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Familiarization with the workplace of the manager. Regulations on the adaptation of employees. Personal plan for professional and service development

I. General provisions

1.1 This Regulation is intended to introduce a single adaptation procedure for all newly hired employees trading network.
1.2. The adaptation and entry procedure is aimed at ensuring a faster entry into the position of a new employee, reducing the number of possible errors associated with inclusion in work, creating a positive image of the retail chain, reducing the discomfort of the first days of work, as well as assessing the level of qualification and potential of the employee during time of passage probationary period.
1.3 This program should know and use in their work:

  • trade network management;
  • heads of directions and structural divisions;
  • employees of the company appointed as mentors of newly hired employees;
  • employees of the personnel department.

II. The program of work with the employee for the period of probation (IP)

The adaptation program for new employees consists of two main parts - general and individual - and is designed for the entire probationary period.

2.1. The general part involves the formation of a general idea about the company, its main activities, organizational features, features of the relationship between the company and the employee (the procedure for hiring and dismissal, working conditions, wages, benefits), etc. It is carried out during the first week of the employee's work and consists of 4 stages.
2.1.1. Introductory orientation interview.
The main objective of this procedure is to provide the new employee with information about the company, the services it provides, and the specifics of the employment relationship between the company and the employee.
An orientation interview is conducted after the formation of the final job offer and the approval of the release date. It is also possible to hold it on the first day of work.
The interview is conducted by the HR director or an employee of the department on his behalf. For candidates accepted for key positions, it is possible to conduct this interview with the head of the direction, the General Director or the Manager.
Key questions for the orientation interview:

  • Company on the market:

1. Directions of the company's work, the situation on the market for similar products.
2. Strengths of the trading network in comparison with competitors, the main circle of customers.
3. Forms and methods of work.
4. The main stages of the workflow.
5. Immediate and long-term goals for the development of the trading network, specific areas.

  • Company inside:

6. History of development.
7. The structure of the trading network.
8. Management of the company, delimitation of powers, procedure for making decisions.
9. Internal communications of the company.

2.1.2. Personal acquaintance with the company and its employees.
After completing all required documents when hiring, the employee is introduced to the company's staff and familiarized with the working premises (trading floors, warehouse, managerial, administration, etc.).
Depending on the category of the employee and the retail facility, this detour can be made by the immediate supervisor of the employee or another person on his behalf, as well as an employee of the personnel department.

2.1.3. Acquaintance with the workplace.
2.1.3.1 General introduction.
Conducted by immediate supervisor. Shows workplace, equipment, storage places for necessary accessories, explains the algorithm of actions.
2.1.3.2 Briefing on the use of technical means ( cash register, PBX, personal computer, office equipment, etc.).
Conducted by department manager information technologies(or his deputy). If necessary, registers a new employee as a network user, explains the features of using the company's network capabilities (disks and information stored on them, shared directories, etc.) and gives introductory advice on the use of specific software products.

2.1.4. Orientation interview with immediate supervisor.
Conducted by the immediate supervisor of the employee, possibly in the presence of the HR director. It is carried out in a free form in working order during the first week of work. The manager explains the tasks and requirements for the job, answers questions and considers the wishes of the new employee.

2.2. An individual adaptation program is determined by the HR department, agreed with the Head of the direction and the immediate supervisor. It includes a more detailed acquaintance with the activities of the distribution network and the features of the goods, a more detailed acquaintance with the position and the specifics of the upcoming work, the acquisition of specific skills specific to this position (for example, communication with customers, product characteristics, features of the purchase, etc. .).
The individual adaptation program is designed for the period of probation, is fixed in the Individual plan for passing the probationary period (Appendix No. 1) and is divided into two parts:
- entry into office;
- job position.

2.2.1. Entry plan
Designed for the first two weeks from the date of admission. It is compiled at the end of three days of the employee's work by the personnel department, agreed with the immediate supervisor and brought to the employee under signature. This stage involves the full entry of a new employee into the position, i.e. full development of their official duties, good orientation in the company, its activities and structure. The work plan is fixed in the first part of the Individual plan for the passage of the probationary period, where its implementation is recorded. In this part, the adaptability and learning ability of the employee is assessed.

2.2.2. Job evaluation plan
Calculated for the remaining period of the probationary period. The employee independently draws up a monthly work plan, coordinates it with the immediate supervisor and the personnel department. The evaluation of the implementation of the plan is recorded in the second part of the Individual plan for passing the probationary period. In this part, the compliance of the employee with the position held, his professional knowledge, the level of performance discipline, potential and opportunities for further growth are assessed.

2.2.3. Appointment of a mentor.
For new hires with little or no work experience, a mentor is assigned to plan, guide, and evaluate the new hire's performance during the probationary period.

III. Criteria for assessing the passage of the probationary period
3.1 The criterion for passing the IS will be determined by 3 indicators:

  • the criterion for effective work is the implementation of an individual work plan for the period of IS, a positive conclusion from the immediate supervisor;
  • the criterion for effective adaptation is a positive opinion of the HR director;
  • results of sociometry.

3.2 The criterion of work efficiency is determined by the implementation of an individual work plan for a trial period, which is compiled by the immediate supervisor and the HR director, and the immediate supervisor controls its implementation. (Appendix No. 1). The criteria for assessing an employee are determined in accordance with Appendix No. 2 to this regulation.
A calendar of meetings with the immediate supervisor is compiled according to the principle: the first week - every day, the second week - once every two days, etc.
Purpose of the meetings coordinating the work of an employee, identifying strengths and weaknesses in work, focusing the employee on the result (“thinking within the framework of the result”).

3.3 The criterion for effective adaptation is determined by the work plan with the HR Director. A calendar of meetings with the HR director is compiled according to the principle: the first week - every day after the meeting with the immediate supervisor, the second week - the next day after the meeting with the immediate supervisor, etc.
Purpose of the meetings help a person to quickly and easily adapt to the company. And define strengths person and parties that need to be developed for successful work, determine his motivation, potential.

IV. End of probation

4.1. After passing the probationary period, the immediate supervisor fills out the Employee Evaluation sheet after passing the IS (Appendix No. 3).
The training manager conducts sociometry. Provides its conclusion and the result of sociometry.
Sociometry - employees with whom the "newcomer" worked and communicated during the IS period anonymously evaluate him according to the proposed scheme (Appendix No. 4).
Purpose of sociometry– understand how “newcomer” easily creates relationships, adapts and copes with emerging difficulties.

4.2. On the last day of the EC, a meeting is held: the immediate supervisor, the training manager and the HR director. At the meeting, the issue of further cooperation with the employee is decided and his plan for further development is determined, criteria for evaluating his work are developed.

4.3. Upon successful completion of the probationary period, the immediate supervisor orally informs the employee about the continuation of the employment relationship. The Human Resources Department initiates the completion by the employee of the Personal Plan for Professional and Service Development (Appendix No. 5). The plan serves as the basis for determining the professional and service interests of an employee, possible ways of motivation, as well as assessing the achievements and potential of a specialist during certification.
If necessary individual plan passing the probationary period with grades, comments and decision Director General, as well as a personal plan for professional and service development, are transferred to the personnel department for further work and are attached to the employee's personal file.

4.4. If, during the probationary period, a discrepancy between the employee and the position is revealed, the immediate supervisor draws up memo addressed to the HR Director about the non-compliance of the employee. An unsatisfactory outcome of the probationary period and unwillingness to continue the employment relationship is reported to the employee before the expiration date of the probationary period in writing against signature. After that, the process of dismissal of the employee takes place.

Application No. 1

INDIVIDUAL WORK PLAN

FOR PROBATION

FULL NAME. _________________________________ Mentor __________________________

Position ______________________________ Head ____________________________

Subdivision ________________________________________________________________

Part 1. Taking office

Assessment of the degree of adaptability and learning ability of an employee:

below average average above average

Project, task

Planned result

Actual
result

Evaluation on a 7-point scale

Mentor

Supervisor

Comments: ____________________________________________________________ __________________ _________________ _________________________________________________________________________________________ _____________________________________________________

Acquainted with (a) _____________________/ / _______________
Signature of the employee Signature transcript Date

Part 2. Job evaluation

Project, task

Planned result

Actual
result

Evaluation on a 7-point scale

Mentor

Supervisor

Agreed:

Immediate supervisor ____________________ / ____________________/

Human Resource department ____________________ / ____________________/

Application No. 2

Criteria for evaluating a new employee

(carried out using a 7-point scale according to the criteria listed below)

  • Completion of the assigned work (does the employee cope with the assigned work within the set time?)
  • Quality of work (how carefully, accurately and conscientiously is the work performed, are there any errors, are the instructions and point of view of the manager taken into account?)

3. Level vocational training(how well the employee is oriented in the subject of his activity, does he have sufficient professional skills to perform his duties?)

5. Communication skills (does the employee know how to speak clearly, does he show courtesy, courtesy, the ability to interest?)

6. Independence (can a specialist perform the assigned work without outside help?)

7. The ability to bring the work started to the end (is the employee able to bring the work started to the end without reminders and constant monitoring by management?)

Application №3

Evaluation of an employee based on the results of a probationary period

Manager's review:
____________________________________________________________ _________________________________________________________________________________________ _________________________________________________________________________________________ _________________________________________________________________________________________ _________________________________________________________________________________________ _________________________________________________________________________________________ _________________________________________________________________________________________ _________________________________________________________________________________________ _________________________________________________________________________________________ ________________________________________________________________

Offers for further work employee:
____________________________________________________________ _________________________________________________________________________________________ _________________________________________________________________________________________ _________________________________________________________________________________________ _________________________________________________________________________________________ ____________________________________________________________________________________________________________________

"__" ________________ 200_ Signature _________________/ /

___________________________________________________________________________
To be completed by the HR department:

Average score for assignments _________________________
Average score for all parameters _____________________
CONCLUSIONS (based on the average score, a conclusion is made about the potential of the employee):

Recommendations: ____________________________________________________________ _________________________________________________________________________________________ _________________________________________________________________________________________ _________________________________________________

Head of HR Department __________________/ _________________ /
_____

Decision: ____________________________________________________________ __________________________________________________________________________________

"___" __________________ 200_ ________________________ /_________________/

Application No. 5

Personal plan for professional and service development

Full name __________________________ Subdivision ______________________________
Position ___________________________ Head ___________________________

  • Please describe the knowledge, skills and abilities that a specialist in your workplace needs for the most productive performance of his job duties, and evaluate the degree of development of these skills in you on a 5-point scale.

Knowledge, skills, skills

Grade
  • What are your plans for a more complete mastery of the above knowledge and skills (if any)? Please write how, and in what time frame, are you going to implement these plans?

_______________________________________________________________________

_______________________________________________________________________

_______________________________________________________________________

_______________________________________________________________________

_______________________________________________________________________

_________________________
3. Please describe how you see your place in the company in the future. What knowledge and skills do you currently lack in order to work productively in this place?

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________

  • Please describe your plans for further professional development, as well as the time frame that you may need for this.

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________

  • On a 5-point scale, please rate the degree of influence on your desire to work in the company of the following factors:

Factors

Grade

Company prestige

Company stability

Opportunity for professional growth

Opportunity for career growth

Management's attitude towards you

Interesting creative work

Independence and responsibility of the position

Friendly staff

Opportunity to improve wealth

Comfortable working conditions

6. Please complete the following sentences to make a complete statement
a) The work of this profile in my understanding is:
_______________________________________________________________________

_______________________________________________________________________

B) What interests me the most in my work
_______________________________________________________________________

_______________________________________________________________________
c) I think that the most important thing in this work is
_______________________________________________________________________

_______________________________________________________________________
d) I need a job that
_______________________________________________________________________

______________________________________________________________________
e) I think that the main difficulty that awaits me in such a job is
________________________________________________________________________

________________________________________________________________________

Getting to know employees from other departments new employee will interact according to the nature of their duties.

The first working day of the seller in the store of the Monarch (or Brooks) retail chain, owned by the Palmira-Ruta company.

Introduction to the post takes place in four stages, the duration of each is one shift. The stage (first shift) is preparatory. First work day. The task is a detailed acquaintance with the activities of the company.

Obtaining information about the company "Palmira-Ruta", familiarization with the procedure and working conditions:

History of the organization;

Products and services;

Management structure (including the names of managers, the location of individual units);

Working conditions - established work schedule, vacations and days off, benefits for employees;

Elements of corporate culture;

Requirements for registration of basic documents of the company;

Goal setting;

Creating motivation (opportunities to increase wages, advanced training, career advancement).

Familiarization with the departments and workplace of the employee:

Presentation to colleagues;

Explanation of the daily routine;

Studying the job description;

Familiarization with the production functions and features of the store;

Acquaintance with the documents regulating the production process.

Responsible person: store manager. The Human Resources Department prepares a package of basic documents.

Acquaintance with the organization of interaction between company departments:

The list of departments with which the new employee needs to interact in the process of work;

Technology of interaction between departments (written or oral form, documents and features of their execution, deadlines);

Possible difficulties of the production process;

Problem solving mechanisms;

precedents.

Responsible person: store manager.

The second and third days - work according to the plan, at the end of the shift a report is provided. The store manager sums up the work during the first introductory shift and brings the information to the new employee. stage (second shift) - the initial period. The task is the practical development by the newcomer of his duties and requirements imposed by the administration for this position.

Summarizing. At the end of the shift, the manager gives an initial assessment of the compliance of the declared knowledge with the real skills and abilities that the beginner has; gives recommendations to a new employee. Stage (third shift) - period of adaptation. The task is to include a new employee in the production process and adapt to the legal, social and organizational requirements of the company; establishing interpersonal relationships.

Summarizing. The manager evaluates the results of work, focusing on the socio-psychological aspects: joining the team; establishing relationships with colleagues; perception new information; adaptation to new requirements that do not coincide with previous experience; reaction to criticisms, etc.; if necessary, helps the new employee to establish normal interpersonal relationships. Responsible person: store manager. stage (fourth shift) - completion of the induction period. The task is the stable work of the employee.

The newcomer acts within his competence according to the shift plan. At the end of the shift, the manager sums up the results of the adaptation period and brings the information to the new employee and the personnel service.

Despite some differences in both examples, their similarity is obvious: the system for submitting information to a new employee is precisely defined, new information is submitted "in portions", in a logical sequence. In addition, both onboarding plans show a clear timing of each stage to a certain period of the newcomer's stay in the organization.

pharmacy drug control

A pharmacist appointed to a position to perform quality control of medicines manufactured in pharmacies must be proficient in all types of intra-pharmacy control.

The head of the pharmacy and his deputies should ensure the conditions for the implementation of all types of control in accordance with the requirements of Order No. 214

A pharmacist-analyst appointed to a position for the first time must complete an internship course at a territorial control and analytical laboratory.

The results of quality control of medicines are recorded in journals according to the attached forms (Appendices B, C, D, E, E to Order No. 214). All magazines must be laced, the pages in them are numbered, certified by the signature of the head and the seal of the pharmacy. The period of storage of magazines is one year.

A report on the work on quality control of medicines manufactured in a pharmacy is compiled based on the results for the year and sent to the territorial control and analytical laboratory (center for quality control of medicines) according to the attached form (Appendix G to Order No. 214).

To carry out chemical quality control of medicines manufactured in pharmacies, a special workplace should be equipped, equipped with a standard set of equipment, instruments and reagents, and also provided normative documents, reference literature (Appendix A to Order No. 214).

The workplaces of chemists - analysts in pharmacies should be equipped in an analytical room located in the immediate vicinity of the assistant's, aseptic and premises for the preparation of in-pharmaceutical preparations, concentrates and semi-finished products.

The analytical room should have a typical analytical table (designed by TsANII), which meets modern requirements for organizing workplaces, is convenient in operation, has a beautiful appearance, painted in light colors, which helps to increase efficiency and reduce fatigue of the chemist - analyst.

On a table under glass or on a special stand, it is advisable to place methods for analyzing concentrates and semi-finished products of individual dosage forms; tables for calculating quantitative express analyzes, tables for qualitative analyzes, etc. Some reference materials are conveniently arranged in the form of file cabinets.

The analytical room should have: a fume hood for working with toxic, volatile substances and concentrated acids, plumbing with cold and hot water; a sink with a drain into the sewer and a technical current supply.

Analytical rooms should be equipped with the necessary equipment and inventory in accordance with the requirements of the instructions for quality control of medicines and the norms of technical and economic equipment of pharmacies.

The organization of workplaces for chemists - analysts must meet the following requirements:

1. Chairs must be with a backrest, lifting and swivel design, so that the correct ratio of the height of the working surface of the table and the chair can be ensured with an allowable height difference (differentiation) of 270-300 mm.

2. Each item must have its strictly defined place.

3. The workplace should not contain items that are not required in this job.

4. Frequently used items and materials should be placed within reach, taking into account the convenience of performing certain operations.

5. The hand of a chemist - analyst, when performing work, should make the most convenient and less tiring movements.

The chemist - analyst must follow a certain sequence when performing certain types works depending on the specific conditions of the production activities of this pharmacy.

At the same time, for most chemists - analysts, it is advisable to start the working day by monitoring pharmaceutical activities, the sanitary condition of the pharmacy and checking the availability of their workplace with everything necessary.

It is more convenient to start working directly on control with checking the quality of distilled water. Then you should check the quality of distilled water at various workplaces.

The chemist-analyst must check the quality and shelf life of distilled water available in the pharmacy at various workplaces, therefore all collections and burettes with distilled water must be numbered.

In order to save time, the results of distilled water analyzes should be recorded in a special journal.

After checking the quality of distilled water, it is advisable to check the filling quality of the burette in the assistant's room. To do this, it is recommended to have a stand with a set of bottles with inscriptions corresponding to the number and order of various solutions in the burettes. Solutions from the burettes are drawn into the appropriate flasks, after which the chemist-analyst checks their authenticity at his workplace.

It is advisable to record the results of checking the quality of filling the burette installation in a separate journal.

In the future, the chemist-analyst needs to start conducting qualitative analyzes of medicines received from the inventory (or material) department in the assistant's room. To do this, all stem eyes should also

number. In this case, duplicated rod eyes of the same name must have additional numbering. For example, glucose rods are numbered as follows: 101-01, 101-02, 101-03, etc.; with sugar: 226-1, 226-2, 226-3, etc.

To perform high-quality reactions to various medications, it is convenient to use tablets with recesses. The results of qualitative reactions are recommended to be recorded in the Journal for registration of the results of verification of the authenticity of medicines (defecture)

Then it is expedient for the chemist-analyst to start the chemical analysis of concentrates, semi-finished products and intra-pharmaceutical preparations.

Periodically, at least once a quarter, an analytical chemist checks the quality of perishable and unstable preparations. In case of non-compliance of the quality of the drug with the requirements of the pharmacopoeia, the chemist-analyst is obliged to inform the head of the pharmacy (or his deputy) about this in order to take the necessary measures.

The list of equipment for the control and analytical room (table) includes:

Test equipment: analytical, manual, technical balances, weights, colorimeter-nephelometer, microscope, thermometers, hydrometers, densitometers, pycnometers, etc.;

Laboratory glassware used for analytical work in pharmacies (burettes, funnels, droppers, cylinders, flasks, pipettes, test tubes, crucibles, etc.);

Auxiliary materials, tools, fixtures (tripods, clamps, tubes, filter paper, cotton wool, etc.);

Titrated solutions (iodine, iodine monochloride, potassium bromate, hydrochloric acid, sodium hydroxide, sodium nitrite, silver nitrate, etc.);

Indicators (22 items);

Indicator paper (RIFAN, universal, litmus red, neutral, blue, etc.);

Reagents (156 items) are prepared only at KanL;

Solvents (acetone, glycerin, ethyl alcohol, chloroform, ether, etc.).

1) Fume hood

2) Sink with drain to sewer and cold water supply

3) Analytical table

4) Auxiliary table

6) Auxiliary table

7) Cabinet for storage of stocks of reagents and utensils

8) Reagents

Analytical table equipment

a) reagents

b) refractometer

c) titration installation

d) spinner

e) burette for measuring dist. Water

f) photoelectrocolarimeter

g) pH meter

h) polarimeter

i) apparatus for fluorescent analysis of solutions

j) microscope

k) solution control device

l) analytical balance

m) intercom

The duties of a pharmacist are analysts. Orders and instructions regulating the work of a pharmacist - analyst.

In his work, the pharmacist-analyst is guided by:

Regulatory documents on the issues of the work performed;

Methodological materials relating to relevant issues;

Regulations on the pharmacy institution;

Rules for the sanitary regime of pharmacies and labor regulations;

Orders and orders of the director of the enterprise (immediate supervisor);

This job description.

The pharmacist-analyst should know:

Regulatory legal acts and other guidance materials of higher authorities on pharmacy issues;

Principles of providing drug care to the population, as well as professional activity by position;

Organization and economics of pharmacy;

Regulatory and methodological materials on analysis and control

The following functions are assigned to the pharmacist-analyst:

Carrying out quality control of incoming and manufactured pharmaceuticals.

Monitoring compliance with technological rules and methods of manufacturing medicines.

Compliance with the requirements of the sanitary regime, rules and norms of labor protection.

Job Responsibilities

To perform the functions assigned to him, the pharmacist-analyst must:

Control incoming and manufactured drugs in the pharmacy, concentrated solutions, intra-pharmaceutical preparations.

Apply all types of intra-pharmacy control performed in a pharmacy, including acceptance control, methods of pharmaceutical analysis

medicines and medicinal plant materials.

Monitor compliance with technological rules and methods of manufacturing medicines.

Ensure control over compliance with the pharmaceutical order and sanitary regime.

Comply with the rules and regulations of labor protection and fire safety.

Interaction of the analytical laboratory, cabinet (desk) with other services of the institution

The territorial (regional) control and analytical laboratory or center for quality control of medicines (hereinafter referred to as the "control - analytical laboratory") is an integral part of the control and permit system for ensuring the quality of medicines, medical equipment and medical products of the Ministry of Health and Medical Industry of the PMR.

The control and analytical laboratory is organized for the purpose of state supervision over the production activities of pharmacy institutions and enterprises, as well as state control over the quality of medicines:

Manufactured by pharmacies of all types, small retail pharmacies, pharmaceutical factories (enterprises), small and joint ventures of territorial subordination, regardless of their organizational - legal status and forms of ownership;

drug quality, pharmaceutical order, sanitary regime pharmacies (enterprises);

Basics of labor legislation;

Rules and norms of labor protection and fire safety.

Activities, requirements for him. Character: individual.

Organization of the workplace for performance handmade, the correct landing of the worker when performing them contributes to ensuring the high quality of the processed products and increasing labor productivity, maintaining his health. A work table for manual work is a well-polished table with tools, fixtures located on it, and a chair (preferably screwed to adjust the height of the seat). The size of the table depends on the size of the processed parts of the product, the nature of the work performed. The workplace should be organized so that in the process of work you do not have to make unnecessary movements. Tools and devices that are taken with the right hand during work should be located on the right, and on the left - on the left or in front, always close to the worker and in the same place. The workplace should contain only the workpieces, tools and fixtures that are necessary to perform this work. There should be no unnecessary parts, materials, tools and fixtures. All work is done on the table, the workpiece should be kept in front of you. To store accessories, you should have special boxes or drawers. Proper fit has a great influence on the well-being of workers and on the quality of their work. Incorrect positioning of the body of students causes them premature fatigue, reduced efficiency, and also contributes to the appearance of stoop, curvature of the spine, the development of myopia, etc. The landing for manual work is considered correct when the following conditions are met:

1. The workpieces are clearly visible, the light falls from the left side, or, in extreme cases, directly.

2. The legs should rest firmly with the entire sole on the floor, since with a different position of the legs, blood circulation is disturbed. You should not cross your legs, because. incorrect position of the legs causes premature fatigue.

3. The body should be held straight or slightly inclined forward. Tilt your head slightly forward. You can not lean on the table with your chest.

4. Hands should be bent at the elbows and lag behind the body by no more than 10 cm. When working, do not put your elbows on the table.

5. The distance from the eyes to the workpiece should be 25-35 cm.

6. In the process of work, you should periodically change the position of the body (from slightly bent to straightened and vice versa). After finishing work, you need to carefully clean the workplace: parts, product, tools and fixtures - in the designated storage areas, various garbage in the trash bin.

A workplace for performing work while sitting is organized for light work that does not require free movement of the worker, as well as for moderate work in cases due to peculiarities. technological process. Categories of work - according to GOST 12.1.005-76.

When working with two hands, the controls are placed in such a way that there is no crossing of the hands.

GET TO KNOW THE WORKPLACE

Beginners are often concerned about under whose direct supervision they will work (immediate supervisor or team leader), with whom they will work, what they will do on the first day, and the geography of their workplace (the location of entrances, exits, toilets, break rooms and canteen).

Some of this information may be presented by a representative of the personnel department or some assistant directly at the workplace of the new employee. But the most important source of information is the immediate supervisor, lower-level manager or team leader.

The departmental induction program should, whenever possible, begin with the head of the department and not with the immediate team leader. This manager can only greet the newcomer and briefly describe the activities of the department before handing the newcomer over to the team leader for more detailed briefing. But it is very important that the head of the department participate in the process of getting to know the organization in order to new employee did not perceive him or her as a person who is not interested in him. This at least means that the newcomer will not be just a name or number to the boss.

It is best to have a detailed briefing by the direct leader of the group, and this briefing has the following five objectives:

Save the newbie from embarrassment;

Arouse interest in the work and organization in the new employee;

Provide basic information about the organization of work;

Describe the standards of work performance and the behavior that is expected of this employee;

Tell the employee about the organization of vocational training and how he or she can improve in this enterprise.

The team leader should introduce the newcomer to his colleagues. It is best to choose one member of the group to be the guide or "friend" of the beginner. According to Fowler, there are many arguments to be made that these guides should not be in the organization for too long. As newcomers to the enterprise, they are likely to still remember all the little things that caused them anxiety when they started work, and therefore can help new employees quickly settle in.

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Acquaintance with the "Man" Transformation. This is a serious word. Recently, Jennifer Brewer (she works for us as an operations manager) and I went to Dixie's BBQ for lunch. They have the best barbecue in western Washington. Ask anyone. This is officially recognized. Owner

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Workflow Action Plan When choosing options, start with two to four aspects of the activity. The Communication Audit Assessment Tool 6.3 provides useful information on what possible steps can help you achieve the greatest impact.

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Step 3: Get familiar with the processes If the first members of the project team are unfamiliar with the processes in this unit, it can be extremely helpful to spend a couple of days talking to the people running the processes in their field and monitoring the processes in that area.

From the book Sales Management author Petrov Konstantin Nikolaevich

Time and Space Management Company sales representatives must also learn how to manage their time and space efficiently. As surveys of managers of many companies show, these issues are quite relevant and the main task of training

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How to make this world a better place You have joined the ranks of employees. Perhaps you did this a long time ago and managed to understand something. YOU DON'T LIKE IT! You don't like working for a corporation that has no soul. You don't like being invisible

From the book Ready for Anything by Allen David

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