Adaptation process

Adaptation process
See also
Oral communication Quality system in local government Bureaucratic leadership Job specification Customer requirements Structure follows strategy Internal marketing Quality policy Strategic information system

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

1. Supporters (mentors)
2. Meetings organized exclusively for newly employed persons, within which the company's culture and type of work are presented.
3. Training trips, during which new employees receive a large dose of knowledge about the company.
4. 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:

1. 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.
2. General characteristics of the company: its history, traditions, missions and objectives of the activity, organizational structure, products and services offered, market position.
3. 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.
4. 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:

1. Achievements of at least average efficiency in performing the ordered activities.
2. Adaptation to the prevailing work system, which manifests itself in a marked decrease in fatigue.
3. Showing your own ingenuity while discussing the ordered activities by the supervisor.
4. Full subordination to superiors.
5. Acceptance by employees from the immediate environment.
6. Adapting to the culture of work and organization.
7. Determining your own emotional state in relation to your job and company in terms of contentment.

References

• 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.