When is a probation period- According to the Russian labor legislation, the procedure for dismissal of an employee is very difficult. Therefore, with the help of a trial period, the employer is reinsured - in case the recruiter makes a mistake and the newcomer turns out to be, as they say, in the wrong place. Theoretically, a specialist has legal grounds for refusing tests, but such a candidate in the eyes of the employer instantly moves from the category of promising to the category of problematic ones. This hardly promises you further successful work in the company. However, there are certain categories of workers for whom, according to the Labor Code of the Russian Federation, a probationary period is not established. These are pregnant women, women with children under the age of one and a half years, candidates under the age of 18, young professionals, those who are hired on a competitive basis, and others (see Article 70 of the Labor Code of the Russian Federation).

• How to overcome the fear of a new job?
• What is the optimal line of conduct during the first months of work?
• How to quickly get used to a new team and build relationships with colleagues?
• What can help you to effectively and comfortably survive the period of adaptation to a new job?

Probationary Program 2.0 - Your reliable assistant in a new job

A modern specialized program called "Trial period 2.0" is an excellent tool for comfortable adaptation to a new place. Every beginner receives huge amounts of information in the early days, so the chance to get lost in it, to make the simplest and most stupid mistake is very high. This can lead to the fact that the new employee may look incompetent. A specialized program allows you to save information and subsequently, when performing various daily tasks, check with the completed notes. You can get acquainted with the functionality in detail and download the program for free on the website of the project "TESTING-TERM.RF" (sections: "About the system" and "Download").

Criteria for completion of adaptation

When the system of main activities is developed, it is necessary to determine the criteria for assessing the effectiveness of the employee's passage of the adaptation process.

The degree of success of an employee's entry into the business process is assessed according to the following blocks:

1. assimilation of corporate standards, norms, entry into the company;
2. possession of the skills and knowledge necessary for this position;
3. accomplishment of the set tasks and achievement of the working result.

For each block, the performance of the assigned tasks is evaluated. Tasks can be of several types.

Quantitative. The result of solving such problems can be described in numbers. This includes specific tasks: how many meetings with clients the employee must conduct, how many sales he must make to meet the minimum sales target, etc. Such tasks are set in the employee's individual plan and are used to evaluate performance.

Design. The result of solving such a problem is the implementation of a given project at a certain time in accordance with clear pre-known criteria.

Describing standards of work or behavior. Tasks of this type can be set to evaluate the results of the assimilation of corporate rules and norms. Usually these tasks are fixed in the internal labor regulations, in the corporate code, etc. They also help to assess the skills of an employee.

Assimilation of corporate standards, norms, entry into the company

The main task of the stage of introducing an employee into the organization is the development of corporate rules, norms, standards. These are the so-called corporate competencies, they are common to all employees of the company. They can be assessed separately after passing the first stages of the adaptation program, and can also be included in the competency model of a specific position. It all depends on the structure of the organization and the training system adopted in it. For example, if a company assumes an introductory training course for working in sales positions, which includes the transfer of knowledge of corporate standards, products and services of the company, then it is logical to assume that it is better to entrust the assessment of these parameters to the training manager or the commission that conducts certification after the introductory course learning. If such training is not provided and the introduction to the organization is carried out by a mentor, then it is easier to include corporate competencies in the position profile and evaluate them along with other parameters.

These standards are enshrined in regulatory documents, and are also given to the employee in a lecture form at the first stages of adaptation. Accordingly, the success of passing this stage can be assessed by two parameters - knowledge of the standards and adherence to them. For this purpose, special tests and scales can be developed. Also, data on an employee’s compliance with the rules can be obtained indirectly - using reports on electronic cards for the arrival and departure of employees, complaints or customer reviews, and observations of a mentor. The most effective is a combination of two methods: testing knowledge using a test (usually done at certification after passing the introductory training cycle) and using an employee assessment form for professional and personal qualities, which helps to decide how the employee fits into the corporate culture of the organization. The form is filled out by the training manager at the end of the introductory training cycle or by the mentor at the end of the adaptation period

Possession of skills and knowledge necessary for this position

In addition to corporate competencies that are universal for each employee of the company, there is a competency model for each position, that is, an “employee profile”. The profile describes the abilities, skills, knowledge necessary for the employee to perform their job duties. This profile includes several levels of competence development. Accordingly, depending on the goals of mentoring, we consider different levels of competency development.

For example, the level of development of any competence of an employee who has just joined the company and is undergoing an adaptation period will be different from the level of development of the same competence of an employee applying for a higher position.

It is on the basis of the competencies specified in the profile that training programs and employee assessments are developed. According to the profile, we can see at what stage of development the employee is, what he lacks to achieve the next level of competencies.

To develop evaluation criteria for these parameters, you need to do the following:

1. conduct a functional analysis of work for the position being assessed;
2. identify the abilities, knowledge, skills necessary to perform duties and achieve results;
3. arrange the weight coefficients for each competence according to their degree of importance for achieving the result;
4. give a description of competence at each level of its development;
5. develop behavioral scales (how a skill manifests itself in behavior - that is, what exactly can be observed).

These scales are a tool for assessing an employee, as well as material for drawing up a plan for his development.

The behavioral scale is an indicator of the effectiveness of behavior.

The important point is that the development of such scales should be carried out jointly with line managers and department heads. They are invited to discuss ready-made scales. The purpose of this discussion is to develop uniform standards for assessing the behavior of employees. In addition to motivating leaders and managers to participate in the program, this gives a clear vision of the relationship of competencies with the result, and also allows you to see how each of the managers understands a particular competency. It is very important in the discussion to come to a common understanding of the meanings of behavioral indicators. At this stage, you can prevent the possible consequences of using different approaches to assessing employees and disagreements that may arise later.

To assess product knowledge, specially designed tests and cases are more suitable. It all depends on the product the organization is selling. In some cases, assessments are carried out with business games, where the commission evaluates the assimilation of the material by the employee.

Similar scales are being developed to evaluate mentors. Naturally, for this you need to add the appropriate competencies to the manager's profile. A detailed description of mentor skills is given in section 2.6. The mentor is evaluated by the leader.

The data obtained on all scales are summarized in a competency profile, the values ​​for which we compare with the ideal profile of the employee holding this position. After such a procedure, it is possible to determine the areas of development for each employee. This part of the work can be taken over by the coordinator from the HR department, providing the mentor with the already processed data. According to them, the mentor determines the employee's development plan and gives him feedback.

Fulfillment of assigned tasks and achievement of the working result

The tasks to be performed by an employee during the entire Integration Period are fixed in an individual plan. The plan is made by the mentor. Objectives should be specific and easily measurable.

The following metrics can be used to measure results:

1. financial - income, profit, cost, costs;
2. quantitative - the volume of output, the number of new products, the number of customers;
3. temporary - timely completion of work, speed of operations, compliance with delivery dates;
4. quality - change in customer behavior, innovation;
5. emotional (an indicator of attitude) - the attitude towards the company and the product of internal and external customers, colleagues.

Basic requirements for evaluation criteria:

1. criteria should evaluate the result of the employee's activity, and not the efforts expended by him. In the event that business conditions have changed during the solution of the task and, as a result, the employee cannot cope with the task, the mentor must initiate its adjustment;
2. the achievement of the result should be within the control of the employee;
3. evaluation criteria should be sufficiently simple and understandable;
4. the criteria should be such that the mentor can collect adequate information to measure the performance of the employee.

Tasks for the employee are set by the mentor, they are fixed in the individual work plan.

Evaluation of the effectiveness of the adaptation process is carried out in the following areas:

• assessment of the effectiveness of a beginner;
• evaluation of the effectiveness of the HR service;
• evaluation of the effectiveness of the work of mentors and trainers;
• assessment of the relevance and effectiveness of the adaptation plan.

Evaluation of the effectiveness of a beginner during the adaptation period

• Beginner satisfaction from training and adaptation activities.
• Satisfaction of the manager with the results of the newcomer during the period of adaptation.
• The effectiveness of the new employee and the results achieved during the period of adaptation.
• To what extent did the new employee cope with the task of acquiring new skills and knowledge
• Assessment of the level of motivation of a new employee to further work in the company
• Assessment of the level of understanding and acceptance of corporate values ​​and standards
• Evaluation of a new employee by competencies

Evaluation of the effectiveness of the HR service

• The quality of providing a new employee with everything necessary for effective adaptation, the level of organization of adaptation activities.
• Systematic organization of control over the process of adaptation of a new employee

Evaluation of the effectiveness of the work of mentors and trainers

In this area, the quality and effectiveness of the work of coaches and mentors should be assessed (this was discussed above).

Assessing the relevance and effectiveness of the adaptation plan

The adaptation system is a living system and over time there may be changes in the company's business processes, which may affect the relevance of certain events, the format of their conduct or information content (for example, important regulations have been canceled or changed), such moments must be monitored and made in time changes in the concept of drawing up an adaptation plan.

It is important to assess the results of the adaptation of a new employee on the part of the team as a whole, how he has taken root, how well he is doing his job, according to the colleagues with whom he will work in the future. It is important to obtain this information not only from the point of view of the effectiveness of the adaptable, but also from the point of view of the effectiveness of the organization of the adaptation process itself.

Adaptation Performance Indicators

Speaking about performance evaluation, it is important to remember that different aspects can be evaluated:

• the adaptation system as a whole;
• the process of adaptation of a particular employee;
• specific adaptation tool or activity.

Two types of indicators are used to evaluate performance:

• objective indicators;
• subjective indicators.

Objective indicators

These indicators characterize the level and efficiency of labor activity, the active participation of employees in its various areas in quantitative terms. For example, these indicators include:

• the amount of resources spent on the adaptation of one candidate.
• percentage of probation extensions.
• percentage of trained mentors.
• percentage of mentor skill level.
• ease of perception (digestibility) of materials used in personnel adaptation measures.
• etc.

Subjective indicators

It characterizes employee satisfaction with work in general or its individual manifestations, working conditions, team, etc.

Below are the indicators to be analyzed.

1. The cost of adaptation of one employee (by profession). This indicator is calculated through the cost of time of those involved in the adaptation process and includes the time spent by the mentor, direct supervisor, personnel service, as well as the cost of handouts and other materials. This indicator should be calculated for different professions.
2. The cost of training a mentor (by profession). The preparation of a mentor is understood as the amount of investment invested in the development of his professional competencies, the development of training activities that he will conduct for beginners.
3. Number of positions covered by the adaptation system. Of course, ideally this indicator should be equal to 100%. It is most convenient to track the real situation with the help of the Adaptation Matrix, which allows you to determine what actions are already being taken and in relation to which category of employees, and what is the plan for the next period.
4. Number of employees (percentage) who serve as mentors (by profession). What exactly this percentage should be is determined by the personnel service. This primarily depends on the number of units and the number of newcomers in them. There is no task to arrange competition between mentors - it is important that the system itself works.
5. The number of employees who successfully passed the probationary period in relation to the total number of employees hired. It is desirable that this indicator be equal to 100%.
6. The number of employees who left the company during the probationary period or at the end of it. This is the reverse of the previous one. It is important for the HR manager to analyze who initiated the termination of the employment contract: the employee or his immediate supervisor.

It is important to remember that if such cases are not isolated, the reason may lie in an imperfect recruitment system, and it is necessary to determine whether the company hires those employees.

Analysis of the effectiveness of the current system of adaptation of a new employee

In order to understand how effectively the adaptation system in the company functions and to analyze its components, it is necessary to audit this system.

There are a number of methods in the arsenal of the head of the personnel service.

1. Analysis of documents and local regulations governing adaptation procedures.
2. observation.
3. Interview:
   • conversation with employees hired up to six months ago;
   • conversation with leaving employees who have worked for less than a year;
   • interviews with managers in whose departments the largest recruitment occurs.
4. Focus group with "experts": employees of the HR department, other employees.
5. Conducting surveys (in the course of complex research).

In the process of collecting information, it is necessary to obtain answers to a number of questions listed below.

1. Do line managers understand the importance of the onboarding process?
2. Who is responsible for the onboarding process for a new employee?
3. What are the roles of HR and the line manager in onboarding a new employee?
4. To what extent is the introduction to the position differentiated by the level of the hierarchy and professions?
5. Who chooses a mentor for a new employee?
6. How interesting and attractive is the opportunity to be a mentor for company employees?
7. What is included in the adaptation package?
8. What adaptation tools have been developed and how often are they updated?
9. How fully and accurately can the results and knowledge of a person obtained in the process of adaptation be assessed?
10. How is the effectiveness of adaptation measures assessed?

Such an analysis should be carried out by an HR manager at least once a year, and always when moving to a new company in order to understand the strengths and weaknesses of the personnel management system of his new employer.

As a result of this analysis, the following information can be obtained:

• the meeting between the manager and the employee takes place a few days after the newcomer enters work;
• the employee is not familiar with his job description;
• the employee is not represented in the team;
• the employee has not set goals for the probationary period;
• there is no personal meeting between the manager and the employee following the results of the probationary period;
• some of the newly hired employees are already thinking about changing companies.

The negative consequences for the company in such a situation will be:

• decrease in performance indicators of the unit;
• formation of a disloyal attitude towards the company and management;
• increased risk of dismissal of employees during the probationary period, and consequently, additional monetary and time costs for the search for new employees.

Improving the system of adaptation of the employees of the organization will lead to the fact that the workers will have a shorter period of development. As a result, the loss of time at the initial stage of work will decrease.

The available predictive estimates, analysis of the organization's activities in the field of adaptation show that during the working day a new employee incurs losses within 10-12% of working time. The period of adaptation of an employee to new professional and organizational and economic working conditions ranges from 1 to 1.5 months.

The effectiveness of the activities of this group is manifested in the conditional release of the number and cost reduction due to savings on the wage fund.

The calculation of time savings, which is the period of adaptation of a new employee, is carried out according to the formula:

where
- adaptation period, days;

- the number of employees undergoing adaptation, people;

- average loss of time during the adaptation period, %.

The conditional release of the headcount is calculated by the formula:

, (2.15)

where
- effective working time fund of 1 employee per year, days.

Cost reduction due to payroll savings is calculated by the formula:

where
- average annual salary of 1 employee, rub;

- payroll ratio.

Example. Calculate the economic efficiency of improving the personnel adaptation system, if the number of newly hired personnel is 7 people, the adaptation period is 12 days; loss of working time during the adaptation period is 12%; the average annual salary of 1 employee is 48.2 thousand rubles, the effective working time fund is 225 days.

The savings in the working time fund will be:

The conditional release of the number of personnel will be:

The current (annual) economic effect will be 8.5 thousand rubles.

2.4 Calculation of the effectiveness of measures to improve the personnel assessment system.

The personnel assessment system is directly related to certification. Therefore, the improvement of the assessment system leads to an increase in the efficiency of employee certification.

Measures to improve the methodology and system for assessing the organization's personnel can reduce the time spent on certification. In particular, through the introduction of computer research to identify the most and least important qualities in the employees of the organization, it is possible to significantly reduce the time spent on certification. This, in turn, will lead to a conditional release of the number of staff and savings on the payroll of members of the certification commission.

Time savings are calculated using the formula:

where
- the time of work of the attestation commission before and after the events;

- the number of certified workers.

Cost reduction due to payroll savings is calculated by the formula:

where
- average hourly salary of a member of the attestation

commissions, rub.;

- coefficient taking into account the rate of the unified social

- the number of employees of the attestation commission, people.

Table 2.5

Initial data

The savings in working time will be:

Cost reduction due to payroll savings will be:

The current (annual) economic effect is equal to the increase in profit from cost reduction.

The topic of evaluating the effectiveness and efficiency of recruiting and staff adaptation is little discussed, since there are a number of beliefs that a good recruiter is the one who fills a vacancy as quickly as possible, respectively, most companies estimate the number of vacancies that a recruiter can manage at the same time and the number of closed vacancies per month. And the quality, respectively, is the difficulty of choosing between the best candidates. For staff adaptation, the approach is similar, determining the key number of employees who have completed a probationary period from those who have entered a probationary period.

At first glance, everything is logical, the main thing is to close vacancies as quickly and efficiently as possible, and that those who have entered the probationary period pass it.

But is it really enough? Is this approach an opportunity to fully evaluate the activities of recruiting and staff adaptation departments? Are we missing out on the quality of the recruitment process in the pursuit of closing applicants quickly and securing a selection among a few of the best candidates?

How big date tools are changing hiring practices

The current hiring practices of most companies have 2 key trends. First, it's hiring for yesterday. The request that we already need a person or as soon as possible is the reality of both internal and external recruiting. Second, we want to see more. This is when management is convinced that the choice should be at least 5-7 candidates, while there is no argument for the number of candidates for selection, as such. As a result, many companies build a recruitment system, prioritizing the speed of searching for a candidate and the number of candidates to select. As a result, the quality of hiring is evaluated at the stage of entry into the company, and not the return on the newcomer and the value for the team and contribution to the overall result of the company.

In our opinion, the priority in terms of the speed of closing a vacancy, that is, the efficiency of providing recruiting with the current need for personnel, should be shifted to the system of planning the need for personnel. At the same time, taking into account the complexity, multilayeredness and speed of changes in the business environment and business climate in which companies operate today, the personnel marketing system should be as flexible and adaptive as possible. The point is that the system for determining the need for personnel and ways to cover it should and can be correlated with the system for managing internal and external talents. How can this be put into practice?

Big data tools today make it possible to form a database of existing employees, candidates who have already been in the company or potential candidates with the possibility of different levels of grouping and sampling. For example, classifications by competencies and their levels of knowledge, by certain knowledge (knowledge of certain programs with an indication of the level of knowledge), skills, languages, work experience, experience in working on certain projects and team management, etc. Accordingly, if the company has only a request arises, for example, with certain specified requirements, you can immediately set the criteria and get a list of those employees who are already working in the company today, or candidates from the database.

Of course, in order for this tool to be an assistant, you need to define the criteria very clearly and precisely, as well as know your employees well, be able to evaluate candidates in a multifaceted way and record data in the system. To do this, the company, among other things, must have a knowledge management system that will display the experience and contribution of each employee in each project, that is, the history of his work in the company. As well as descriptions of his personal characteristics, habits, hobbies, hobbies, personal characteristics, which in some cases are decisive.

Can be created, including programs - search engines that are able to search for candidates on the Internet according to the specified parameters (analysis of social networks, professional communities, open groups, chats, publications in the media). Tools for both recruitment and selection of personnel will become simpler in form, but more complicated in essence. Which opens up huge opportunities for recruiters, but requires them to have brilliant data management skills, data analytics, and excellent knowledge of candidate search and evaluation tools. At the same time, we are talking, among other things, about the base of freelancers, temporary staff, and remote staff, that is, candidates who can be recruited for temporary projects or remote work. This approach allows companies to solve the issue of staffing needs in real time, while ensuring the quality of candidates, since the list of candidates is immediately formed according to the specified parameters.

The more detailed the characteristics that are searched for, the more difficult the selection tools should be - compliance with the specified parameters, checking their reliability, accuracy, as well as assessing the employee's potential, the risks of working with this employee. That is, the stage of selection of candidates can be somewhat stepped, depending on the search result, it can only be a confirmation of the data received - checking recommendations, analyzing the results of evaluating the work of an employee. And tools can be used as an individual and group assessment of candidates.

This kind of programs, among other things, meet two key requests that companies form - these are search speeds, which can be reduced to several minutes, the correct search task. And sampling from several candidates, in the presence of a large base of potential candidates.

Recruiting efficiency and effectiveness indicators

The goal of recruiting is not to close the vacancy as quickly as possible, but to find exactly those candidates who can become highly productive employees and bring returns to the company. Since the average term of work in one company is decreasing and this indicator today is less than 1.5 years among employees under 30 years old. And this trend will continue. We highlight the following indicators:

• The number of newcomers who have been employed for more than 1 year from the number accepted in the past 2 years. How many of those who did not leave during the first 2 years of work in the company from the moment they joined it.
• % of employees who were promoted to higher positions or more complex jobs in the past period (1-2 years). How many employees who have career and professional growth within the company since joining it.
• % of employees whose results are above the average for the company, among those who were attracted or transferred within the company in the last 1-2 years. Evaluation of the return on the work of new employees and the number of highly productive ones. Since if a highly productive employee gets into the team, then the results of the team’s work, synergy from interaction increases.
• % of positions closed by internal and external candidates. Finding a balance that creates opportunities for professional and career growth within the company and renewal due to attracted new candidates.
• The cost of hiring one employee for the company. Costs (both direct and indirect) to attract one employee compared to similar companies in the market.

Personalization of newcomer onboarding programs

If we consider the process of adaptation of candidates from this point of view, then it is worth noting that a full position (adaptation to the position, content of work, company, team, management, as well as teams to a newcomer) takes 1.5-2 years according to world studies. And for leadership positions it can be 2-2.5 years. At the same time, taking into account the fact that for some positions, such as front office, cashiers, call center operators, the average tenure may be less than 1 year.

Taking into account the fact of reducing the term of work of one employee in one company, a situation is created in which a newcomer leaves before the period of full adaptation to the position has passed. This, in turn, requires a significant revision of the approach when creating personnel adaptation systems. We are talking about the transition to personalized adaptation programs for each specific newcomer, determining his personal drivers of motivation and development in the company and, based on them, building personal adaptation programs.

Indicators of effectiveness and efficiency of personnel adaptation

The purpose of adaptation is to create conditions for the fastest entry of a newcomer into a position, conditions for full adaptation, and getting feedback from an employee. This category of indicators includes:

• The coefficient of passing the IS (trial period), the ratio of the number of people accepted for IS and passed IS for the period (every quarter, year).
• Adaptation coefficient, the ratio taken over 1-2 years to the total number of personnel.
• % of staff working under 2 years who achieve their goals
• % of staff working under 2 years who exceed the set targets in relation to the total number of personnel accepted for a trial period for the period.
• % of staff replacements, working up to 2 years in the organization.
• The cost of replacing one employee for the company. Costs (both direct and indirect) to replace an employee compared to similar companies in the market.

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The goals of LLC "StroyExpansiya":

5) modernization of StroyExpansiya LLC with an investment of 100,000 rubles. management adaptation personnel foreign

6) restoration of the facade of the building LLC "StroyExpansiya"

7) carrying out appropriate measures for environmental protection

8) increase in revenue from the sale of services;

9) conducting marketing research of the needs of consumers of construction services;

10) advanced training of all employees related to the provision of services and work with clients;

11) reduction in staff turnover.

The main goal of LLC "StroyExpansiya" is to increase the volume of work, namely: to increase the volume of construction services by 2010 by 25% of the 2009 level.

Table 6 Life goals and criteria of an employee

	Criteria	Value of indicators (%)
1. Health and performance	Health diagnostics, weight, height, good nutrition, wellness complex, sports achievements, sick time, alcohol consumption, smoking cessation
2. Professional knowledge and skills	Average prof. education, higher prof. education, advanced training, professional retraining, new profession (qualification)
3. Work and professional advancement	Career planning, change of profession (position), promotion, small business, opening a new business, duration of work. days, quality of working life
4. Social benefits and guarantees	Vacation allowance, sick pay, life insurance, travel expenses, sabbatical leave, annual leave, retirement time, pension and allowances
5. Material well-being (position)	Year. business income, wages (salary, tariff), property, income taxes, consumer spending, cash accumulation (bank, houses)
6. Family and relatives	Marital status, family structure and size, distribution of household responsibilities, improvement of family climate and equality, upbringing of children and grandchildren, relationships with relatives
9. Relationships with other people	Famous, influential people, friends, neighbors, business partners, management, colleagues, subordinates
10. Public life position	Political party, state institutions, social activities, ethics of business relations, attitude to religion, belonging to the social. group, government awards and titles

Let's break this strategic long-term goal into short-term and medium-term goals. Then the increase in sales volumes up to 2010 by 25% will be carried out due to the following:

1) From the beginning of 2010, hire the required workers and specialists and conduct training and retraining of personnel in construction specialties.

2) Attract new consumer firms with the quality of products.

3) Conducting effective marketing research. Develop an advertising base and flexible working conditions with buyers to attract new consumer firms due to the better quality of services compared to other firms.

Figure 8 shows a list of tasks that need to be carried out to achieve the goal of LLC "StroyExpansiya" to increase the volume of sales of goods. The goal is the foundation for setting key corporate goals that top management should aim to achieve.

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Figure 8 - The tree of goals of LLC "StroyExpansiya"

The tasks facing StroyExpansiya LLC:

Introduction of new forms and methods of management;

Improving the effectiveness of marketing;

Reduced production costs;

Reduction of accounts receivable - accounts payable;

Increasing the share of own funds in current assets at the expense of a part of the consumption fund and the implementation of short-term financial investments;

Sale of surplus equipment, materials, work in progress, finished products based on inventory;

Other activities.

The following activities can be considered as measures aimed at obtaining an enterprise in the future:

Increase in sales volume;

Search for new sources of income;

Reducing the cost of repairs, downtime due to the fault of employees;

Application of the latest technologies and techniques;

Improving the qualifications of employees;

Studying the needs of consumers.

The officials of the enterprise are responsible for the fulfillment of these tasks and performers.

The philosophy of the organization is a set of intra-company principles and rules for the relationship of personnel, a kind of system of values ​​and beliefs, perceived voluntarily or in the process of education by all the personnel of the organization.

The initial documents of the organization for the development of philosophy are: the Constitution (basic law), the Civil Code of the Russian Federation, the Labor Code of the Russian Federation, the collective agreement, the experience of the best enterprises and organizations in the industry.

Any production is focused, first of all, on economic efficiency in its core business. The company's social policy is aimed at creating the most comfortable conditions for the efficient work of employees and a favorable social environment in the region.

The employee is guaranteed, in accordance with the Labor Code of the Russian Federation:

Pension provision, payment of sick leaves;

the right to protection and safe working conditions;

the right to leave (minimum - 28 working days);

the right to education (tuition and student holidays are paid);

the right to fair remuneration;

Promotions and prohibitions:

Encouraged:

The initiative of employees aimed at increasing the income of the organization from all types of activities;

reduction of costs for construction services

· professional development of employees;

· attraction of creative employees.

The company attaches great importance to the development of corporate culture, sponsorship and charitable activities. Days of the Builder, Days of the Elderly, Days of Quality are held.

It is forbidden:

disclosure of information - commercial and official secrets

use of material assets of the organization for personal and selfish purposes;

Drinking alcohol and appearing at work under the influence of drugs or alcohol.

Qualities of an employee acceptable in the organization:

Discipline;

hard work;

purposefulness;

punctuality;

entrepreneurial spirit;

energy;

goodwill;

· attentiveness;

The ability to accept criticism

· decency;

· honesty.

Unacceptable: indiscipline, irresponsibility.

Further training of employees related to the requirements for the position and profession is the most important task of the HR department service.

Working conditions:

Equipped with modern equipment and technology;

comfort, convenience.

2.2 Indicators of production and economic activity

The indicators of the production and economic activity of the enterprise used in the economic and organizational study are linked into the system. The central place in this system is assigned to the indicator of the volume of production, which determines the amount of the enterprise's income and characterizes the effect of production. Planning the output of products, a reasonable forecast of growth rates and proportions, certain types of products for the future, is of exceptional importance. The volume of contract work is one of the main indicators characterizing the activities of construction organizations that carry out work under a contract. It is defined as the cost of construction and installation works, major and current repairs, as well as other contract work performed under general, direct and subcontracting agreements at the expense of various sources of financing.

Construction is an industry with a long production cycle, and therefore the cost of its products is taken into account as they are produced, and not completed. The cost of construction products is determined as the cost of construction and reconstruction of buildings and structures carried out by contract or economic means, as well as the cost of construction of individual residential buildings. The commissioning of fixed assets is the main indicator of the final result of construction activities and represents the cost of construction projects fully completed and put into operation in the reporting period.

Profit is a general indicator of the economic activity of the enterprise. Consider the main technical and economic indicators of LLC "StroyExpansiya" in table 7.

Table 7 Main technical and economic indicators of the enterprise

	Indicators				Growth rate 2009 in % to 2007	Growth rate 2009 v %
	Revenue from sales, work performed (services rendered), excluding VAT ths. rub.
	Cost of goods sold, work performed, thousand rubles
	Gross profit. thousand roubles.
	Selling expenses
	Profit (loss) from sales.
	Management expenses
	Profit (loss) before tax
	Net profit (loss) of the reporting period
	Profitability
	Average number of employees, pers.
	average salary
	Labor productivity, thousand rubles/person

From table 7 it follows that the growth rate of sales revenue in 2009. in relation to 2008 and by 2007 dropped sharply. This is due to the increase in competitors in the construction services market, as well as the general financial crisis that has engulfed the whole world and the construction business in particular.

The profitability of an enterprise is the ratio of the amount of profit to the cost of services rendered. It shows how profitable the company's activity is, this indicator shows us how much profit falls on one ruble invested in current assets.

Analyzing table 7, we can conclude that the profitability of StroyExpansiya LLC in 2009 is higher than in 2007, although compared to 2008 it decreased by 5%. Sales revenue also declined in 2009.

Thus, from table 7 we see that 2008 was the most successful for the organization. In 2009 deterioration in all respects. In an attempt to improve the current situation, the management decided to increase the staff and hire more qualified personnel to improve the quality of the services offered.

Labor productivity also declined over the analyzed period. The most active influence on labor productivity and the organization of the technological process is exerted by technological equipment and mechanization means.

The main components of the fleet of special equipment are shown in Table 8.

When analyzing the technical condition of the equipment, one should consider what measures are taken at the enterprise to replace obsolete, unsuitable for modernization equipment, that is, what is the renewal ratio. The higher this coefficient, the more updated the equipment.

Table 8 The main components of the park LLC "StroyExpansiya"

Unfortunately, the park is formed mainly from cars that were previously in use for over 5 years. The equipment fleet for the subsequent period is formed based on the needs of the company when performing work at the facilities and growth plans for the near future in accordance with the strategic development plan until 2011. The degree of use of fixed assets is characterized by indicators of capital productivity and capital intensity (table 9).

Table 9 Efficiency of use of fixed assets

Indicators			Fact ratio 2009 (%)
The volume of work performed, thousand rubles.
Average annual cost of fixed assets, thousand rubles
Capital productivity, rub./rub.
Capital intensity, rub./rub.

Analyzing table 9, we can conclude that the capital productivity in the organization decreased in 2009 compared to 2008 by 27.6% due to a decrease in the volume of work performed, while capital intensity increased by 40%, which once again confirms the difficult financial the position of the organization.

2.3 Analysis of the personnel of the organization

The organizational structure and staff of LLC "StroyExpansiya" are presented in appendices 2 and 3. The organizational structure is built in the form of a linear functional diagram. This means that this structure combines the advantages of linear and functional structures, but vertical (command) connections of the “leader-subordinate” type remain dominant. Functional management units are deprived of administrative power in relation to lower performers and managers, functional managers of higher levels exercise only functional management of lower functional services. Thus, the linear-functional system provides a form of division and cooperation of labor in management, in which decision-making and control actions are carried out by line managers, and functional ones develop draft decisions, consult, coordinate, and inform. StroyExpansiya LLC has a linear-functional management structure.

With this management structure, the advantage of a linear structure in the form of the principle of unity of command is preserved, and the advantage of a functional structure in the form of specialization of management. However, this structure also has a number of disadvantages.

First, such a structure hinders the introduction of innovations, and any changes require significant management efforts.

Secondly, the segmentation of subsystems causes their excessive isolation, which prevents the organization from functioning as a single system.

Thirdly, the structure is centralized, which causes an overload of top management and requires a special establishment of direct links between subsystems.

Fourthly, there are limited opportunities for training top-level managers.

The structure of LLC "StroyExpansiya" is based on a specialized division of labor, that is, work among people is not distributed randomly, but is assigned to specialists who are able to perform it best from the point of view of the organization as a whole.

Let us evaluate the conformity of the organizational structure of the society with its mission and goals. The following officials of the enterprise are responsible for the fulfillment of the tasks and goals of the company and the performers:

1) The director knows the needs of customers, therefore, he has information about the range of goods and services in the volumes necessary for the consumer. He passes this data to the head of the commercial department.

2) The Human Resources Department keeps records of the number of employees at the enterprise and employs people. The final decision is made by the director, who signs the admission order.

3) The chief accountant with the accounting department keeps records of operations for working with buyers and suppliers, for accounting for wages, the movement of goods and, as a result, compiles reports on the volume of services sold, and so on.

4) The storekeeper monitors the current state of the warehouse. He informs the director about the condition of the premises, the compliance of the premises with the requirements for the storage of goods, the need to expand it with a large volume of supplied goods. The director submits a discussion to the board of founders of the company.

5) Part of the marketing work, such as: studying prices for similar products of competitors, working with the main supplier and consumers, is carried out by the commercial department. But for a more effective achievement of the goal, it is necessary to carry out other marketing activities aimed at increasing the demand for the company's products.

The availability of labor resources is important for the effective operation of the enterprise in StroyExpansiya LLC, as well as for the formation of financial stability. The company operates a full working week - 5 days.

Table 10. Gender and age structure of Stroyekspansiya LLC in 2009

From the above diagram, it can be seen that the organization is dominated by men aged 20 to 30 years. The number of women aged 20 to 30 and 30 to 40 is almost the same. There are no employees who have crossed the retirement age. The organization employs employees of different categories and different levels of education. All of them are engaged in the main production. Table 11 shows the composition and structure of the enterprise's employees. The largest share among the personnel is occupied by specialists and employees with completed higher education.

Figure 10 - Gender and age structure of the personnel of LLC "StroyExpansiya"

Table 11 Composition and structure of employees of the enterprise by category and level of education

The proportion of specialists and employees with higher education increased by 12.4% over two years. This means a change in the qualitative composition of the staff. Many employees study by correspondence in lyceums, colleges and technical schools of communications and universities.

Figure 11 - Dynamics of changes in the composition and structure of employees of the enterprise by category and level of education

Figure 11 shows the dynamics of changes in the composition and structure of the enterprise's employees by category and level of education.

The diagram in Figure 12 shows the educational structure of the StroyExpansiya team in 2009 (as a percentage of the headcount).

The diagram shows that more than 53% of employees have higher education, 21.2% currently receive higher education in various higher institutions of the city. The remaining 25% have secondary vocational education. A stimulating factor in obtaining higher education is an increase in wages, since workers doing the same job, but with different levels of education, receive different wages.

The movement of the labor force in dynamics is shown in Table 12. After analyzing the data, we can conclude that for 2007 - 2009. in LLC "STROYExpansiya" the number of employees increased by 6 people. The increase in the number occurred in the production staff, and more precisely, in the main production. Which has a positive effect on performance. The increase in the number of employees occurred mainly due to an increase in the number of workers and specialists.

Table 12. Change in the number of employees for 2007 - 2009 In Stroyekspansiya LLC

Indicators		Change in 2009 (+,-)
Average number of employees, pers. including:
production staff, of which:
main
auxiliary
employees including:
leaders
specialists

The staff turnover rate is calculated by the formula:

To fluid. \u003d (H uv.s.zh. + H uv.nar.disc.) / H average list. x 100% (2.3.1)

To fluid. - coefficient of fluidity, H uv.s.zh. - the number of those dismissed of their own free will, people, H uv.nar.disc. - the number of those dismissed for violations of labor discipline, people, H sr.list. - average headcount for the period, people;

Usually, along with the turnover, experts calculate several more indicators.

The acceptance turnover ratio is calculated by the formula:

K ob.pr \u003d H prin. / H average list. x 100% (2.3.2)

K ob.pr - turnover ratio for reception, H prin. - the number of people accepted for the period, people, H sr.spis. - average headcount for the period, people;

The layoff turnover ratio is calculated by the formula:

K ob.uv \u003d H dismiss. / H average list. x 100% (2.3.3)

K vol.uv - turnover ratio for dismissal, P dismissed .. - the number of dismissed for the period, people, H average list. - average headcount for the period, people;

The staff retention rate for a certain period is calculated by the formula:

To post. \u003d (From the list number - H dismissed) / H average list. x 100% (2.3.4)

To post. - coefficient of staff constancy, C list number. - headcount at the beginning of the period, people, h dismissed. - the number of those dismissed for the period, people, H average list. - average number for this period, pers.

The staff turnover rate is an indicator of the health of the company and the management decisions made in the organization.

It is imperative to calculate and analyze it, understanding that a high percentage of staff turnover is only a consequence of the current state of affairs, and the true reason may be in illiterate selection, inefficient adaptation, and unhealthy corporate culture.

The movement of the labor force is characterized by the turnover coefficients for admission (K post.) - there is the ratio of the number of recruits to the average number of personnel, and the departure of personnel (K selection) - there is the ratio of the number of retired to the average number. Negative reasons for the movement of the labor force are violations of labor discipline, at their own request, etc. The ratio of the number of employees laid off under these items to the average number of employees is the turnover rate. Staff turnover is a negative phenomenon, because it is associated with the loss of working time for registration of dismissal and admission, for the training of new workers and the cost of funds for the payment of compensation to employees who leave.

From table 13 it follows that the average number of employees in 2009 increased compared to 2007 by 6 people. Most people were hired in 2009, which is 5 people more than in 2008. However, the number of retired workers has increased. In general, the deviation of the permanence coefficient in the reporting year 2009 was - 0.12, the deviation of the turnover coefficient on disposal was +0.1.

Table 13 Calculation of staff turnover rates of Stroyexpansiya LLC

		Deviation (+,-) in 2009 by 2007
1. Average number of employees, pers.
2. Number of hired workers, pers.
3. Number of retired workers, pers.
4. Number of employees dismissed for unexcused reasons, persons
5. Number of employees who worked for the entire reporting period, pers.
6. Turnover ratio by acceptance (page 2: page 1)
7. Retirement turnover ratio (p. 3: p. 1)
8. Staff turnover rate (page 3: page 1)
9. Replacement rate (page 2 - page 3) : page 1)
10. Frame Consistency Ratio (p. 5: p. 1)

The staff turnover rate also increased and amounted to +0.12.

2.4 Personnel management system at StroyExpansiya LLC

The personnel management of the enterprise is carried out in accordance with the personnel policy of StroyExpansiya LLC, which is annually developed and determined in the business plan of StroyExpansiya LLC. In accordance with the personnel policy of the enterprise, work is carried out with the personnel, according to the program "Personnel - 2007", approved by the director of the organization.

Training, training, advanced training of personnel is carried out in accordance with the curriculum of LLC "StroyExpansiya", approved by the head of the department of work with personnel Semenov A.A.

There is also a set of measures to train employees of StroyExpansiya LLC. Applications are being collected for the training of employees of the unit for a certain period (next year).

At StroyExpansiya LLC, the personnel department, with the assistance of all structural divisions, annually develops and approves a long-term plan for the training, retraining and advanced training of personnel. The annual training plan throughout the year is adjusted by monthly plans, taking into account the needs of production. When implementing plans, all applications submitted for staff training in the current year are taken into account.

Table 14 Personnel training in LLC "StroyExpansiya" for 2007 - 2009

The personnel training system of LLC "StroyExpansiya" includes: advanced training, professional training, retraining of personnel and training of employees newly admitted to the organization. Employees of the company have the opportunity to improve their skills at least once every three years. The annual scope of training of the personnel of StroyExpansiya LLC is 10-15% of the total number of employees. Table 14 shows employees trained over the past three years at various Training and Methodological Centers in Orenburg.

After analyzing table 14, the organization increases the cost of training employees every year. Due to the crisis and rather high staff turnover, the organization had to reduce the cost of retraining and increase the cost of training newly hired employees.

2.5 Problems of adaptation in StroyExpansiya LLC

The main task of the probationary period is to find out how professionally suitable and wealthy a new employee is as a specialist. The adaptation period, as a rule, has a longer period, and its main task can be formulated as establishing a system of interconnections and interdependencies of an individual (novice) with a new material and social environment for him, in which he will have to realize himself as a specialist and personality for a long time. time.

The purpose of the employee adaptation management system at StroyExpansiya LLC is to reduce the adaptation period, reduce the number of possible errors associated with inclusion in work, form a positive image of the organization, and reduce the discomfort of the first days of work. General management of the adaptation of newly hired employees is carried out by the head of the personnel department. Technical issues are solved by mentors, issues of stimulating new employees and their mentors - by the head of the personnel department. Determination of the abilities and professionalism of employees is carried out on the basis of objective data on their theoretical training (level of education, special training in the profession, specialty), practical work experience and real productivity and quality of work. When placing employees, career advancement, business qualifications, natural inclinations, character traits (a penchant for design, organizational talent, etc.) and a real ability to perform not only their work, but also more complex ones, are taken into account in a quality and full scope. In connection with the global crisis, which hit the entire construction sector in Russia, a significant decrease in production volumes, the wages of the company's personnel fell sharply. As a result, staff turnover in the organization has increased. To date, the main problems of adaptation are:

A long period of adaptation of newly hired workers to the requirements and working conditions at the enterprise;

High staff turnover;

The lack of a favorable and positive attitude towards work among new employees, the presence of a feeling of discomfort, anxiety and insecurity among new employees;

The presence of costs associated with the time required for new employees to achieve the required performance indicators.

Due to the high turnover of staff, the organization is forced to spend large amounts of money on training newly hired employees. Thus, we see that LLC "StroyExpansiya" has not developed an effective adaptation system, as a result of which the organization has a high turnover of personnel, which increases the cost of maintaining personnel.

3. Development of a personnel adaptation system (algorithm, business process)

3.1 Staff adaptation program

A good worker adaptation and orientation program in the workplace has the following qualities: it is carefully planned, its content is very clear, the roles of the participants in the process are clearly defined.

The management of the organization believes that the adaptation of personnel does not lead to efficiency, the director does not see the relationship between the employee's work efficiency and the adaptation system. At the same time, the assessment of the effectiveness of adaptation processes is not carried out.

We have identified three interrelated components of the management plan of StroyExpansiya LLC.

Table 15 Business plan for the adaptation of personnel in StroyExpansiya LLC.

Consider all the points of the business plan:

1. Strategic goals of the company

The mission, goals and objectives of StroyExpansiya LLC are described in the second chapter.

2. Analysis of personnel work.

A detailed analysis is given in the second chapter.

3. Development of an adaptation complex.

According to research conducted by Western companies, a quality adaptation program can reduce staff turnover by 30-40% per year.

The Human Resources Department is encouraged to use a variety of effective methods for selecting candidates for jobs. For effective work on recruitment, a system of competitive three-stage selection should be introduced, including questioning, testing and a mandatory interview with the director. On the basis of testing and questioning, the performance of trial work, candidates should be assessed for compliance with the requirements of the workplace, the vacant position of a specialist and a manager.

It is proposed to accept candidates for work with a probationary period of 3 months, as well as to practice hiring workers under fixed-term employment contracts. On a competitive basis, form groups for vocational education and training of workers in scarce professions. Having concluded a student agreement with the enterprise, having studied the theoretical material, after completing internships and internships at the workplace, successfully passing the final exams, the students are transferred to work vacancies. To reduce the labor costs of personnel officers, it is proposed to purchase software for automating testing, questioning and training procedures.

Due to the fact that the existing staff of the HR department is not effective, it is advisable to increase the staff of the department by one unit - the HR manager.

It is impossible to build an effective personnel adaptation system without the support of the director. First of all, the director must accept as an axiom that only an enterprise with a developed system of adaptation can succeed in a free market.

It is advisable for a director who understands this to take the following steps to support the adaptation of personnel in his enterprise:

1. Introduce the position of an HR manager in the organization's staff. Set him a task and give him broad powers. Consider it as one of the main participants in the production activities of the enterprise.

2. Develop a system of adaptation of employees of the enterprise performing functions aimed at improving the climate of the organization, enterprise.

3. Hire qualified professionals. These people are expensive, but the company gets a great return from them.

It is proposed to develop a code of ethics for StroyExpansiya LLC, in the process of developing which, to determine the values ​​of the enterprise, managers and representatives of all departments of the company should take part, and materials from a sociological survey of employees of the organization should be used.

The new employee himself is interested in being brought up to date as quickly as possible and without any complications. Experience shows that it would be a good idea to choose an employee for the first few months who would take patronage over the newcomer, so that there would be someone to ask about the norms and traditions of the organization. It is proposed to introduce a mentoring system in the organization. The mentor must write out a plan for introducing the “newcomer” to the course of affairs and follow it clearly.

The strengths and weaknesses of a new employee are quickly revealed. It is advisable to talk with him about the opportunities for further training. The sooner this happens, the more painless for the organization will be his absence for several weeks. If a newcomer sees the interest shown by the organization in deepening and improving his knowledge and skills, he will try to meet the expectations of management.

Organizations have to spend a lot of money to find a capable specialist, but losing him is even more expensive. Anyone who believes that a beginner must find the strength in himself to win his place, must bear in mind that he can find the strength in himself to leave it.

If a new employee is well instructed, he will have confidence in the manager, the organization, learn their requirements, feel comfortable, efficient and willing to work.

The proposed adaptation program allows you to determine the course of action for the implementation of the adaptation process. For this you need:

1. Make a list of employees who will be included in the working group for the development and implementation of the adaptation program. Include in this group an HR manager - a psychologist, a technical director, a head of a construction site, a head of a commercial department, an economist.

2. Develop an adaptation program for newly hired employees of the organization.

The entire adaptation procedure is divided into four stages, each of which involves the performance of certain tasks, which, in turn, are assigned to one or another participant in the procedure.

Personnel adaptation procedure

I stage. Three days before a new employee leaves.

1) Call the employee on the eve of his official entry to work and make sure that everything is in order.

2) Inform employees about the arrival of a new employee in advance.

3) Prepare all information materials that will be given to the employee on the first day of work, namely:

List of internal telephones, list of city telephones of the company;

Application form for connection to the Internet and e-mail;

Rules for making international and long-distance calls, personal calls;

Application form for connection to corporate communication.

4) Prepare the necessary passes and parking permits.

5) Ensure and check if the workplace is prepared:

Personal computer (standard set of office programs, minimum required user documentation, LAN connection, network printing rules and location of network printers in the office, etc.);

Telephone;

Office equipment (location of fax, copiers and other office devices, rules for their use, etc.);

Basic set of stationery and consumables.

6) Prepare a set of printed materials, including the following sections, if necessary:

Company mission, company history;

Corporate culture,

Regulations on personnel, intercompany relations;

Organizational structure, position on the unit, job description;

Work technologies, safety precautions;

List of employees with position, workroom, phone number, e-mail;

A list of answers to the most common newbie questions, with an indication of the persons to whom you can contact for additional clarifications;

7) Determine the need for special training activities for the new employee to master their job responsibilities.

8) Determine the criteria for the success of the probationary period, options for its early termination.

1) Make sure that the job description is prepared and true.

2) Determine the curator.

II stage. On the first day of a new employee...

1. The personnel service specialist is obliged to:

1) Meet a new employee and lead to the workplace. If accepted, hand over a "newcomer's package" -- corporate paraphernalia.

2) Properly conduct personnel registration of a new employee and all related briefings.

3) Discuss the management style, culture, traditions, norms, etc. adopted in the organization.

4) Discuss the first working day.

2. The immediate supervisor is obliged:

1) Introduce the employee to subordinates, colleagues, introduce him to the curator.

2) Analyze together with the new employee his job responsibilities and fill out a work plan for a trial period.

4) Explain the incentive system used at the enterprise and the rules for applying penalties.

5) Explain the rules for compensation of possible costs, as well as the procedure and payment of wages, payment of sick leave and vacations.

6) Familiarize yourself with the organizational structure.

7) Discuss the first working day.

The curator must:

1) Familiarize yourself with the internal labor regulations and provide the following information:

Working breaks for rest, time and duration of lunch;

Procedure for reporting involuntary absence from work (for example, to the head of the department or secretary by phone);

Care outside the company during working hours;

appearance requirements;

Access system, the order of opening and closing the office.

2) Provide personal information: the location of the dining room, toilets, places to relax, smoke, parking, etc.

3) Provide information about the traditions of the department or group in which the employee will work, and the rules valid for this position.

Table 17 Indicative content of the adaptation program

	Who conducts
General familiarization with the organization: activities of the organization, its goals, priorities, development trends, market position, problems of the organization, general organizational structure, information about top management	Head of Human Resources Department
Familiarization with the remuneration system in the organization: norms and forms of remuneration, ranking of employees; with holiday pay labor cost; penalties	Chief Accountant
Familiarization with social benefits: types of insurance, various benefits, features of pensions, training opportunities, social infrastructure of the organization, rules for calculating social benefits	Chief accountant, chairman of the trade union committee
Familiarization with labor protection and safety, fire safety and control rules, rules of conduct in case of accidents.	Technical Director
Familiarization with the attitude of the employee with the administration and the trade union: the principles of personnel policy and recruitment, terms and conditions of employment; rights and obligations of employees; functions of trade unions; discipline and penalties; trade secret protection rules	Head of Human Resources Department, Chairman of the Trade Union Committee
Explanation of the functions of the construction site: goals, functions and priorities of the unit, its structure, relationships within the unit and with other units	Head of the construction site
Explanation of duties and responsibilities: job responsibilities, scope of work and expected results; an explanation of its importance and correlation with other work in the unit and in the organization; duration and schedule of the working day, breaks; requirements for the quality of work; criteria and methods for its assessment; possible additional requirements	Foreman, master
Studying the rules-prescriptions: rules specific to a given workplace or department, safety and labor protection rules; the types of help that can be provided, when and how to ask for it; relations with local and national inspectorates; problems associated with theft; removal of things from the department	Technical Director, Acting HSE Engineer, Site Foreman
Inspection of the unit: fire safety, fire alarm button; behavior in case of accidents; informing about accidents and dangers; smoking areas, first aid places; hygiene standards	Foreman
Salary, its relationship with the results of work and qualifications, the accrual mechanism, the possibility of increasing	Chief Accountant
Presentation to department employees	Foreman
Socio-psychological entry into the team	Brigadier
Professional training (if necessary)	Foreman, courses in the organization, courses outside the organization

4) Familiarize yourself with the procedure for communications and communications by position (within the department, with other departments).

5) Familiarize yourself with the behavior in case of unforeseen situations.

6) Discuss the first working day.

III stage. During the first working week of a new employee...

1. The personnel service specialist is obliged to:

1) Familiarize yourself with the basic procedures and policies regarding personnel (career opportunities).

2) Analyze competence and develop an individual advanced training program.

2. The curator is obliged:

1) Familiarize with the detailed history of the company, its mission, strategy and goals, the policy in the field of working with partners and consumers, the stages of bringing products to the consumer.

2) Familiarize yourself with the list of documents that a new employee needs to familiarize with first.

3) Explain how the administrative and economic system of the organization operates, existing rules and procedures (for example, ordering vehicles, stationery, etc.).

4) Introduce those employees with whom the new employee will cooperate.

5) Familiarize with the content of the work, the requirements and standards for the performance of work, the limits of authority, responsibility.

6) Familiarize yourself with special procedures.

7) Familiarize yourself with the reporting system.

IV stage. After the expiration of the probationary period.

1. The personnel service specialist is obliged to:

1) Let the new employee fill out the evaluation sheet (Appendix 5).

2) Review the completed assessment sheet prior to discussion.

3) Conduct a discussion and focus on the expected feedback from the employee (to find out his opinion about the company as a whole, about the ways of doing business, suggestions for improvements, etc.).

2. The immediate supervisor is obliged:

1) Inform the employee about the end of the probationary period and set a date for discussing the results of his work during this period.

2) Conduct a discussion and focus on the expected feedback from the employee (to find out his opinion about the company as a whole, about the ways of doing business, suggestions for improvements, etc.).

For employees accepted for managerial positions, the mentor is the immediate supervisor. To control the work of an employee during a probationary period, an employee performance assessment sheet during the adaptation period is filled out (see Appendix 6).

At the end of the probationary period, the employee fills out an Employee Report on the results of the probationary period (see Appendix 7).

During the probationary period, the immediate supervisor fills out the Sheet "Evaluation of the employee after passing the probationary period" (see Appendix 8).

At the end of the probationary period, both documents are transferred to the personnel management service. An employee accepted for a working position undergoes a safety briefing in the workshop again, receives a production instruction. The mentor introduces the newcomer to other members of the team, explains and shows him how to work with the equipment. Throughout the onboarding process, the mentor provides feedback to the new employee. Adaptation of the worker lasts two months. At the end of the second month, the newcomer is assessed. Depending on its results, the employee is offered either to extend the training or continue to work as a certified specialist.

In order for the mentoring system to be effective, the organization needs to develop a system of motivation for mentors. So, the latter receive a bonus if the newcomer successfully passes the adaptation process. The specifics of production in the organization is such that high staff turnover affects the quality of construction services, since its production requires the participation of qualified specialists. It can be noted that a well-built adaptation program plays one of the key roles in reducing staff turnover. A well-thought-out and properly organized adaptation system allows the enterprise to achieve the following goals:

Reduce costs by reducing the time it takes for new employees to achieve established performance standards. The latter acquire the necessary skills earlier, reach a given level of productivity and begin to make a profit.

To form a feeling of satisfaction with the work of the new team member, as a result of which the level of anxiety will decrease in the latter, he will feel more confident.

Get the opportunity to "grow" your professional staff.

Reduce employee turnover and recruitment costs. The fact that a large number of newly recruited employees leave in the first months of their work in the enterprise is widespread. A well-established adaptation system allows you to both get to know the employee better and help the latter to integrate into the organization. Thus, it is a mutually beneficial process.

We have listed the main components of an adaptation plan. The HR manager is required to put together a plan for a particular employee, taking into account his previous experience and personality characteristics, and from all participants in the process to control the implementation of the developed adaptation plan.

Control can be effectively exercised using the method of evaluation interviews, which are conducted with the participation of a new employee, his immediate supervisor, and a higher-level manager. As a rule, such interviews are held at the end of the probationary period, but it is permissible to establish a different frequency, for example, at the end of each month of work for three to six months. Again, in this case, everything depends on the characteristics of a particular situation (complexity of the case).

The presence of problems in the company is indicated by the dismissal of an employee of his own free will during the first year of work. Even if this is an isolated incident, it is a sign that something is not right. Accordingly, the higher this indicator, the more attention should be paid to the organization of the process of adaptation of new personnel.

Always remember that managers are dealing with people. Respectful, humane attitude not only to the newcomer, but also to all other employees of the company, guarantees the avoidance of many problems.

3.2 Calculation of the economic efficiency of measures to improve the adaptation process of StroyExpansiya LLC

Let's consider the proposed measures in more detail and calculate the economic efficiency of their implementation.

Indicators to be analyzed include:

1) The cost of adaptation of one employee (by profession).

This indicator is calculated through the cost of the working time of the persons involved in the process, as well as the cost of handouts, workstations, etc. It is advisable to calculate this indicator in the context of employees.

2) The cost of training a mentor (by profession).

Mentor training refers to the amount of investment invested in the development of the professional competencies of the mentor, in the development of training activities that mentors will conduct for beginners.

3) Percentage of employees performing the functions of mentors (by profession).

The percentage determines the personnel service. It depends on the number of divisions, first of all, and on the number of newcomers in these divisions.

4) The percentage of employees who successfully passed the probationary period, in relation to the total number of employees hired.

5) The opposite of this is the indicator "Percentage of employees who left the company during or at the end of the probationary period." It is important for the personnel manager to analyze who initiated the termination of the employment contract: the employee or his immediate supervisor.

It is important to remember that if such cases are not isolated, then the reason may lie in an imperfect recruitment system, and it is necessary to analyze whether the company hires employees.

6) The cost part of the project is formed from the costs associated directly with the implementation of the project.

Project implementation costs include:

1. Costs associated with the search for a new employee (expansion of the HR department).

2. Expenses related to the additional remuneration of the hired employee and deductions for social needs from the wage fund of the new employee.

3. The cost of purchasing the necessary furniture and equipment to organize the workplace of a new employee.

4. Expenses for filling vacancies of dismissed employees.

5.Expenses for software (software) "Kadrovik".

These are the expenses for the purchase of software, maintenance, installation of the program, as well as for the purchase of one workplace for a personnel officer.

Let us consider in more detail the costs associated with the implementation of the project.

1. Expenses associated with the search for new employees.

For a long time, StroyExpansiya LLC, when looking for new employees, uses the services of the Region TV company, placing an ad in the Employment section. I consider it appropriate to place an ad for a week. The cost of one ad will be equal to 1000 rubles.

2. Next, we calculate the costs associated with the remuneration of one accepted employee of the HR department at StroyExpansiya LLC. These costs are reflected in table 18.

Table 18 Costs associated with the remuneration of new employees

Let's calculate deductions for social needs from the additional payroll fund in table 19.

Table 19 Calculation of deductions for social needs

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As part of a joint project with the Eksmo publishing house, we continue to publish the texts of books in the HR-library series. We bring to your attention an excerpt from the book

Indicators to be analyzed include:

* The cost of adaptation of one employee (by profession).

This indicator is calculated through the cost of time of the persons involved in the adaptation process and includes the time spent by the mentor, direct supervisor, personnel service, as well as the cost of handouts and other materials. This indicator should be calculated for different professions.

The appendix provides an example of calculating the cost of the process of adaptation of one manager of a junior level of management using the methodology of functional cost analysis.

* The cost of training a mentor (by profession).

Mentor training refers to the amount of investment invested in the development of the professional competencies of the mentor, in the development of training activities that mentors will conduct for beginners.

* Percentage of positions covered by the onboarding system.

Of course, ideally, this percentage should be 100%. It is most convenient to track the real situation using the adaptation matrix, which allows you to track what actions are already being taken and in relation to which category of employees, and what is the plan for the next period.

* Percentage of employees who serve as mentors (by profession).

What exactly this percentage should be is determined by the personnel services. It depends on the number of divisions, first of all, and on the number of newcomers in these divisions. There is no task to arrange competition between mentors, it is important that the system itself works.

* The percentage of employees who successfully passed the probationary period in relation to the total number of employees hired.

It is desirable that this indicator be equal to 100%.

The reverse of this is the indicator "Percentage of employees who left the company during or at the end of the probationary period." It is important for the HR manager to analyze who initiated the termination of the employment contract: the employee or his immediate supervisor.

It is important to remember that if such cases are not isolated, then the reason may lie in an imperfect recruitment system, and it is necessary to analyze whether the company hires employees.

Staff turnover

Staff turnover rate calculated by the formula:

TOfluid.= (huv.s.zh.+ Huv.nar.disc.) / Hcf. listx 100%

Where:

TOfluid.- fluidity coefficient,
Huv.s.zh.- the number of those dismissed at their own request, people,
Huv.nar.disc.- the number of dismissed for violations of labor discipline, people,
Hcf. list

Usually, along with the turnover, experts calculate several more indicators.

Acceptance turnover ratio calculated by the formula:

TOvol.= hprin./ hcf. listx 100%

Where:

TOvol.- acceptance turnover ratio,
Hprin. - the number of admissions for the period, people,
Hcf. list- average headcount for the period, people;

Termination turnover ratio calculated by the formula:

TOabout.uv= hdismissal/ hcf. listx 100%

Where:

TOabout.uv- layoff turnover ratio,
Hfired..
Hcf. list- average headcount for the period, people;

Personnel retention rate for a certain period calculated by the formula:

TOfast.= (Clist number- Hdismissal) / Hcf. listx 100%

Where:

TOfast.- staff constancy rate,
WITHlist number- payroll at the beginning of the period, people,
Hdismissal- the number of dismissed for the period, people,
Hcf. list- average number for this period, pers.

The employee turnover rate is an indicator of the health of the company and the management decisions made in the organization.

It is imperative to calculate and analyze it, understanding that a high percentage of staff turnover is only a consequence of the current state of affairs, and the true reason may be in illiterate selection, inefficient adaptation, and unhealthy corporate culture.

Staff turnover should be calculated from several angles:

1) By divisions

To try to find the reasons, it is important to understand from which departments employees leave.

Example. The director of one of the stores of the retail network, in a conversation with the personnel manager of the central office, explains the high percentage of turnover among sellers by the low wages of employees. Before reviewing the amount of payments, the HR manager decided to analyze whether this percentage differs from the network average. It turned out that it differs significantly, which means that it’s not at all about wages, which are standard for all stores, and the real reason may lie in the fact that the director himself, when hiring new employees, makes a choice not in favor of the best candidates, which, in turn , is a consequence of the undeveloped interviewing skills of the director himself.

2) By the term of work in the company

This period depends, first of all, on the average duration of work in the company and can be:

o Six months - for companies with high staff turnover, for example, for logistics terminals or large supermarkets,

o Year - for most companies,

o Three years - for companies that take a lot of time to enter, for example, for a design bureau that attracts graduates of specialized universities, additionally training them for another year or two.

This indicator - the percentage of employees who left the company during the first year of work - may be an indicator of the adaptation system for the reason that it is possible that they made the decision to leave in the first weeks of work, but for some reason did not do it right away: gave the company another chance, or simply did not want to “spoil” their work book.

3) On grounds of dismissal

In this case, we are talking about the real reason why the employee left the company. Each HR manager can tell stories from his own experience, when an employee, although he wrote a statement of his own free will, but the true reason for the separation was something else: a disciplinary violation or inadequacy of the position.

For accounting carried out by the personnel service, it is necessary to record the real grounds for dismissal and the initiator of the separation. For example, it can be an indicator: “Percentage of employees who worked less than a year and were dismissed at the initiative of the company in shop No. 7.”

Example. The HR manager of the company does not have the opportunity to personally talk with employees leaving remote offices, therefore, once a month, after making all the settlements with the dismissed, he selectively calls former employees to understand whether the reasons indicated by the managers are true and whether they are hidden under the phrase “ moving to another city” separation by the company due to dissatisfaction or deceived expectations.

An example of questions to dismissed employees:

o When you first came to work, who explained the duties, rules, features of work to you?

o Have you read the New Employee Folder? Were you given printed materials? Did you understand everything?

o Did someone help you with your work if something did not work out? Who (manager, colleagues, a little bit of everything, no one)?

o Did you have any problems in the team? With whom (with the manager, with colleagues)? How were the problems solved?

o How can you characterize the atmosphere in the team as a whole?

o What are the reasons for your dismissal?

Staff turnover

According to the results of the AXES Management study, there are significant differences in terms of "staff turnover" among companies in various business sectors. The highest staff turnover is observed in the retail sector.
The graph shows that, despite the difference in numerical values, the general trend of turnover for certain categories of employees remains for various business sectors. The percentage of turnover among top managers and managers is lower than among specialists and special categories of employees (salespeople, cashiers, workers). This is due to the fact that with the growth of the position, the opportunities for career, financial and status growth within the company increase. And as a result, employees are more attached to their company.

Average staff turnover in 2006 for companies in various business areas