What mistakes do managers make in the process of staff adaptation?
Posted: Tue Jan 21, 2025 8:27 am
Objective indicators are an assessment of work efficiency. They can be divided into subcategories based on their belonging to one or another aspect. Thus, among the objective ones, professional (to what extent the employee's qualifications correspond to the requirements of the position), socio-psychological (to what extent the employee's behavior corresponds to the rules and regulations of the company), psychophysiological (level of fatigue, overload, stress) indicators are distinguished.
Subjective indicators are how a new employee evaluates his or her relationships with employees, his or her own professional level, etc.
Approach 3. Integrated system for assessing the effectiveness of adaptation programs.
When using this system, not only are the criteria for assessing the effectiveness of adaptation identified, but their impact on the internal processes in the organization is also assessed. In other words, the system allows us to establish how the results of newcomers' adaptation depend on the activities of the enterprise and vice versa.
It should be emphasized twitter database that there is something in common between subjective criteria of efficiency and criteria of satisfaction. But the second approach assumes a dual assessment of adaptation efficiency (both subjective and objective indicators). Thanks to objective criteria, it is possible to identify how the result of adaptation is measured by quantitative indicators and clearly interpreted. The subjective indicator of satisfaction assessment is somewhat reduced.
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Checklist: How to Achieve Your Goals in Negotiations with Clients
Thanks to the integrated approach, modern managers can see a clear scheme of the relationship between key employee management tools (in this case, we are considering adaptation) and the overall efficiency of the enterprise (including competitiveness). The main indicator of the effectiveness of adaptation is a comprehensive system of its assessment.
What mistakes do managers make in the process of staff adaptation?
The manager has not prepared a workplace for the newcomer. Recruitment and adaptation of personnel must be thought out. There should be no situations when a new specialist comes to work for the first time, but due to the lack of a workplace, spends time in the meeting room, cafeteria or in the office of an employee who did not come out that day.
The newcomer was not given a tour of the office. Many managers consider this important, believing that other employees will help the newcomer get settled in or that he will find out everything himself. As a result, the person is embarrassed to ask the staff about anything and feels out of place for a long time.
The new specialist was not told about training, career growth, motivation schemes (what the salary is made up of, what can be deducted from the bonus, what compensation there is, etc.).
Example: The manager did not tell the new employee that the company holds a training session for the staff of his department every Saturday. When colleagues told the new employee "see you tomorrow at the training session" on Friday, the day before, he was very surprised. It later turned out that the employee did not want to spend his legal day off at the training session. A short time later, he left the company.
On the new employee's first day, the manager was absent from the office and did not appoint a person responsible in his place. The HR department employee met the new employee and escorted him to his workplace. Another option is that the manager did not introduce the new employee to other employees, believing that everyone would get acquainted on their own. The result is rejection, communication at a distance, etc. The conditions for personnel adaptation should be favorable.
Example. A new employee came to the marketing department. The staff was aware of her arrival, but they did not know when exactly she would start work. On Monday, the manager brought the girl into the office and sat her at an empty desk. The employees thought that he would introduce her to them, but this did not happen. The next day, the girl was not introduced to anyone either. Everyone saw that she was talking to the management, asking about something, but did not talk to other employees. After some time, the manager asked the general manager why the team was not talking to the employee, saying that he was already tired of bringing her up to speed. When he realized that he forgot to introduce the girl to his colleagues, he was very surprised. It was because of this omission that the employees did not communicate with her.
Subjective indicators are how a new employee evaluates his or her relationships with employees, his or her own professional level, etc.
Approach 3. Integrated system for assessing the effectiveness of adaptation programs.
When using this system, not only are the criteria for assessing the effectiveness of adaptation identified, but their impact on the internal processes in the organization is also assessed. In other words, the system allows us to establish how the results of newcomers' adaptation depend on the activities of the enterprise and vice versa.
It should be emphasized twitter database that there is something in common between subjective criteria of efficiency and criteria of satisfaction. But the second approach assumes a dual assessment of adaptation efficiency (both subjective and objective indicators). Thanks to objective criteria, it is possible to identify how the result of adaptation is measured by quantitative indicators and clearly interpreted. The subjective indicator of satisfaction assessment is somewhat reduced.
Download a useful document:
Checklist: How to Achieve Your Goals in Negotiations with Clients
Thanks to the integrated approach, modern managers can see a clear scheme of the relationship between key employee management tools (in this case, we are considering adaptation) and the overall efficiency of the enterprise (including competitiveness). The main indicator of the effectiveness of adaptation is a comprehensive system of its assessment.
What mistakes do managers make in the process of staff adaptation?
The manager has not prepared a workplace for the newcomer. Recruitment and adaptation of personnel must be thought out. There should be no situations when a new specialist comes to work for the first time, but due to the lack of a workplace, spends time in the meeting room, cafeteria or in the office of an employee who did not come out that day.
The newcomer was not given a tour of the office. Many managers consider this important, believing that other employees will help the newcomer get settled in or that he will find out everything himself. As a result, the person is embarrassed to ask the staff about anything and feels out of place for a long time.
The new specialist was not told about training, career growth, motivation schemes (what the salary is made up of, what can be deducted from the bonus, what compensation there is, etc.).
Example: The manager did not tell the new employee that the company holds a training session for the staff of his department every Saturday. When colleagues told the new employee "see you tomorrow at the training session" on Friday, the day before, he was very surprised. It later turned out that the employee did not want to spend his legal day off at the training session. A short time later, he left the company.
On the new employee's first day, the manager was absent from the office and did not appoint a person responsible in his place. The HR department employee met the new employee and escorted him to his workplace. Another option is that the manager did not introduce the new employee to other employees, believing that everyone would get acquainted on their own. The result is rejection, communication at a distance, etc. The conditions for personnel adaptation should be favorable.
Example. A new employee came to the marketing department. The staff was aware of her arrival, but they did not know when exactly she would start work. On Monday, the manager brought the girl into the office and sat her at an empty desk. The employees thought that he would introduce her to them, but this did not happen. The next day, the girl was not introduced to anyone either. Everyone saw that she was talking to the management, asking about something, but did not talk to other employees. After some time, the manager asked the general manager why the team was not talking to the employee, saying that he was already tired of bringing her up to speed. When he realized that he forgot to introduce the girl to his colleagues, he was very surprised. It was because of this omission that the employees did not communicate with her.