It turns out that the hiring (recruiting) process does not end at the signing of an employment contract with
the applicant. It often happens that a new employee, having worked for only few months, leaves a new
duty. And then all the time, effort and material resources invested by the company in the search for a
specialist turns out to be wasted.
One of the reasons for the constant flow of staff may be that employees have not adapted to the organization of work in the company. Such situation may lead them to misunderstand the company's strategy and the scope of their responsibilities. In this case, it is very likely that the expectations of the employer and the professional will simply not match.
Adaptation Schedule
To avoid such situations, it is necessary to plan the process of adaptation of a specialist to new working conditions. We should not forget about such details as: preparation of the workplace; notification of the hiring of a new person by other employees of the company, in particular those with whom the newcomer on duty will have to communicate most closely. It turns out that such “little things” are important not only for the new employee: they are part of the order established in the company, which undoubtedly positively characterizes the enterprise in the labor market.
A good method of work may be to draw up for the applicant a kind of "adaptation schedule" - a plan for introducing a new employee to the work of the company. Drafting this document will not take much time, but it will greatly facilitate the work of the company with newly arrived specialists.
Gradual integration
Some employers believe that the best way to involve an employee in the process is to burden him or her with day-to-day responsibilities. However, it isn’t right to burden the newly hired specialist with the flow of information. Changing work conditions is definitely accompanied by stress, and one cannot remember all the details associated with a new job cycle in a day.
The first days
In accordance with the internal rules of the company, the new employee integration program can be compiled by either its immediate manager or a human resources department.
The purpose of integration is:
In some companies, each new employee spends the first few days getting to know the company and peculiarities of its separate departments. In other companies, the specialist goes through a training period where he / she learns about his / her new responsibilities as well as studies the approaches in the company. Of course, it is short time to integrate into a company, but these are proven and justified methods, as any information that a newcomer receives will be useful later.
Managers:
Sometimes a firm attaches a mentor to a new employee who is responsible for his adaptation to the job. In this case, the supervisor and the newcomer form a union whose purpose is to lead the newcomer to work independently. Naturally, this approach is the golden mean of the information "shower" and the overly caring attitude of the employer towards a newcomer.
To avoid misunderstandings
A very important element of adaptation is the appraisal of the first days of a new employee in the company. Even the briefest conversation will allow the newcomer to misunderstand the work of the organization. During such conversation, the manager should not only receive standard information from the subordinate on how the work is going, but also try to find out the internal situation that has arisen in his new duties as a specialist. Have there been any doubts about this or that issue? If during the conversation it turns out that there are problems, however, the reasons should be found out immediately. It is very important for the employee to understand the requirements, tasks, method of execution of the task, the timing and form of reporting given to him by the managers. Writing these requirements on paper will be of great help during the performance evaluation and summing up the trial period of a new employee, who, we hope, will become an invaluable achievement of your company.
One of the reasons for the constant flow of staff may be that employees have not adapted to the organization of work in the company. Such situation may lead them to misunderstand the company's strategy and the scope of their responsibilities. In this case, it is very likely that the expectations of the employer and the professional will simply not match.
Adaptation Schedule
To avoid such situations, it is necessary to plan the process of adaptation of a specialist to new working conditions. We should not forget about such details as: preparation of the workplace; notification of the hiring of a new person by other employees of the company, in particular those with whom the newcomer on duty will have to communicate most closely. It turns out that such “little things” are important not only for the new employee: they are part of the order established in the company, which undoubtedly positively characterizes the enterprise in the labor market.
A good method of work may be to draw up for the applicant a kind of "adaptation schedule" - a plan for introducing a new employee to the work of the company. Drafting this document will not take much time, but it will greatly facilitate the work of the company with newly arrived specialists.
Gradual integration
Some employers believe that the best way to involve an employee in the process is to burden him or her with day-to-day responsibilities. However, it isn’t right to burden the newly hired specialist with the flow of information. Changing work conditions is definitely accompanied by stress, and one cannot remember all the details associated with a new job cycle in a day.
The first days
In accordance with the internal rules of the company, the new employee integration program can be compiled by either its immediate manager or a human resources department.
The purpose of integration is:
- To introduce newcomers to its employees;
- To explain to him the general principles of his business;
- To ensure that the new specialist understands and accepts the responsibilities that he or she is given.
In some companies, each new employee spends the first few days getting to know the company and peculiarities of its separate departments. In other companies, the specialist goes through a training period where he / she learns about his / her new responsibilities as well as studies the approaches in the company. Of course, it is short time to integrate into a company, but these are proven and justified methods, as any information that a newcomer receives will be useful later.
Managers:
Sometimes a firm attaches a mentor to a new employee who is responsible for his adaptation to the job. In this case, the supervisor and the newcomer form a union whose purpose is to lead the newcomer to work independently. Naturally, this approach is the golden mean of the information "shower" and the overly caring attitude of the employer towards a newcomer.
To avoid misunderstandings
A very important element of adaptation is the appraisal of the first days of a new employee in the company. Even the briefest conversation will allow the newcomer to misunderstand the work of the organization. During such conversation, the manager should not only receive standard information from the subordinate on how the work is going, but also try to find out the internal situation that has arisen in his new duties as a specialist. Have there been any doubts about this or that issue? If during the conversation it turns out that there are problems, however, the reasons should be found out immediately. It is very important for the employee to understand the requirements, tasks, method of execution of the task, the timing and form of reporting given to him by the managers. Writing these requirements on paper will be of great help during the performance evaluation and summing up the trial period of a new employee, who, we hope, will become an invaluable achievement of your company.
