Adaptation of personnel based on the application of the logistics management model

The labor adaptation of the personnel is a mutual process of adaptation of the employee and the enterprise, which is based on the connection of this employee to the production process in new conditions for him. From the sociological point of view, the adaptation of the staff is somewhat similar to the socialization of the employee at a new job site for him.

Modern management distinguishes, as a rule, two types of adaptation (they also act as stages of this process, in the event that adaptation is of a repeated nature): primary and secondary. When a person first begins to work independently after receiving appropriate training, the primary occurs. In modern conditions, as the freedom of moving labor resources develops, the secondary adaptation of personnel in the enterprise becomes more important.

As a rule, there is no special subdivision functionally aimed at solving adaptation problems, these functions, as a rule, are performed by personnel services. Their main goal is to make the adaptation of the staff as efficient as possible for the enterprise and less painful for the employee.

One of the promising areas of work of such services is the adaptation of personnel based on logistic technologies of personnel and personnel management .

The construction of a conceptual model of the logistics of personnel allows us to carry out a descriptive description of the area of forthcoming changes. In terms of modern requirements for personnel management, it has certain weaknesses. In particular:

• The unpreparedness of enterprise management to assess the value of human potential, and, consequently, the importance of personnel services of an effective management organization aimed at achieving and ensuring its competitive advantages in the current market;
• Inadequate attention of personnel services to the management of organizational behavior, i.e. Definition of the set of values of the organization, norms (rules) of behavior, reflecting the mission, vision and strategy of the organization, management of staff loyalty, ensuring the involvement of personnel in the performance of the organization;
• Inadequate staff adaptation and horizontal integration of such fundamental areas of HR management as selection and recruitment, attestation, training and development of personnel, reserve formation, career planning, labor remuneration;
• Absence of the practice of involving employees in the development and implementation of the concept of personnel management;
• Projecting the activities and functions of personnel through a formal approach (without a thorough analysis of the work and roles of the organization's employees), based only on typical job descriptions or tariff classification characteristics.

Use for the implementation of HR management activities of the interrelated personnel processes that provide integrated personnel management can be called a "process approach". The functioning of processes can be mediated by binding them to the functional units of the organization, identifying the owners and participants of the processes and documenting the actions to be performed. In this approach, staff adaptation is a resource for transforming personnel processes into personnel business processes. Here it is justified to apply logistic operations or functions to the personnel flows. This allows modeling and optimization of personnel processes.

Logistical operations or functions in this case should be regarded as in a certain sense an autonomous program of actions that is aimed at the transformation of human resources. Consequently, the human resources of the organization, which are in constant flux, must become the object of research into human resources logistics.