. Already at the very beginning, the cool attitude of the editors towards the adaptation of their subordinates - journalists - was noticed. "What for? They are former freelancers - they already know everything, ”the editors said. Another argument: "It is impossible to prescribe the requirements for a creative profession." Therefore, for some time, the adaptation of new journalists was limited to the “Orientation Course” (informing about the company).
In the current situation, the personnel service lacked feedback, it was not possible to track what was happening inside. In order not to cause rejection of the program (which could happen in the case of direct obligation), it was decided to use a gradual introduction strategy. Its first stage is the introduction of interim reports of managers. This step made it possible to indirectly track the passage of an employee's probationary period.
The fact that recently the company has been conducting a targeted search and selection of writing specialists (journalists, copywriters), and often without a journalistic education, helped to take the next step. With these people, the implementation of the adaptation program has become vital. The requirements for the positions were spelled out, the program was carried out in full. Several such precedents helped to find approaches to editorial staff and gradually include them in the process of systematic and responsible work with newcomers.
The program gradually began to bring results:
Managers and mentors, feeling responsible for the result of the newcomer's adaptation, began to approach their induction more carefully.
Work began on the creation of "correct" job descriptions.
A special system of control over the work of not only new employees, but also mentors, as well as all those with whom a newcomer has to interact in the process of work, has developed.
Work on the adaptation program provides information for the evaluation of the managers themselves.
Timely release from "unnecessary people" occurs.
A high-quality and comprehensive summing up (especially with the successful completion of the probationary period) increases the employee's motivation to work.
Personnel adaptation system at GUZ OSPC
The adaptation of personnel to the State Healthcare Institution of the OSKK is ignored, as a result of which the problem of staff turnover is acute in the organization today. In recent years, workers have left for other organizations. For this reason, commercial and production departments are experiencing difficulties. An analysis of the documents of retired specialists showed that in 2010, 98% of employees quit voluntarily, and 2% quit due to moving to another city.
Due to the search and selection of new employees, their entry into the organization, time passes during which the organization incurs losses. In this situation, the issue of not only the selection of employees, but also their retention is particularly acute.
The high level of staff turnover (105 specialists in 2010) indicates serious shortcomings in personnel management.
An analysis of employees who left during the adaptation period in 2010 showed that 38% of people who left the company in the first half of the year of work make a decision to leave the company in the first 3 weeks. This was due to the following factors:
lack of complete information about the technology of work;
lack of skills to interact with other employees in solving emerging problems;
lack of awareness of the system of incentives and benefits;
Difficulty in joining a team.
As a result of the analysis of the adaptation system in two organizations (Altapress Publishing House and OSIC State Health Institution), it was revealed that the first organization has a personnel adaptation system: a developed personnel adaptation program, its phased description, special adaptation forms, procedures for monitoring the implementation of the program, the final verification of newcomers and control over the activities of mentors.
In the second organization, there is no personnel adaptation system.
Since the personnel adaptation program at the Altapress publishing house was developed recently, it needs some improvement:
Conducting interviews with employees hired up to six months ago; conversation with leaving employees who have worked for less than a year; interviews with managers in whose departments the largest recruitment occurs;
Creation of a special working group, which will include representatives of both the personnel service and the main divisions of the company, as well as departments with the highest level of staff turnover, i.e. facing the most newcomers;
To better receive feedback from employees, the creation of a section on the Intranet dedicated to the adaptation of newcomers.
It is necessary to create an adaptation system from scratch at the GUZ OSKK:
Development of the Regulations on adaptation and its implementation by order of the company's chief executive officer.
Creation of a working group, which will be entrusted with the functions of adaptation of new employees. Ideally, the working group will be represented by three parties: a mentor, a direct supervisor and a personnel service.
Preparation of documentation regulating the onboarding process: Regulations on the onboarding of a new employee; Regulations on the passage of the probationary period; Regulations on mentoring. In determining future tailoring procedures, the following requirements should be followed: a) careful planning; b) consistency of content; c) a clear definition of the roles of participants in the process.
Creation by the working group of the Matrix of adaptation, which will help to unify approaches to the adaptation of new employees, and at the same time will take into account the specifics of existing professions and departments.
Development of measures to assess the effectiveness of the adaptation process.
Conclusion
Based on the theoretical analysis of the problem of professional and socio-psychological adaptation of personnel, the following conclusions can be drawn:
Adaptation (from Latin adaptio - to adapt) is the process of familiarizing an employee with a new organization and changing his behavior in accordance with the requirements and rules of the corporate culture of the new company.
The role of adaptation:
in professional terms - in the adequate application of special knowledge, skills and abilities in labor activity;
in organizational terms - in the formation of an idea about the main goals and objectives of the central office and its structural divisions, about the functions of its management and its own official duties;
in social terms - in the formation of a new employee's sense of belonging to the organization, entry into the labor collective of the unit.
The ultimate goal of the adaptation process is the speedy integration of a new employee into the organization, creating his motivation for further successful work and thereby increasing the efficiency of his activities.
There are the following types of adaptation:
Socio-psychological adaptation;
Psychophysiological adaptation;
Socio-organizational;
Professional.
There is also production and non-production adaptation.
Adaptation factors are classified:
According to the degree of dependence on general social conditions: general and specific;
By the level and degree of controllability: macrofactors and microfactors;
According to the frequency of distribution of factorial signs: more common and less common;
According to the degree of importance for the employee: the main (dominant) and not the main (non-dominant).
The adaptation process is divided into four stages:
General orientation;
Entry into office;
Effective adaptation;
Functioning.
Professional adaptation is the final stage of professional orientation and one of the final results, showing the effectiveness of all previous activities on professional information, consultation and selection.
The purpose of professional adaptation is to master the system of professional knowledge and skills for a new employee and their effective application in practice. The achievement of this goal is determined by the full compliance of professional training with the requirements of the job.
Socio-psychological adaptation of personnel is the process of including a specialist in a new work team.
In the practical part of the work, the systems of professional and socio-psychological adaptation of personnel in two organizations were analyzed. Based on a comparative analysis, recommendations were made to improve the system of personnel adaptation.
List of used literature
1. Armstrong M. The practice of human resource management. 10th ed./Trans. from English. ed. S.K. Mordvinova. - St. Petersburg: Peter, 2009
Bazarova T.Yu., Eremina B.L. Personnel management / - M.: Ed. UNITY, 2003
Volodina N. Personnel adaptation: Russian experience in building an integrated system / Natalia Volodina. - M.: Eksmo, 2010
Kaidas E. Why beginners leave or how to build an effective adaptation system // Personnel management. - 2005 - No. 23
Kibanov A.Ya. Personnel management of the organization / - M.: Ed. INFRA - M, 2006
Kibanov A.Ya. Fedorova N.V. Personnel management / - M.: Ed. Finstatinform, 2003
Odegov Yu.G. Personnel management in structural and logical schemes. - M.: Alfapress Publishing House, 2008
Stout L.W. Personnel Management: A Manager's Handbook / Stout L.U., trans. from English. - M .: LLC "Publishing House" Kind Book ", 2009
. #"center"> Annex A
Organizational structure
Annex B
SWOT ANALYSIS
Potential internal strengths Potential internal weaknesses 1. Wide range of products1. Weak organization of advertising 2. Complete product competitiveness 2. More than half of the equipment is in operation for a long time3. Large stocks of raw materials 3. Lack of capacity to store raw materials4. Well trained staff 4. Decrease in financing of social programs5. No staff turnover 5. Low price for immunoglobulin compared to competitors6. Regular professional development of personnel6. Uncontrolled waste of raw materials 7. Active staff health program7. Poor economic preparation of management8. Long experience in the market, excellent reputation8. Lack of an effective remuneration system9. Dedication of employees, high focus on business9. The staff is aging. Friendly staff, traditions to celebrate birthdays, anniversaries and other holidays10. Career growth is determined by work experience Potential external opportunities Potential external threats1. There is no need to look for new markets1. Possibility of receipt of similar goods from abroad2. A small number of competitors, the almost complete absence of a threat from their side2. Decrease in state financing of utilities3. Great demand for immunoglobulin3. Mass vaccination of the population may lead to a decrease in demand for anti-tick immunoglobulin 4. Reliable and trusted suppliers4. Establishment of prices for products by the state5. Choice of suppliers 5. Fluctuations in demand for immunoglobulin depending on the season6. Stability of production financing7. State financial support for enterprises of a similar profile8. Greater availability of raw materials
Annex B
An example of a completed Adaptation Form for the position of a copywriter
Adaptation Program Form
Full name: Position: Department: Head: Mentor (curator): Period: Ivanova Ekaterina Lvovna Copywriter IG 1 Temnova Svetlana Petrovna Golubev Vladimir Alekseevich 23.09.03 - 23.12.03.
Orientation course
Objectives Events Deadlines Responsible Evaluation form Get a holistic view of the Altapress Publishing House: history of the company's development, traditions; mission, values, goals; organizational structure; company products and services; operating programs for employees, social guarantees. introductory conversation presentation (excursion) with Spanish. "Ref. collaborator." 1st day at the invitation of the personnel service of the MP MP The level of awareness is revealed at the scheduled meetings with the MP Get information about the unit and the features of the position: workplace, colleagues; managers and specialists with whom it is necessary to interact ex officio; goals, objectives, the role of the unit in overall structure organization, the role of this position in the production process; official duties; bonus conditions, the amount of fees; perspectives career development, If there are any; work regulations, disciplinary framework; requirements for labor protection and safety precautions. communication with the manager (or mentor) with the Spanish. Job descriptions, Regulations on the subdivision, Work schedule of the subdivision 1st day P or Awareness level is revealed at the scheduled meetings with the MPVMeet with the HR manager to sum up the interim results of adaptation. meeting No. 1 meeting No. 2 09.10.03 09.12.03 MP Evaluation of an employee by the manager / mentor (provision of a report by the head / mentor to the HR manager) report No. 1 report No. 2 report No. 3 09.10.03 05.11.03 09.12.03 R / N
Probation Program
During the probationary period, the following requirements are imposed on the employee (what a new employee should learn, master, do, possibly develop any qualities in himself) Source of information Timing Evaluation on a 7-point scale editorial policy and act in accordance with it. Briefing R, N, editor Ser. October Learn and follow the technological chain of delivery of materials to the room. Briefing response. secretary Ser. October Observe the deadlines for the delivery of all materials to the room. Briefing R, N Ser. oct To become familiar with and be able to use the Altapress Publishing House client database and the Reklama program. Briefing R End of October Master basic sales skills: know and apply the sales algorithm; learn how to conduct a conversation with a client (establishing contact, working with objections, suggesting alternatives). Briefing R End of October To know the readership of the Svobodny Kurs newspaper. Briefing for sociologists Ser. October Master the work with documentation: learn how to draw up contracts for advertising services; learn how to maintain financial documentation (accounts, invoices, acceptance certificates). Briefing H, R Practice Ser. October Generate a monthly budget of 35,000 rubles. and more Practical work Ser. December
*MP - HR manager; R-leader; N is a mentor.
Annex D
Study plan for the Adaptation Program for managers of the Altapress Publishing House
Introductory: determining the purpose of the meeting, getting to know the concept of the program, etc.
Task: to establish an atmosphere of mutual understanding, to set the audience in a constructive working mood.
Step-by-step analysis of the program in the form of a computer presentation (with explanations, additional comments, answers to questions, etc.).
Task: to form a clear vision of the program among those present, eliminate all ambiguities, demonstrate all the simplicity and convenience of the created scheme.
Discussion of the pros and cons that Altapress receives by implementing this program.
a) generating pluses and minuses in microgroups;
b) sounding and fixing;
c) supplementing the list with items allocated by the Personnel Service
Objective: to demonstrate the positive aspects that the implementation of the program can give in order to overcome a possible negative attitude.
Results, clarification of the mood and readiness for action, parting words, etc.
Annex D
Opportunities and Threats for the Implementation of the Adaptation Program
Opportunities for the organization active monitoring of the professional and psychological adaptation of the employee during the probationary period makes it possible to make timely decisions (on dismissal, promotion, changes in the conditions or organization of work); clearly defined requirements facilitate the procedure for assessing the professional activities of an employee during the probationary period; tests at the end of the probationary period make it possible to make the most fair decision in disputable situations; the developed Form of the adaptation program saves time on registration, and, at the same time, allows you to take into account the features of the unit; awareness of the employee, the clarity of the requirements, normal working conditions and attention motivate the employee to the quality performance of duties; there is a consistent introduction of the employee to the culture of the organization, the formation of a single team spirit of the company; the introduction of an adaptation system forms the image of an advanced organization that keeps up with the times, uses modern trends in personnel management, is serious, and cares about employees; full-fledged implementation of the adaptation program - improving the managerial qualifications of the head; mentorship - management experience for promising specialists allocated to the personnel reserve, their gradual adaptation to a managerial position; reducing employee turnover due to unmet expectations will reduce the time for induction of each new employee and reduce the cost of finding new staff; thoughtful and systematic work on the adaptation of personnel during the probationary period will make it possible to reduce the time for a new employee to reach the point of profitability. Threats to management, managers are responsible for drawing up a probationary program, which will require certain time costs, since it will be necessary to formulate requirements for the employee, according to which his suitability for the position will be assessed, the organization needs to provide each employee with a full-fledged workplace, which requires certain financial investments and/or organizational actions; the manager and mentor spend more time interacting with a new employee; responsibility on the manager and the company for the organization of the work of the employee; program implementation is not a 100% guarantee of preventing staff turnover. Opportunities for the employee the employee knows where he got to and what is expected of him - the level of anxiety of the employee decreases, self-confidence increases; there is a feeling "that they were waiting for you", involvement in a team, a common cause; normal conditions and organization of work are provided; professional duties are quickly and systematically mastered; the employee is protected from arbitrariness and unreasonable actions and requirements of the management. Threats for the employee to the employee requirements that must be met; periodically a person is under evaluation, which can cause some stress; less likely to use "I didn't know", "I wasn't told", "I wasn't warned" argument
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annotation
The problem associated with the appearance of difficulties in psychology students arising in connection with mastering a profession, communicating with classmates, teachers, that is, those difficulties that are associated with the life of a young person in a new team of an educational institution, is analyzed. The issue of the complexity of professional adaptation in connection with the inclusion of the individual in a new social environment, the formation of new relationships, the development of new social roles, the self-perception of students, the perception of the social environment, the traumatic effects of the external environment is considered. The features of the inclusion of students in the social and subject context of the professional activity mastered in training, the restructuring of behavior in this context are discussed. The socio-psychological factors of professional adaptation of future psychologists are summarized.
Keywords
Professional adaptation, self-perception of students, perception of the social environment, socio-psychological factors of professional adaptation.
The choice of a specific option for obtaining a profession entails the natural appearance of new difficulties for students associated with studying at a university, mastering a profession, communicating with classmates, teachers, that is, the appearance of all those difficulties that are associated with the life of a young person in a new team of an educational institution.
The transition of young people to a new environment is associated with the emergence of a number of general psychological and pedagogical problems: the problem of student achievement, the safety of the contingent in groups, the discipline and behavior of students, student dissatisfaction with the choice of profession, etc.
Analyzing the theoretical provisions, we can conclude that the process of adaptation is the first phase of the individual's socialization. Professional adaptation is carried out through the systematic implementation of increasingly complex tasks with varying degrees of problematicness. The complexity of the course of professional adaptation is mainly associated with breaking the developed stereotype and depends to the greatest extent on the psychological readiness for new conditions of activity, the personal qualities of students, and the cohesion of the teams in which they are located.
Professional adaptation includes familiarization, during which the student receives complete information about the elements of professional activity. Then the transition to independent activity, complete professional independence, which is characterized by highly effective, creative work.
Thus, we come to the conclusion that adaptation is not just an adaptation, but a complex process aimed at including the individual in the social environment and relationships, at the development of new social roles by people, the formation of a motivational sphere, students' perception of themselves, their environment, and the removal of traumatic environmental influences. Moreover, a person is not just included in a new environment, he changes himself in this environment (the system of behavior and activity is rebuilt), the environment changes in turn, as a result of which adaptation relations are established between them.
Solving the problem of successful adaptation of students in the first year of study would improve the qualitative side of student performance, reduce dropouts, reduce absenteeism without good reason, raise their level of social activity, etc.
offered an option models graduate, which is an integrated generalization of the personality traits of the student, significant for the formation of a modern type of worker (Table 1).
Table 1
Personality traits of the pupil | Criteria for the level of formation quality |
Professionalism | Availability of professional knowledge and skills, professional mobility, skills of quick adaptation to production conditions. |
social maturity | Discipline, responsibility, independence, organization, initiative, heuristic thinking, social mobility. |
General and moral and legal culture | Knowledge of the foundations of world culture, justice, mercy, law-abidingness, honesty, responsiveness, conscientiousness. |
Recently, a number of traditional and, most importantly, mass professions have been squeezed out, and qualitative shifts are taking place in the very content of qualifications. A new type of qualification of specialists is emerging, which includes such features as a broad profile, completed higher education, dynamism and others. A new type of employee qualification requires a new concept of vocational education. This concept accordingly presupposes: a) a close connection between vocational education and full general educational training, including psychological and social training; b) expanding the profile of special training; c) the development of abilities not only to obtain a certain qualification, but also to constantly update knowledge. Thus, the goal is pursued: to prepare students for working life in general, not to tie the student to one profession, to form a new type of employee, with well-developed communicative, organizational inclinations, able to work in a team and transfer professional experience to others.
The problem of students' adaptation to the educational process and the profession as a whole is also connected with the fact that training in educational institutions becomes richer and more difficult from year to year, training sessions are diverse. The complexity is explained by the ever higher requirements for a specialist, not only in the field of professional activity, but also in the field of socio-economic. For a modern specialist requires a wide range of knowledge and skills. And this means that the amount of work for students increases dramatically, the requirements increase, but the training time does not increase. The work of students takes place in other social and living conditions that differ from the school, and at the same time the state of the educational and material base plays a leading role. Lack of space encourages managers to conduct daytime training sessions in two shifts. In many educational institutions there is no normal organization of public catering for students.
In addition, students move into a new environment for themselves; the novelty of the conditions is due not only to the peculiarities of the forms and requirements of the regime of the educational institution, but also to the rupture of the ties acquired over the years with the school, with the classroom group of peers, with the teachers who taught and educated them, knew them well and took into account the individual psychological characteristics of each.
An essential feature of this period was that in recent years, practitioners and researchers have noticed a decrease in interest in learning among a significant part of young men. The consequences of the drop in educational interests are primarily manifested during the entrance exams, and then on the attitude towards studying at universities.
As can be seen, in its structure, teaching students is a complex, rich, interdependent and dynamic educational, professional and practical activity that forms the moral and professional face of a specialist. The management of such a complex educational process differs significantly from the process management scheme in a general education school. The lack of skills and abilities for independent work in mental labor causes students to become lazy, restless, and switch to other activities. Laziness especially affects the preparation for seminars, practical, laboratory classes. Thus, the inability to study independently and intensely using one's own abilities significantly aggravates the initial stage of the student's adaptation period.
All of the above factors affect the organization of teaching and educational activities of teaching staff with first-year students. The main difficulty of this period also lies in the fact that in many collectives the old views and attitudes of teachers towards students and the methods of their teaching still remain. Among teachers, unfortunately, there is still no unity of mutual understanding and actions in relation to students. This contradiction largely affected and continues to influence the success of their education.
The professional development of a personality includes three stages: a) the formation of professional intentions; b) vocational training; c) independent professional activity at the enterprise.
The results of research on this issue testified to the need to develop a new model of professional adaptation that is more appropriate for the modern period and meets the goal set in our study.
In the study, professional adaptation is considered as a complex of psychological, pedagogical and social conditions aimed at positive social and professional adaptation of students.
An analysis of the process of professional self-determination of schoolchildren shows that in a general education school, students first form some ideal ideas about their future profession, which subsequently (grades 10-11) are replaced by quite real ones. The lack of interest in one's future profession is the result, among other things, of insufficient career guidance. Due to the fact that the competition for admission to many educational institutions is not high, those students who do not do well at school, often do not have a clear idea of the specifics of the profession that they came to receive in an educational institution, enter them. Therefore, in some cases, one can observe a lack of motives and interest in academic disciplines. A first-year student who has chosen the profession of a psychologist, unexpectedly faces the need to receive a comprehensive education. Students, referring to many, even special educational subjects, as having nothing to do with their future activities, put all their efforts into “basic”, in their opinion, subjects. As a result, there are debts in other subjects, poor knowledge, problems in adaptation.
It is important to develop motives for choosing the profession of a psychologist, to form the skills and abilities of self-education, to teach students the methods of independent work, the analysis of their achievements, and the creative development of the studied material.
Working with students who experience such deep psychological difficulties in learning, mastering a profession, in communication that it gives rise to negative personal changes in them, which are denoted by the concept of "non-adaptation", is precisely such a complex problem, the resolution of which is impossible without a meaningful systemic co-organization of all participants in the educational process. process: teachers, psychologists, administration and students themselves.
Professional adaptation is based on the following general principles:
Fix the attention of others on the slightest success and achievement;
Do not compare students with each other, but compare only with yourself, helping to see your own success;
Evaluate not a person, but only acceptable or unacceptable behavior;
Provide the student with attention that emphasizes his individuality, personal significance for others.
The administration of the educational institution acts as the coordinator and organizer of the process of professional adaptation of students. The purpose of the guide is to create a lifestyle that would allow the student to control their actions and deeds, to consolidate moral behavior.
One of the areas of professional adaptation is to work directly with non-adapted students. . Tasks of this direction:
a) to achieve in students the mastery of deep and solid knowledge, to develop in them modern psychological thinking, to form a creative attitude to work, professional skills; b) to form personality traits that meet the requirements of a professional psychologist in modern conditions; c) to form the professional orientation of students as a prerequisite for successful social professional adaptation; d) to form a conscious educational and labor discipline; e) to form in unadapted students the readiness to overcome any possible difficulties of professional activity, social and professional adaptation; f) develop and improve value orientations.
One of the conditions for effective socio-professional adaptation of unadapted students is the organization and inclusion of them in professional activities, and in the process of theoretical training, show students the connection between the theory they are studying and practical activities in their future profession.
Thus, the social and professional adaptation of students to a new learning activities will be faster when teachers and administrative workers fulfill certain orientations: 1) a benevolent and demanding attitude towards students; 2) a clear statement of the goal of any educational and practical task; 3) an objective assessment of the results of students' work; 4) taking into account the individual characteristics of students in the performance of the task.
In the process of learning, one of the most important tasks is to instill in future psychologists a sustainable interest in the profession, the development of purposefulness as a strong-willed quality, as the ability to subordinate close goals to distant ones, and mobilize all forces for their implementation. The task of the process of professional adaptation is to remove the state of anxiety from unadapted students, replacing it with a sense of self-confidence. The main role in solving this problem is played by the organization of a healthy student team, ensuring correct, humane, trusting relationships both between students and between students and teachers. The friendliness of the teacher is directly reflected in the goodwill of the students themselves in their relationships with each other. Therefore, it is from this that it is necessary to begin the formation of collective relations: relations of mutual responsibility; mutual demands; friendly cooperation; mutual assistance.
A distinctive feature of unadapted students is the lack of introspection and self-evaluation skills. Taking into account these factors, the work of the teaching staff with unadapted students in their adaptation should be aimed at destroying negative attitudes, stereotypes of behavior and developing positive ones. This is facilitated by: individual work, student councils on legal and moral topics, round tables, disputes, holding socio-psychological trainings.
Thus, the implementation of a successful model of students' professional adaptation to learning conditions will be effective under the following psychological and pedagogical conditions, if:
To form a professional interest among students, taking into account their age, typological and individual psychological characteristics; to form a stable motivation for vocational training, taking into account the intellectual capabilities of students and professional abilities for the chosen activity;
Maintain conditions for creating a favorable microclimate in the group, organizing and including students in various activities (professional, socially useful, creative, etc.);
Conduct socio-psychological training aimed at expanding psychological competence;
To carry out targeted training of the teaching staff to work to ensure the social and professional adaptation of students.