The comfort of employees determines the further development of the company, as well as the quality and quantity of work perform. As practice shows, most newcomers quit in the first month due to failure to pass the probationary period, which coincides with the initial adaptation. This process is directly relat to the employee’s potential: acceptance and integration of an employee into the team allows for better disclosure of his professional and personal qualities.
Natalia Trubina, HR Director at Retail Rocket , talks about one of the most important tools for working with new employees – the adaptation interview and its impact on the company’s business performance.
What is an adaptation interview?
An adaptation interview is a conversation with a new employee that helps to understand how he feels in the company, what worries him, and what can be improv in his work and adaptation. Imagine: a person has just join a new team, everything around is new and unfamiliar, and there are a thousand questions and doubts in his head. At this moment, support is important, and an adaptation interview is exactly about this.
Example :
Sveta came to work at a marketing agency
A week after the start, HR Marina met with her. Instead of the standard “how are you?” Marina ask: “Sveta, what tasks are easier for you, and where are you stuck?”, “Is there anything that bothers you?”, “How do you like your colleagues, is it convenient to work with them?” Sveta honestly said that she did not understand how it was customary to write reports here, was afraid of making a mistake and did not know who to ask for advice. Two days later, she was assign a mentor and held a mini-training on internal standards. Sveta felt confident and within a month she was helping newcomers herself.
Why do employees and companies ne an adaptation interview?
To ensure that the employee’s adaptation period is as effective as possible, HR department employees of some companies conduct one or a series of interviews, which include blocks on organizational, social and professional adaptation.
You can often read in professional sources about the ne to conduct an adaptation interview with new employees. I can say that this is not practic in all companies. Often, the interview is ruc to a 5-minute conversation, beginning and ending with an abstract question: “So, how are you?”
Unfortunately, many HR specialists have little control over the adaptation process, mainly focusing on the issue of successful acquisition of professional skills. There are many reasons: too much work, high turnover, a huge number of vacancies and other tasks at work. In my opinion, this is a serious omission.
Use our Canada phone number data to get the desir customers in your business. This is a lot and very good quality phone number list. You can do canada phone number data a variety of marketing tasks with our phone number list. Comprehensive data quality of phone number list. This is important in your company.
A properly compos and conduct interview has undeniable advantages:
For the employee For the company
Feels car for by the company, understands that they are ready to listen to him It is possible to promptly identify potential areas buy employment database of tension and possible employee dissatisfaction
Understands that the company is genuinely interest in his views on existing processes, ideas and suggestions for improving bottlenecks It becomes possible to promptly adjust the interaction between the employee and his immiate supervisor/mentor
Gets a real opportunity to participate in important processes, influence the development and life of the company Receives a working tool for measuring positive/negative dynamics in the adaptation process, as well as changes in employee mood and loyalty
To get the above benefits, you ne to remember how to work with this tool correctly:
It is important to clearly formulate the goals and rules for conducting the interview;
Questions should be vari and relate to different areas of the company’s life;
If possible, it is necessary to implement the ideas express by the employee during the interview;
Record everything said verbatim. Ask clarifying questions to understand the information correctly and not miss anything;
It is essential to discuss the results obtain with the employee’s immiate supervisor.
Building an Adaptation Process: Retail Rocket’s Experience
2 years ago, before I came to Retail Rocket, there was no HR service at all. The business was fac with the urgent issue of building all the relevant processes. First of all, this concern building a personnel adaptation system, as well as improving the professional training of new employees in order to improve the quality and spe of adaptation.
As part of the solution to the above-mention tasks
an adaptation interview was introduc. The development process includ defining goals, the duration of its implementation and phone list forum subsequent stages of working with the information receiv. During the probationary period (usually 3 months), 3 meetings are held with the new employee:
1. The first interview is conduct after the first week of work.
This is the most difficult period for a person in the company: a stream of new information falls upon them, they ne to interact with a large number of unfamiliar people, the accept business processes and rules are not always clear and transparent. The employee is in dire ne of support.
The interview contains 2 blocks and 17 questions covering socialization and training. The expect duration of the conversation does not exce 15 minutes. It is important to understand how comfortable the employee is within the company. Did his expectations about immiate tasks coincide with reality? To what extent does the establish idea of the company during the selection interviews correspond to reality? It is also necessary to identify the pros and cons of internal training.
2. The second meeting takes place at the equator
Of the probationary period – one and a half months after the employee starts working .
By this time, he already has an understanding of its functionality, the specifics of business processes, and also develops a social circle and an idea of his place in the company.
The interview is significantly expand: there are 42 questions, combin into 6 blocks: questions relat to adaptation in the team, induction, professional success and motivation are includ. On average, the second meeting takes 1 hour. The main task is to identify the employee’s level of loyalty to the company. How does he understand his tasks and department goals? In his opinion, is there enough information about the functionality and work of the company? It is important to determine how socially adapt the employee is, whether he gets along with his immiate supervisor and the team he works in. The block also contains questions about self-assessment of his own effectiveness, readiness to work independently, understanding of material motivation and prospects for professional growth.
3. The third interview is conduct
In the last week of the probationary period.
After 3 months, with the right approach to the adaptation process, the new employee is already fully socializ in the company and is ready to perform professional tasks independently.
This interview is the longest and takes about an hour and a half. In many ways, the questions overlap with the second meeting, but they are aim at summing up the results of the probationary period. It is important to ask the employee again about how business processes, work rules and the life of the company as a whole can be improv.
After each interview, a meeting is held
With the employee’s immiate supervisor, where the identifi areas of tension are discuss and steps to eliminate them are develop. The supervisor receives assistance in building high-quality working relationships, and the company understands how to improve the adaptation system as a whole. In this way, all parties receive the necessary support.
