Human resource management system of the
organization and social adaptation of
employees.
Lukovenko Nikita Sergeevich
Management (38.03.02)
Object of the study - the human resource management system of the
organization
Subject of the study - the procedure of social adaptation of employees at
LLC "PK GTO»
The aim of the work - to analyze the adaptation processes of the
company's personnel resources and to develop measures to improve the
adaptation system using the example of the limited liability company
"PK GTO".
Research tasks:
▪ to investigate the theoretical aspects of social adaptation of personnel in
the organization;
▪ to analyze the problems of social adaptation of personnel at LLC "PK
GTO";
▪ to develop measures to improve the social adaptation system of
2
personnel in the organization.
General characteristics of LLC "PC GTO".
LLC "PK GTO" is engaged in the production and supply of measuring tools and gauges for the control
of various types of threaded connections used in different industries. The company also supplies bearings,
servo drives, machine components, and manufactures assemblies and parts according to drawings with high
precision tolerances.
The process of selecting labor resources for the
organization consists of broad sequential stages,
which are presented in the figure.
Human
Resources
Department
.
Department
of Social
Programs.
Personnel
Management
Service of LLC
"PC GTO".
Department of
Assessment and
Development of
Personnel
Department of Labor
Organization and
Payroll.
Formation of a
request for
personnel
selection.
Search and
initial selection.
Evaluation of
compliance and
candidate
selection.
Stages of workforce selection carried out by the HR
departments of LLC "PC GTO".
The structure of the human resources department of LLC "PC
GTO".
To ensure a competitive wage level for employees, the company continuously monitors wage levels and
employee satisfaction within the relevant labor market segments and regions.
3
Dynamics and structure of personnel at LLC "PK
GTO".
50
42
42
Возрастная структура персонала ООО «ПК ГТО»
за 2018-2020гг.
42
40
Age
2018
2019
2020
Изменение, %
2019/ 2020/ 2020/
2018
2019
2018
Up to 30 years old.
31-40
41-50
From 51 years old
and older.
19
27
6
20
29
4
21
29
4
105,3
107,4
66,7
105,0
100,0
100,0
110,5
107,4
66,7
4
3
3
75,0
100,0
75,0
30
20
14
14
15
2018г.
2019г.
2020г.
10
0
Women
Men
Distribution of personnel at LLC "PK GTO" by
gender in the period of 2018-2020.
Transformations in the age characteristics of the workforce:
a positive trend has been identified in attracting young
specialists, along with a decrease in the percentage of
personnel in the most productive age groups.
Dynamics of personnel categories in percentage terms at LLC "PK GTO", 2018-2020.
Personnel
Category
Specialists
Workers
Employees
Total
2018г.
Num.of
%
peop.
12
21,4
29
51,8
15
26,8
56
100,0
2019г.
Num.of
%
peop.
12
21,4
29
51,8
15
26,8
56
100,0
2020г.
Num.of
%
peop.
12
21,1
30
52,6
15
26,3 4
57
100,0
Increase in the share of
specialists.
Analysis of the management system and the process of
employee adaptation at LLC "PK GTO"
наставничество
- Vertical and
horizontal
rotation.
- Mentorship.
- Adaptation
measures
implemented by
LLC "PK GTO"
- Participation in
the company's
social and
community
activities.
- Training.
At LLC "PK GTO", a
personnel
adaptation
program has been developed,
but it is not entirely
effective, as the company is
experiencing high turnover
among
newly
hired
employees and the "aging"
of the workforce.
- Internships.
Adaptation activities carried out by LLC "PK GTO"
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The adaptation process at LLC "PK GTO"
• - At the very beginning of the first
working day, the HR officer meets the
new specialist. The immediate
supervisor carries out:
• - Developing a work plan for the
probationary period: defining the
composition, results, and deadlines for
tasks;
• - Introducing the new employee to
various internal regulatory documents;
• - Familiarizing the new worker with
the work plan for the probationary
period;
• - Appointing mentors or taking on this
role themselves;
• - Informing the new employee about
the history of the business entity, its
organizational and functional structure,
and the nature of its activities;
• - Communicating to the new employee
about the structural division and its
place in the overall structure;
• - Introducing them to the production
and utility premises and their location;
• - Conducting safety training directly at
the workplace;
• - Facilitating personal introductions of
all employees in the structural unit to
the newcomer.
- Organization of activities and their
execution on the first day of work.
- Organization of
activities related to the
management of
adaptation processes in
the HR department.
• - The HR officer, whose
responsibilities also
include managing
adaptation processes,
maintains a Adaptation
Management Journal,
where they plan the dates
for control points during
the probationary period
established for the new
employee. The first
control point is
scheduled for the
employee one month
after their hiring date.
Subsequent control
points are scheduled at
one-month intervals.
• - In order to provide final
assessments of the
employee's performance at
least 6 days before the end
of the probationary period,
the immediate supervisor
hands over a completed
Feedback on the
adaptation process of the
new employee to the HR
officer, whose
responsibilities include
managing adaptation
processes.
• - At least one day before
the Commission meeting,
the evaluated employee
submits a questionnaire to
the HR department, which
defines their performance
ratings at LLC "PK GTO"
during the probationary
period.
- Organization and
conduct of the
Personnel Commission.
• - The HR department is
responsible for organizing the
Personnel Commission. It is
conducted at least 5 days
before the end of the
employee's probationary
period.
• - To assess the individual
performance of other
categories of employees
during their probationary
periods, the Commission
consists of:
• - The chairperson of the
commission: the head of the
HR department;
• - Commission members: the
supervisor of the employee
being evaluated and
colleagues from the same
department who work directly
with that employee.
- Organization of final
performance assessments of
the employee.
6
Activities aimed at enhancing the process of social
adaptation.
Problem #1: Lack of training
that is nonetheless stated within
the framework of the young
specialist promotion program at
LLC "PK GTO."
Problem #2: There is a lack of
additional job positions for
horizontal rotation among young
specialists.
Problem #3: The environment of
the young employee does not
foster their career advancement.
- There may be situations where a young specialist has selected a training program
for their internship for a certain period. The task of their supervisor (or mentor) is to
adequately assess whether providing financial support for the young specialist's
chosen training program is reasonable.
- For instance, if there are no available internship positions for young specialists at a
certain point, it may be necessary to adjust the internship dates and replace it with
training during that period.
- Alternatively, discussions with the young specialist regarding their internship can
be conducted based on the availability of job positions at that time. To avoid such
issues, it is essential to compare the young specialist's preferences with the current
job openings at the organization.
- In this regard, it would be beneficial to conduct a survey of the supervisors
(mentors) of young specialists to assess the activity level of their mentees. This could
help identify and address any shortcomings.
- For example, if a mentor is not providing the necessary support to their mentee, it
may be better to assign a different mentor to the young employee. Conversely, if the
mentor is actively supporting the mentee, then strategies for further stimulating the
employee's activity should be considered.
7
Activities for improving the process of social
adaptation.
Problem #4: There is no career
growth map for young employees
who joined LLC "PC GTO" under a
scheme that differs from the standard
one.
Problem #5: There are no
activities
related
to
psychophysiological adaptation
in the "Regulations on the
Adaptation and Mentoring of
Young Specialists at LLC 'PC
GTO'."
КоDuring the relevant interviews, we identified a situation where a young
specialist joined LLC "PC GTO" immediately after completing their internship
and was also juggling their final year of university with work at the enterprise.
After that, they continued working at LLC "PC GTO," but due to the atypical
nature of their employment situation, a career growth map was not created. This
indicates that the adaptation and development of the young employee occurred
without proper oversight and without a clear plan. (It is worth noting that the
young specialist actively pursued their development, as they themselves
demonstrated initiative in this regard). To prevent such situations from occurring
in the future, it is necessary to consider individual cases.
To address this issue, it is necessary to actively involve the young personnel of
the Company in social and community work. Accordingly, the work of young
employees will be more diverse; in addition to performing their professional
duties within their specific job roles, they will engage in various public
assignments during working hours. This will facilitate a smoother and more
comfortable psychophysiological adaptation process, as well as help them adjust
to the increased workload compared to their academic period.
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Activities for improving the process of social
adaptation.
Stage Name
Responsibilities and
Deadlines
Creation of the adaptation
training
Human Resources
Department 09.01.2021 16.01.2021
Coordination of the training
program with the higher
management
Human Resources
Department 17.01.2021
Familiarizing the heads of
structural divisions with the
adaptation process for newly
hired employees
Human Resources
Department 18.01.2021 25.01.2021
Start of project implementation
Human Resources Department,
heads of structural
divisions 01.02.2021
Control of project
implementation
Human Resources
Department 01.02.2021 28.02.2021
Evaluation of project results
Director 2021
Stages of project implementation for improving the employee
adaptation system at LLC "PK GTO"
In accordance with the developed
strategies
for
enhancing
the
effectiveness of employee development
at LLC "PC GTO", the following will
be achieved:
- Increased volume and quality of
services provided;
- Reduced costs associated with
recruitment and adaptation;
- Staff training as a result of a
functioning talent pool and personnel
development, from which candidates
for vacant positions can be selected;
- Decreased employee turnover as a
result of improving the organization's
personnel policy.
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Преимущества
системы
наставничества
The mentor helps newcomers to
adapt more quickly to the new team
and acquire professional skills. The
mentor warns against potential
serious mistakes and violations.
Recognition of the mentors'
contributions and elevation of their
status motivate them to work more
effectively.
Increased professional and personal
self-esteem due to the opportunity
to help new employees acclimate
more quickly in the new team.
An experienced mentor helps
reinforce knowledge and correct
mistakes. The new employee feels
much more confident.
Disadvantages of the
mentoring system:
While working with a
newcomer, the mentor is
distracted from their main job;
when they are absent from the
workplace, the workload falls
on their colleagues.
Mentees require a significant
amount of working time. The
mentor bears material
responsibility for the mistakes
made by the new employee.
The mentoring system allows to:
- Improve the quality of training
and qualifications of personnel;
- Save time for department
managers
in
training
new
employees;
- Provide mentors with career
advancement opportunities, reward
them for good work, and recognize
their contributions to the company;
- Reduce employee turnover by
decreasing the number of staff who
resign during or immediately after
the probation period.
New employees did not
mention any disadvantages.
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