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When I was appointed head of the department, I had absolutely no idea what cases to take on first.

My first day as a manager

At the new place, a line of subordinates approached me: each had an urgent question. The higher authorities demanded reports. The heads of neighboring departments tried to provide additional work.

I locked myself in the toilet, turned on the water and looked at her for a long time, trying to calm the tornado in my thoughts.

I had a headache and returned home with red eyes.

Step-by-step plan for a new manager

The next day, from the very morning, I isolated myself from everyone so that I could think in a calm environment. I literally locked myself in my office and turned off the sound of my cell phone. I wanted to clearly understand what I should do in the new place and in what order.

I have formulated 8 steps that a novice leader who has just taken office needs to take.

Where to start for a manager in a new place

Step 1. Understand what your boss will require of you

Contact your manager (head of department, direction, general director or owner) and find out the answers to 3 questions.

1. What are your immediate goals as a new leader (for example: find 3 new employees, release a new product by December 1)
2. What is the strategic goal of your department (for example: to double sales growth by the end of the year)
3. What reports need to be provided to the boss. Format (document, presentation, oral report at a meeting), how often (daily, weekly, monthly), what should be inside (what numbers, graphs, etc.)

Step 2. Understand what each of your subordinates does

Ask each subordinate for a list of the work he performs. Each job should have an approximate duration in hours or minutes.

The list of works must be written. It is very important. Without it, within a day you will forget who does what in the new team.

Step 3. Collect feedback from subordinates on the work performed

Young directors rarely take this step. However, the benefits from it are colossal.

Create a short questionnaire for employees.

At the beginning of the form, write a note:

This questionnaire is intended only for me (the head of the department). It will not be shared with anyone. I want to find the weaknesses of the department and eliminate them so that everyone can work calmer and more positive.

1. What do you like about your job?
2. What don't you like about your job?
3. What result of your work over the past six months are you proud of?
4. What's stopping you from doing your job?
5. What problems do you see in the department?
6. What problems do you see in the company as a whole?
7. What needs to be changed in the department’s work in the very near future?
8. Any comments (what makes you happy, what makes you angry, what’s your mood, what do you expect from work, etc.)

The purpose of this questionnaire is identify weaknesses in the department: too slow work, waiting rings, useless work, decadent moods, etc.

You, as a new leader, may not be able to see many of the pitfalls in the new team. And to be honest, it will never be visible. You need to ask the employees themselves, what bothers them, what infuriates them, what work takes too much time. I guarantee that several discoveries about the work of the department you definitely will.

The second most important purpose of the questionnaire is to identify the good things that are in the department now. Understand what keeps employees engaged and what motivates them.

Step 4. Appoint local managers in groups

If your department has employees doing the same work, assign employees to each group. local manager(leader).

For example, you may have several sales managers, designers, support specialists, etc.

A leader is an employee with the highest level of professionalism. Additionally, he is a mentor to colleagues.

In the field for appointing managers, a hierarchy of employees will appear within the calving.

This is necessary to improve ease of use. To discuss any important issue or convey information to your employees, you will only need to talk to the team leaders. This is much more productive and faster than talking to all subordinates individually.

In addition, leaders then grow into excellent leaders of higher rank.

How to determine which employee to appoint as leader groups? It's simple. Based on the results of the questionnaire. The leader will identify more problems and proposals than his colleagues. If you still miss (which is not a big deal for a new director), you can later change the group leader.

Step 5. Introduce a five-minute planning meeting in the morning

Only group leaders should participate in the planning meeting. If all your employees are engaged various work, all employees must participate.

Why do you need a flyer:

1. You can find out in 5 minutes what is happening in the department
2. Employees will begin to produce more results (they will need to briefly tell what they did yesterday and what the plan is for today, therefore the sense of responsibility will increase)

At the meeting, everyone present answers 3 questions:

1. What I did yesterday (precisely the completed work, the final product)
2. What will I do today
3. What's stopping me from doing my job?

As a manager, you may not be able to answer these three questions. Your main task is to ensure that each employee issues daily result, and respond to emerging obstacles and difficulties.

Additionally, appoint someone responsible for the planning meeting. He will lead it if you are not there.

Step 6. Install a case management system on your computer and smartphone

From now on, case management software is your best friend and assistant.

What are the benefits of the program:

1. Allows you to create to-do lists for the coming days (clear operational plan)
2. Allows you to store goals (a clear strategic plan)
3. Allows you to send instructions to employees (not a single instruction will be forgotten or overdue)

Delegating (assigning tasks) will help free up your work time for more important things, such as strategic planning.

I recommend a free specialized program for managers - LeaderTask. The program is very simple. In it you can create to-do lists, set reminders, manage projects and give out assignments.

Step 7. Write down all upcoming tasks in the program

This will be your operational task list.

Distribute tasks on specific days. Write down no more than 5 tasks a day. After completing a task, mark it completed in the program.

Such a system will push you to complete all tasks and on time.

After 2-3 days, you will definitely feel how pleasant it is to mark a task completed.

Step 8: Create a Department Dashboard

Research shows that teams perform significantly better when everyone the participant feels part of a larger whole. This means that each employee realizes that his work is very important and it helps the team get closer to the goal.

Every employee should know:

1. what is the immediate goal for the entire department?
2. how the employee’s work affects the achievement of the goal (a logical chain must be formulated: “I do this work so that the result is used like this way, and this in turn brings the team closer to such a goal»

Dashboards are used to show progress towards a goal. They are stands fixed in a visible place and displaying the dynamics of movement towards the goal.

In reality, the panel can serve as:

1. LCD TV with large diagonal
2. magnetic whiteboard
3. Cork board
4. flipchart

Any goal must be measurable. Ideally, the goal should be expressed in numbers.

Display your dashboard in a visible place. Every day (or week) make a new mark- percentage of goal achievement. It is best to display the dynamics of achieving a goal in the form of a graph.

Encourage employees and praise them for their success. Praise from a new department head is a strong motivator.

A timeline towards a goal usually creates excitement among employees. They begin to monitor changes, make assumptions about “Will we make it,” and ultimately wonder how to complete the work faster in order to achieve the goal ahead of schedule.

Dashboard technology promotes quick team building.

What should a new manager do after these steps?

You have completed the first steps of the director. What to do next?

Find out more about the following areas of department development:

1. Building an employee motivation system
2. Introduction of Scrum technology into the work of employees
3. Implementation of Kanban technology in the information panel

I hope you quickly get used to the new team. And then transform from a novice director into a professional director.

1. General Provisions

1.1. The production manager belongs to the category of managers.

1.2. Qualification requirements:
Higher professional education and work experience in the specialty for at least 3 years or secondary vocational education and work experience in the specialty for at least 5 years.

1.3. The production manager must know:
- resolutions, instructions, orders, other governing and regulatory documents of higher authorities relating to the organization of public catering;
- organization and technology of production;
- assortment and quality requirements for dishes and culinary products;
- basics of rational and dietary nutrition;
- order of menu creation;
- accounting rules and standards for issuing products;
- consumption rates of raw materials and semi-finished products;
- calculation of dishes and culinary products, current prices for them;
- standards and technical specifications for food products, raw materials and semi-finished products;
- rules and terms of storage of finished products, raw materials and semi-finished products;
- types of technological equipment, operating principles, technical characteristics and operating conditions;
- current internal regulations;
- economics of public catering;
- organization of payment and labor incentives;
- labor legislation;
- basics of labor organization;
- internal labor regulations;
- labor protection rules and regulations;
- basics of administration;
- ethics of business communication.

1.4. Appointment to the position of production manager and dismissal from the position are made by order of the general director.

1.5. The production manager reports directly to the general director.

1.6. To ensure his activities, the production manager is given the right to sign organizational and administrative documents on issues included in his functional responsibilities.

1.7. During the absence of the production manager (business trip, vacation, illness, etc.), his duties are performed by a person appointed in the prescribed manner. This person acquires the corresponding rights and bears responsibility for the improper performance of the duties assigned to him.

2. Job responsibilities

Production director:

2.1. Manages the production and economic activities of the division.

2.2. Directs the activities of the workforce to ensure the rhythmic release of own-produced products of the required range and quality in accordance with the production task.

2.3. Carries out work to improve the organization of the production process, introduce progressive technology, effectively use equipment, improve the professional skills of workers in order to improve the quality of products.

2.4. Prepares requests for necessary food products, semi-finished products and raw materials, ensures their timely acquisition and receipt from bases and warehouses, controls the assortment, quantity and timing of their receipt and sale.

2.5. Based on a study of consumer demand, he creates a menu and ensures a variety of dishes and culinary products.

2.6. Carries out constant monitoring of food preparation technology, standards for laying raw materials and compliance by employees with sanitary requirements and personal hygiene rules.

2.7. Carries out the placement of cooks and other production workers, draws up schedules for their reporting to work.

2.8. Conducts quality control of prepared food.

2.9. Organizes accounting, preparation and timely submission of reports on production activities, implementation of advanced techniques and labor methods.

2.10. Monitors the proper operation of equipment and other fixed assets.

2.11. Provides instruction on food preparation technology and other production issues.

2.12. Monitors employees' compliance with labor protection rules and regulations, sanitary requirements and personal hygiene rules, production and labor discipline, and internal labor regulations.

2.13. Makes proposals to reward distinguished employees or impose penalties on violators of production and labor discipline.

2.14. Conducts work to improve the skills of employees.

3. Rights

The production manager has the right:

3.1. Request and receive from structural units information, reference and other materials necessary to perform the duties provided for in this Job Description.

3.2. Give obligatory instructions to subordinate employees.

3.3. Take measures when discovering disciplinary violations of subordinate employees and report these violations to the head of the enterprise to bring the perpetrators to justice.

3.4. In agreement with the head of the enterprise, involve experts and specialists in the public catering industry for consultations, preparation of opinions, recommendations and proposals.

3.5. Get acquainted with the documents defining his rights and responsibilities for his position, criteria for assessing the quality of performance of official duties.

3.6. Submit proposals for improvement of work related to the responsibilities provided for in these Instructions for consideration by management.

3.7. Require the management of the enterprise to provide organizational and technical conditions and prepare the established documents necessary for the performance of official duties.

4. Responsibility

The production manager is responsible for:

4.1. For improper performance or failure to fulfill one’s official duties as provided for in this Job Description, within the limits established by the current labor legislation of the Russian Federation.

4.2. For offenses committed in the course of their activities - within the limits established by the current administrative, criminal and civil legislation of the Russian Federation.

4.3. For causing material damage to the enterprise - within the limits established by the current labor and civil legislation of the Russian Federation.

Buy books on HR administration

Why women should be praised more often than men; what tone to give orders and other subtleties that will not be taught in any business school.

Effective leadership of people requires specific skills that, unfortunately, are not developed in everyday life. The formula is simple: lack of management skills = lack of effective leadership. And if you do not adhere to this axiom, your work in a leadership position will become torture both for your subordinates and for you personally. Using these tips, you will learn how to do it quickly, clearly, and effectively.

1. People don’t work on their own; they need to be put to work. It is difficult for a person to start in the morning, and later – when he has already “got into a rut” – to stop. Therefore, in the morning and afternoon, train yourself to go around workplaces, and with your presence encourage your subordinates to start working. Make sure that your subordinates go out for lunch and leave their workplace no later than indicated in their schedule (provided there are no emergency situations). This way, you will protect employees from overwork, which is a kind of error prevention.
2. Follow this algorithm: first, distribute or confirm tasks and only then begin to complete your own tasks. Don't make your subordinates wait for your tasks, it will irritate them!
3. Instructions regarding tasks should be voiced as clearly, loudly, and directively as possible. They should be radically different from the usual conversational manner. Those repaired should not think and discuss what “it was” - a task, a wish, a joke of humor.
4. Plan your work for tomorrow. Set aside a specific time to complete this task, for example, from 14:00 to 15:00. And then at 15:00 you should already know exactly who will be doing what tomorrow.
5. Separate those who are working from those who are not, as one loitering person can distract up to six others from their work. Those who are not working must be taught to hide. Make a rule: when you meet a slacker, give him the most unpleasant, dirty and stupid task.
6. Monitor the organization of the work rhythm. Urge those who are too slow and hold back those who are too hasty. It is your responsibility to create balance. If you don’t encourage the team, then people will use their unspent energy on the side: drinking, partying, re-educating their wife, losing personal and other people’s property in gambling. But if you push the team too hard, then you will face mistakes that are expensive and difficult to correct.
7. Apply the carrot and stick rule. Demonstrate publicly that you keep track of all the shortcomings and merits of your subordinates. Know how to praise, if necessary: ​​this motivates the employee and shows him that his work is appreciated. And use the whip when behavior is not as expected. This technique develops discipline. Academician Ivan Pavlov, experimenting on dogs, found that the ideal proportion between reward and punishment is 7 to 1.
8. Do not approach your subordinates with your help if the situation does not require it. Remember that your main task is to organize the work in such a way that it is completed without your direct participation. After all, as I said Karl Marx: “If you want to influence other people, then you have to be a person who really stimulates and moves other people forward.”
9. Women should be praised especially often. Women's bodies are designed in a very successful way for management: the more you praise and demonstratively appreciate them, the better they work. Always use this technique. The method of gifts and treats is also suitable. Don't be greedy: give each woman one tangerine a month or a piece of candy - and the results will exceed your wildest expectations.
10. Don't be shy about reminding people that they came to work to work. People, unfortunately, forget about this if you don’t remind them at least once a week. Do this as correctly and politely as possible.
11. On Friday, write down what you need to start your working Monday with: you will save at least an hour of working time. Over the course of a two-day weekend, operational tasks go somewhere to the back of my mind and don’t come up right away.
12. Learn to scold and reprimand people without emotion. Remember that you agreed with your subordinate (as part of the employment contract) that you are senior to him in position, but no one gave you absolute rights to educate him.
13. Remember that the maximum result at the end of the month is achieved by the one who organized the optimal working rhythm, and not by the one who demanded the most. Your task is to load people up so that they are slightly tired by lunch, and after lunch they have enough energy until the end of the working day. During the night they must have time to regain strength in order to work the next day. By squeezing every effort out of people, it won't take long for you to get the results you want. If your business process doesn't allow for regular staff replacement, don't do it. By the way, it is interesting that in Russian business culture it is not customary to sleep at work during the lunch break: apparently, in the value base, readiness to do work is still a higher priority than labor productivity.
14. In order to manage something, you need to know the object of control. You should know basic information about your subordinates: married, children, main hobbies, interests. When you talk to a person, perceive him not as “Vasya Pupkin”, but as “Vasya + wife + two children + a volume of his own poems in his hands.” I assure you: the quality of communication, understanding and effectiveness of your communication will be much better.
15. Accept two things: money and responsibility are not distributed fairly. If you are a manager, you will be required to take responsibility for something that you cannot influence, to demand impossible financial results. If you directly and rationally prove that this is impossible, you will be listed as an opponent. If you agree, you will be perceived as “tolerant.” We need to find our own strategy for conveying doubts about the reality of the plans.
16. Listen to comments from higher management. From a higher level, your erroneous actions are visible, which from your level are invisible in principle.
17. Pay special attention to the transfer of information to related departments of the organization and specialists. The necessary information must be transmitted at the required time and place in the required form. The information transmitted must be sufficient, but not redundant. If you convey information too early, it will most likely be forgotten. If you transmit it too late, then they will not be able to respond to it properly. The form of information transfer should provide the receiving party with ease of working with it.

Thank you for attention! I sincerely hope that this material will be useful to you, and most importantly, used in your work. Constructive criticism and significant additions in the comments are welcome!

Comments

The first working day is the most important and the most difficult from a psychological point of view. How you behave on the first day will determine how your relationships with colleagues will develop in the future. It is appropriate to recall the popular proverb: “If you lay down softly, you will sleep hard.” In this case, it reflects well what your behavior should be in a new organization at first, and it should be extremely diplomatic.

On the first working day, the manager is obliged to introduce his new employee to the team. Next, experienced employees must bring the new colleague up to speed. There is no denying the fact that there are people who take pleasure in seeing a new employee suffer. Your task is to give them as little pleasure as possible. However, a new employee should not, in any difficulty, distract his colleagues from their own affairs. Everyone has their own responsibilities, so you shouldn’t constantly jerk someone around, preventing them from working. Try to be observant and take note of how others solve certain problems.

No matter how high a professional you are, good relationships with people in the team play an important role. A newcomer to the team will be scrutinized at first and may be treated with bias. Immediately show that you are punctual - do not be late for work and do not leave the workplace before the end of the working day. Don't hang around the offices unnecessarily.

In the first days, you are required to offer a friendly greeting and short, polite and friendly contacts. Such a start to the working day helps to forget home problems, overcome the painful impressions of transport inconveniences, and make it easier to get into a normal working state. You should not introduce a new employee into the intricacies of personal relationships between some team members. The form of address of all employees of the organization depends on traditions and on the personal sympathies of each, but it is not customary to address someone by their last name.

Well-mannered people are always interested in the affairs of their colleagues. Their successes should sincerely please them, and their failures should upset them. Personal grievances, likes and dislikes should not affect business relationships with colleagues. You should not bother your colleagues with stories about your worries and personal troubles.

An employee's workplace can also tell a lot about him. A well-mannered person will never force others to admire the mess on his desk. Women should not do makeup in the workplace, especially if there are several people in the office. Don't look at papers on someone else's desk, don't look for anything there. Do not have long personal conversations on your office phone; it is unacceptable to listen to other people's telephone conversations.

If someone approaches you, give that person your attention immediately. Try to remember his name by repeating it quietly to yourself. If you are unsure of a name, ask the person to say it right away. Listen to everything that is said to you, highlighting what is especially interesting to continue the conversation. If there is nothing interesting in the conversation, try to cling to at least something. If someone is introducing you, look first at the person you are being introduced to, and then at the person introducing you. The only acceptable physical contact in the business world is a handshake. Little attention is paid to the handshake, although in practice it is universal and, moreover, very important for perception.

A friendly handshake is firm but painless; accompanied by eye contact and a smile; carried out with the right hand; lasts no more than two or three seconds. Don't shake hands the entire time you're being introduced, and use the handshake to draw the person closer to you.

A handshake must be performed in the following situations:

• if another person reaches out to you;
• if you meet someone;
• if you greet guests or the hostess of the house;
• if you resume ;
• if you are saying goodbye.

During a conversation, you need to not only listen carefully, but also appear to be listening carefully. This is achieved through body language. Look at the speaker while leaning slightly forward.

During the conversation:

• Don't slouch, but don't stand at attention either;
• do not fold your arms across your chest;
• don’t tell long, boring jokes;
• don't watch other people move around the room while someone is talking to you;
• Do not fill your conversation with incomprehensible and mysterious words.

In the competitive world of business, being polite is not enough. One must be prepared to manage crises, personal conflicts, criticism and other problems when people gather in one place to do some work.

If you are a manager and, according to your position, you have to coordinate the work of subordinates, it may happen that someone does their job improperly. In this case, criticism cannot be avoided. However, here you should pay attention to several rules:

• criticize only in private and under no circumstances in front of witnesses;
• criticize the problem, not the person;
• be specific;
• The purpose of criticism is to improve performance, not destroy trust.

When accepting criticism, do not dodge or hide. If the criticism is unfounded, you have the right to say so, but only calmly. If criticism turns into personal insults, do not respond in kind.

A well-mannered person will always note that a colleague looks good today. Again, before you give a compliment, remember the rules:

• be sincere;
• be specific;
• compliments must be given on time;
• don't make comparisons.

Accepting compliments:

• just say "thank you";
• do not be modest and do not say something like: “What nonsense!”;
• don't say what you could have done better with more time;
• do not modernize the compliment on your part.

Be considerate of your colleagues. If someone is sick for a long time, call them or visit them. Try to join the team. If it’s customary to drink tea or coffee at work, congratulate you on your birthday, take part in all events and help organize them. Those who collect money for a birthday gift should not insist if one of their colleagues refuses to hand over the money. In response to congratulations, a treat is usually offered, but it is not advisable to organize too lavish celebrations at the workplace. Don't try to impress others with your generosity and culinary talents.

To the head

As a rule, a newcomer to an organization faces a large number of difficulties, the bulk of which are generated precisely by the lack of information about the work procedure, location, and characteristics of colleagues. A special procedure for introducing a new employee into an organization can help alleviate a large number of problems that arise at the beginning of work, which will ultimately give positive results in the form of increased productivity of the new employee and an improvement in the psycho-emotional state of the team as a whole. Because, as practice shows, 90% of those who quit their jobs during the year made this decision on the first day of their work.

The adaptation process is a two-way process. On the one hand, behind the fact that a person started working in a company is his conscious choice, based on a certain motivation for the decision made, and responsibility for this decision. On the other hand, an organization assumes certain obligations by hiring an employee to perform a specific job.

Four stages of adaptation

First stage - assessing the level of readiness of a beginner. It is necessary to develop an adaptation program. If an employee has experience working in the relevant structural units, the adaptation period will be minimal. However, since the organizational structure depends on a number of parameters, the newcomer inevitably finds himself in an unfamiliar situation. Adaptation should include familiarization with staff, communication features, and rules of conduct.

Second phase - orientation. This stage involves practical acquaintance of the new employee with his responsibilities and the requirements that are imposed on him by the organization. Typically, an orientation program will include a series of short lectures and tours that will cover organizational policies, pay, fringe benefits, safety, economic factors, procedures, rules, regulations, reporting forms, job duties and responsibilities.

Third stage - effective adaptation. It consists of the newcomer’s adaptation to his status and is largely determined by his inclusion in interpersonal relationships with colleagues. As part of this stage, it is necessary to give the newcomer the opportunity to actively act in various areas, testing on himself the acquired knowledge about the organization.

Fourth stage - functioning. This stage completes the adaptation process; it is characterized by the gradual overcoming of production and interpersonal problems and the transition to stable work. With the spontaneous development of the adaptation process, this stage occurs after 1-1.5 years of work. If the process is regulated, the stage may occur in a few months.

Reducing the adaptation period can bring significant financial benefits, especially if the organization involves a large number of personnel.

Three main areas of adaptation

1. Introduction to the organization. This is a rather lengthy process, taking the first 1-2 months of work.

An organization is an identifiable social community whose members pursue mutually shared multiple long-term goals, relying on conscious and coordinated actions and interpersonal relationships. When deciding to join an organization, a person determines what he can contribute - skills, actions, abilities, potential. If there is an alternative, an organization is chosen that has values ​​and beliefs close to the person. The employer attracts an employee to perform certain tasks and at the same time bribes him as a person. The expectations of the employee and the employer from the day they join the organization will represent a compromise. Any organization is based on compromises.

Even before deciding to accept the proposed job, a person tries to imagine what it will be like. The painful uncertainty in the first days of work can be reduced only by quickly assimilating all relevant information. If you are left to your own devices, it takes months to collect and analyze. Therefore, there can only be one way out - adapt, adapt and adapt again.

Researchers divide the process of an employee entering an organization into four stages.

Stage 1. Waiting. The phase precedes the actual entry into the organization. The less you can learn at this stage, the higher the likelihood that you will not have to stay in the organization for long. The employer is interested in telling the truth during an interview when selecting for a position.

Stage 2. Formal introduction. The more important social security, a system of structured relationships and a strong position are for an individual, the more readily formal signals about the behavior expected of him are assimilated. Within a few hours, a hired employee explicitly or implicitly accepts the general goals of the organization, agrees with the tasks that he will have to solve, etc.

Stage 3. Assimilation of colleagues' expectations. Informal values, norms and expectations are just as important as formal ones. Through verbal and nonverbal signals of informal or friendly relationships, social support and support for one’s individuality are acquired. Soon group norms regarding work performance, pace of work, dress, etc. are added to the understanding of the role to be played in the organization.

Stage 4. Completion of the process of joining the organization. By this time, the employee should feel quite comfortable. The stress caused by joining has passed; formal and informal expectations are known; we contribute to the common cause. In turn, we receive, as agreed upon when hired, a regular salary. We can use verbal and nonverbal cues to persuade others to bring formal requirements more into line with our expectations. Successful adaptation to a social role should include job satisfaction. The role includes simultaneously formal, technical, informal and personal job expectations. Some people believe that an organization is a group of actors playing roles to achieve a specific goal. Some employees find it easy to get into the role, while others find it difficult. For this reason, playing roles can never be completely satisfying. Here we should take into account the likelihood of some situations related to role adaptation.

The induction procedure should facilitate the assimilation of accepted norms and rules and provide employees with the information that they need and want to have. The process of induction into an organization largely determines whether employees will internalize the values ​​and attitudes approved by the organization, whether they will feel a sense of commitment to it, or whether they will develop a negative image of the company. Planned work to introduce an employee into the organization involves providing him with complete information. The employee is provided with information about the history of the organization, its prospects, policies and rules, the structure of the organization, the organization of work of departments and their interaction, the order of work, the number and location of departments.

During the process of introduction to the organization, not only a positive attitude of employees towards the new place of work is ensured, but also an understanding of the principles of the organization’s functioning, clarification of the requirements and expectations on the part of the company.

3. Introduction to the position. Induction is the process by which a newcomer is transformed into a full member of the organization. With the help of effective procedures, it should be as smooth and painless as possible. A new employee of an organization is transformed in two respects - his behavior changes, feelings of loyalty and devotion are switched to a new object (the employer's organization). The individual begins to resemble and behave like the rest of the employees.

Information you need to provide to a newbie:

• who is the immediate superior and senior manager;
• what are the requirements for the length of the working day, what is considered late and early leaving work;
• who is on the team, where the newcomer is enrolled, and what are the responsibilities of each of them;
• how a new member of the organization should communicate with them;
• what is the team’s contribution to the work of the company as a whole;
• what career opportunities are available in the company;
• how advanced training and professional growth are planned;
• how the reward system works, including wages, bonuses, vacation pay, and pension program.

The second objective of the induction procedure is to ensure that the new employee is loyal and committed to the company. This is an aspect of the program that, to a certain extent, determines the length of his stay in the company. The manager's tactics should captivate and interest the newcomer.

The new employee’s immediate supervisor begins his communication with newcomers after the head of the department has spoken with him. He is responsible for familiarizing him with the job and basic functional responsibilities. The immediate supervisor reveals the main content of professional activity and what contribution the new employee’s work makes to the overall success of the organization. The manager must consider what measures could help the newcomer gain the necessary confidence.

When inducting a position, it is important to pay attention to the following issues:

• Colleagues of the new employee and their tasks. Has everything been done for effective cooperation?
• The general type of tasks he will perform during the first few days. Is the new employee prepared to successfully implement them?
• The requirements for his work, the degree of his responsibility for the results of his work. Does the new employee have a good enough understanding of them?
• Who is responsible for his training in the unit. Does the new employee see this connection clearly enough?
• Start and end time of work, lunch break time. How knowledgeable is the new employee about the basic requirements of the internal regulations?
• Where should his personal belongings be kept?

A warm welcome, a properly planned and well-organized adaptation program for a new employee allows him to quickly reach the required level of professional performance, directing his work with full dedication for the benefit of the organization.

In practice, two adaptation models are most often used.

The first model is adaptation when hiring. Immediately after hiring, it is necessary to form among new employees a stable positive attitude towards corporate standards and processes, as well as to activate and maintain personal skills in applying standards in standard and non-standard working situations.

Achieving this goal is ensured by solving the following tasks:

• familiarize employees with the company’s corporate standards;
• to form a stable, active and positive attitude towards the company’s corporate standards;
• develop personal skills in applying corporate standards in work situations.

The second model is adaptation to changing conditions of professional activity.

An employee often has to adapt, working in the same company, to changing professional conditions. The company must constantly monitor the level and dynamics of employee satisfaction in order to be able to influence motivation through the use of special technologies.

Galina Georgievna Panichkina,
Candidate of Economic Sciences, Associate Professor of the Department of Marketing
Volga Region Academy of Public Administration
named after P.A. Stolypin under the President of the Russian Federation
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