It is the last stage of the employee recruitment process. The term specifies the acceptance of the value system applicable at the new workplace. Particular importance is attributed to customs, views, interests, attitudes, behaviors and ways of acting creating the culture of the organization. The main point of the adaptation process is the allocation of a job position - it is a base for the newly-adopted employee, from which he begins to learn about the immediate surroundings, being simultaneously known.
Adaptation process - scope of activities
- Supporters (mentors)
- Meetings organized exclusively for newly employed persons, within which the company's culture and type of work are presented.
- Training trips, during which new employees receive a large dose of knowledge about the company.
- Rotational work, i.e. a new employee, gets to work in various departments for the first few weeks to better understand the scope of the company and all employees.
Conducting the adaptation process - recommendations
In order to efficiently carry out this process, it is recommended that the newly hired employee obtains specific information in the area of:
- Organizational culture existing in the enterprise - especially the question of dress, behavior towards superiors and colleagues, developed standards and procedures, principles of communication, ways of executing official orders.
- General characteristics of the company: its history, traditions, missions and objectives of the activity, organizational structure, products and services offered, market position.
- Characteristics of the workplace, in particular the scope of tasks and duties, powers and responsibilities, existing working conditions and ways to carry out tasks, instructions and informing superiors about their completion.
- The internal regulations in force in the company regarding the organizational, work and remuneration regulations as well as the procedures for dealing with individual cases.
This information can be passed on to the employee orally through appropriate training by a supervisor or designated person in the company, as well as through materials such as brochures, folders, instructions. The newly hired employee should be assigned a person who will take care of its development and progress, and control the workplace.
The end of the adaptation process
Introducing an employee to work and thereby completing the adaptation process is considered correctly carried out at the moment:
- Achievements of at least average efficiency in performing the ordered activities.
- Adaptation to the prevailing work system, which manifests itself in a marked decrease in fatigue.
- Showing your own ingenuity while discussing the ordered activities by the supervisor.
- Full subordination to superiors.
- Acceptance by employees from the immediate environment.
- Adapting to the culture of work and organization.
- Determining your own emotional state in relation to your job and company in terms of contentment.
Examples of Adaptation process
- In some companies, the new employee is presented with a welcome package which contains useful information about the organization such as its policies, values, culture and expectations. This serves as a way for the new employee to familiarize himself or herself with the new environment and to get accustomed to the ethos of the new workplace.
- Organizations also engage in mentorship programs, where the new employee is assigned to an experienced mentor who can guide them through the process of settling into their new job. The mentor may provide advice and guidance on how to best fit into the new environment and make the most out of the new job.
- Many organizations also have a formalized onboarding process, which includes activities such as introductory meetings, information sessions, and team building activities. These activities help the new employee to become more familiar with the organizational culture, the people they will be working with, and the tasks they will be responsible for.
- Organizations also use team-building activities, such as team lunches, activities, etc., to help employees bond and become more comfortable with each other. This helps the new employee to adapt to their new environment and form relationships with their colleagues.
- Many organizations also provide new employees with cultural training. This may include providing information about cultural norms, expectations, and values. This helps the new employee to understand the unique aspects of the organization's culture and to become more familiar with it.
Advantages of Adaptation process
The adaptation process has several advantages that make it beneficial for organizations and employees alike:
- It helps new employees to become acquainted with their new working environment, so that they can develop a better understanding of the organization's culture and values. This ultimately helps them to fit in and contribute to the organization's goals.
- It allows the organization to get to know the new employee better, which helps to identify their strengths and weaknesses. This in turn helps the organization to assign appropriate tasks and roles to the new employee.
- The adaptation process also helps to build trust between the new employee and the organization, which is essential for successful job performance.
- Finally, the adaptation process provides a platform for the new employee to ask questions and voice any concerns they may have about their new role and responsibilities. This open communication helps to foster a positive working relationship between the employee and the organization.
Limitations of Adaptation process
Adaptation process is a necessary part of the employee recruitment process, however, it has certain limitations that must be taken into account. These limitations include:
- Time constraints - adaptation process takes some time, and in a fast-paced environment, this might be a problem. Employees need to be given sufficient time to learn the culture of the organization and get familiar with their role.
- Cultural differences - different cultures have different values, interests and ways of acting. Adaptation process can be difficult if there are language or cultural barriers.
- Lack of resources - adaptation process requires certain resources like orientation activities, mentors or training courses, which may not always be available.
- Poor communication - in order for the adaptation process to be successful, there needs to be an effective communication between the employee and the organization. If the communication is not clear and efficient, the adaptation process will not be successful.
- Lack of support - adaptation process requires support from the organization, both in terms of providing resources and in terms of encouraging the employee. If the organization does not provide sufficient support, the adaptation process will be unsuccessful.
In addition to the acceptance of the value system applicable at the new workplace, there are several other approaches that can be used for a successful adaptation process:
- Orientation - providing the new employee with the required information about the organization, its policies, and procedures.
- Familiarization - introducing the new employee to their colleagues and other members of the team.
- Mentoring - assigning a mentor to the new employee to guide them through their journey and help them adapt faster.
- Socialization - providing the new employee with various activities and events to help them become familiar with the company's culture.
- Training - providing the new employee with appropriate training to learn the necessary skills to effectively perform their job.
In summary, while the acceptance of the value system at the new workplace is an important part of the Adaptation process, there are several other approaches that can be used to ensure a successful adaptation. These include orientation, familiarization, mentoring, socialization, and training.
|Adaptation process — recommended articles|
|Scope of activities — Career pathing — Job scope — Internal training — Adaptation of workers — Importance of teamwork — Letter of advice — Job specification — Employment history — Insider buying|
- Rosse, J. G., & Hulin, C. L. (1985). Adaptation to work: An analysis of employee health, withdrawal, and change. Organizational behavior and human decision processes, 36(3), 324-347.
- Jimmieson, N. L., Terry, D. J., & Callan, V. J. (2004). A longitudinal study of employee adaptation to organizational change: the role of change-related information and change-related self-efficacy. Journal of occupational health psychology, 9(1), 11.
- Probst, T. M. (2002). The impact of job insecurity on employee work attitudes, job adaptation, and organizational withdrawal behaviors. The psychology of work: Theoretically based empirical research, 141-168.