tion of the employee work as a whole or its separate displays. They are subdivided similarly objective on an accessory to one of aspects of adaptation and define own estimation the worker. Exactly, the attitude to a trade and qualification; attitudes with collective of employees, with a management; state of health, conditions and weight of work; understanding of a role of individual problems in the decision of the general problems of the organization. Gathering and processing of the information on a level and duration of adaptation is expedient for spending within the limits of procedure of a current business estimation of the personnel. Here difference consists that in relation to new employees procedure of a business estimation should have higher periodicity within the limits of term of adaptation. For the domestic organizations the main problem of a supply with information of adaptation consists in necessity of accumulation of normative parameters of a level and duration of adaptation. The conclusion about its successful carrying out is done on the basis of comparison of actual and normative parameters.
1.2. Stages of adaptation .
Each enterprise or its collective possesses specific, only to it inherent features on which account successful or less successful work of collective as a whole depends. Procedures of adaptation of the personnel are called to facilitate occurrence of new employees during a life of the organization. Practice shows that 90% of the people discharged from office within the first year have made this decision already in the first day of the stay in the new organisation. As a rule, the beginner in the organization collides from greater quantity of difficulties which great bulk is generated by absence of the information on the operating procedure, the location, features of colleagues, etc. That is special procedure of introduction of the new employee in the organization can promote removal of a lot of the problems arising in the beginning of work. Conditionally process of adaptation can be divided into four stages:
Stage 1.
The estimation of a level of readiness of the beginner is necessary for development of the most effective program of adaptation.
If the employee has not only special preparation, but also an operational experience in similar divisions of other companies, the period of its adaptation will be minimal. However it is necessary to remember that even in these cases in the organisation variants of the decision of problems already known to it are possible unusual for it. As the organizational structure depends on some parameters such as technology of activity, an external infrastructure and of the personnel. The beginner inevitably gets to some extent in a situation unfamiliar to it. Adaptation should assume both acquaintance to industrial features of the organization, and inclusion in communicative networks, acquaintance to the personnel, corporate features of the communications, etc.
Table 1.1. Distribution of duties on orientation [6, 76-78]. br/>
Functions and actions of the organization
Duties
Of the direct head
Of the manager of the personnel
Drawing up of the program of the orientation
Carries out
assists
Acquaintance of beginners with firm and its history
Carries out
Carries out
the Explanation of problems and requirements which are shown to work
Carries out
Functions and actions of the organization
Duties
Of the direct head
Of the manager of the personnel
Put beginner in the work group
Carries out
Stimulation the help to beginners from the experienced employees
Carries out
Stage 2. Orientation.
Orientation is the practical acquaintance of the new employee with its duties and requirements which are presented by organization. To this work are attracted not only direct heads but also managers of personnel. As usually the duties are distributed like we see in the table 0.1. Usually the program of orientation consists of the row of not big lectures, excursions, practices (the work on...
