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- creation of target problem groups, creative brigades, a variation of their structure, time and a problematic of work;

- definition of a rational degree of freedom of a mode of work, wide use of an accord principle of work;

- optimum duplication of problems of divisions, introduction of competitive divisions, projects, etc.;

- publicity of results of work (both group, and individual);

• participation of workers in management (use of methods of group development of decisions, collective participation in development of strategic programs, delegation of powers and the responsibility, etc.);

• carrying out of meetings with rational periodicity and duration;

• rational use of the arising referential groups;

• use of creative methods of development of decisions;

• maintenance of a feedback with administration and colleagues concerning the reached results of work and adequacy of their estimation.[5;83]

The centre of gravity of a supply with information of process of adaptation lays on gathering and an estimation of parameters of its level and duration. These parameters conditionally share on objective and subjective. To objective what characterise efficiency of labour activity concern, activity of participation of employees in its various spheres.

Besides this, parameters of adaptation are subdivided on an accessory to one of its aspects, for example, to professional aspect (conformity of qualifying skills to requirements of a workplace); to socially-psychological (a degree of conformity of behaviour of the person to the norms which have developed in given collective); to psycho-physiological (a degree of fatigue, a level of a nervous overload).

Subjective parameters characterise satisfaction of the employee work as a whole or its separate displays. They are subdivided similarly objective on an accessory to one of aspects of adaptation and define own estimation the worker. Exactly, the attitude to a trade and qualification; attitudes with collective of employees, with a management; state of health, conditions and weight of work; understanding of a role of individual problems in the decision of the general problems of the organization. Gathering and processing of the information on a level and duration of adaptation is expedient for spending within the limits of procedure of a current business estimation of the personnel. Here difference consists that in relation to new employees procedure of a business estimation should have higher periodicity within the limits of term of adaptation. For the domestic organizations the main problem of a supply with information of adaptation consists in necessity of accumulation of normative parameters of a level and duration of adaptation. The conclusion about its successful carrying out is done on the basis of comparison of actual and normative parameters.

1.2. Stages of adaptation.

Each enterprise or its collective possesses specific, only to it inherent features on which account successful or less successful work of collective as a whole depends. Procedures of adaptation of the personnel are called to facilitate occurrence of new employees during a life of the organization. Practice shows that 90 % of the people discharged from office within the first year have made this decision already in the first day of the stay in the new organisation . As a rule, the beginner in the organization collides from greater quantity of difficulties which great bulk is generated by absence of the information on the operating procedure, the location, features of colleagues, etc. That is special procedure of introduction of the new employee in the organization can promote removal of a lot of the problems arising in the beginning of work. Conditionally process of adaptation can be divided into four stages:

Stage 1.

The estimation of a level of readiness of the beginner is necessary for development of the most effective program of adaptation.

If the employee has not only special preparation, but also an operational experience in similar divisions of other companies, the period of its adaptation will be minimal. However it is necessary to remember that even in these cases in the organisation variants of the decision of problems already known to it are possible unusual for it. As the organizational structure depends on some parameters such as technology of activity, an external infrastructure and of the personnel. The beginner inevitably gets to some extent in a situation unfamiliar to it. Adaptation should assume both acquaintance to industrial features of the organization, and inclusion in communicative networks, acquaintance to the personnel, corporate features of the communications, etc.

Table 1.1. Distribution of duties on orientation [6;76-78].

Stage 2. Orientation.

Orientation is the practical acquaintance of the new employee with its duties and requirements which are presented by organization. To this work are attracted not only direct heads but also managers of personnel. As usually the duties are distributed like we see in the table 0.1. Usually the program of orientation consists of the row of not big lectures, excursions, practices (the work on the some work places or with some equipment).

Stage 3. Actually adaptation.

This stage consists in the adaptation of the recruit to its status and in the inclusion of the recruit in relation with collective. In limits of this stage necessary to give the recruit a opportunity to be active in different shares, to check in itself the given knowledge about organization. It is important, in this stage, to give a maximum help to recruit, regularly to conduct the appraisal of effectiveness of activity and peculiarities interactions with colleges.

Stage 4. Functionality.

This is the last process of adaptation. It is characterized by gradual decision of productive and interpersonal problems. It also characterized by crossing to the stable work. As a rule, this process of adaptation comes after 1-1.5 years of the work . If it process is regular, it will be more effective in few months of work.

In this chapter we considered methods for development of potential of a labour power. Also it were noted two directions of adaptation and some aspects of adaptation. We showed the success of adaptation depends on the row of conditions. It were offered organizational decisions of problem of structural fastening functions of management of adaptation. Also it were offered possible decisions on technology of managerial process of adaptation. Besides this, we paid attention to realization of principles of the organization of the work which are rendered motivational influence on the personnel and facilitated process of adaptation of employees. On example table 1.1., we showed distribution of duties on dentition.

2. Analysis of the industrial-economic activity, the system of

management and the condition of adaptation process

In this chapter we will give the inormation about the Publishing Hause “Prapor”. The main industrial problem of the Publishing House “Prapor” - satisfaction of needs of the market in release of the various book and periodic literature, and also in manufacture of other kinds of the printed matter corresponding a structure of a printing house. After the brief characteristics of the PH “Prapor” will be given the analysis oh hiring and selection staff. Planning of the personnel in the organization actually is absent. The list of staff and funds of a payment affirm annually. On selection of the personnel the Publishing House does not resort to services of specialized firms.

The Adaptation sutuation in the PH“Prapor” will be described. Such a difficuld situation will show that the process of adaptation has to be improved. Purpose of development of the project which character can be defined as mainly social, is increase of corporate attention to problems of adaptation of again staying personnel, decrease in turnover of staff, growth of satisfaction by work.

2.1. Brief characteristics of the Publishing House “Prapor”

The Publishing House "Prapor" is opened joint-stock company, the polygraphic enterprise created in 1991. Its history totals 11 years in the market of polygraphic works in Ukraine, and the organization continues development and expansion of activity, rendering any more only polygraphic services to publishing houses, but also making own editions, the consumer goods.

The main industrial problem of the Publishing House “Prapor” - satisfaction of needs of the market in release of the various book and periodic literature, and also in manufacture of other kinds of the printed matter corresponding a structure of a printing house.

The open joint-stock company the society which actions are distributed among its founders or other, in advance certain circle of persons admits. Such society has the right to spend the open subscription to actions let out by it or to offer them for purchase to a unlimited circle of persons. The Publishing House "Prapor" specializes basically on release of the art, study of local lore literature, dictionaries, directories. [7; interview]

2.2. Analysis of the hiring and selecting the staff and adaptation process in the Publishing House “Prapor”

Planning of the personnel in the organization actually is absent. The list of staff and funds of a payment affirm annually. On selection of the personnel the Publishing House does not resort to services of specialized firms. Each post (trade) of the list of staff has the corresponding duty regulations corresponding ETKS. The competition of candidates at selection of the staff on vacant posts practically is not present. Exception is made with a trade "printer" owing to the highest wages. Selection is made according to a work-record card of the candidate. The requirement of recommendations, characteristics from the previous place of work, gathering of the information on candidates does not practise. With employed the typical labour contract consists.

The basic directions of perfection of selection and hiring of workers can be development of an individual approach to the candidate, carrying out of testing at employment, application of a trial period, an individualization of the labour contract regarding granting guarantees and indemnifications, payments of the most valuable employees. Process of adaptation of the personnel in the Publishing House "Prapor" is ignored. So, there is no technology of adaptation, the documentation on process of adaptation, there is no expert which official duties would include functions on adaptation of new workers. The institute of preceptorship is not developed. Thus, process of adaptation should be constructed from the basis.

The estimation of candidates at employment actually is not made by ways others, rather than documentary acknowledgement of qualification. During work periodic certification of the personnel to which surcharges for harmful working conditions (printers, type-setters, programmers, etc.) are appointed is spent, And also certification with a view of:

- planning and carrying out of actions on protection and working conditions according to operating normative legal documents;

• certifications of industrial objects on conformity to requirements on a labour safety;

• decisions of a question on communication of disease with a trade at suspicion on occupational disease, establishments of the diagnosis of an occupational disease, including at the decision of disputes, disagreements in the judicial order;

• considerations of a question on the termination (stay) of operation of shop, a site, the industrial equipment, change of the technologies representing direct threat for a life and (or) health of workers;

• inclusions in the labour contract (contract) of working conditions of workers;

• acquaintance working with working conditions on workplaces;

• applications of is administrative-economic sanctions (measures of influence) to guilty officials in connection with infringement of the legislation on a labour safety.

To an estimation of the personnel it is possible to consider the approach traditionally limited and demanding perfection with a view of optimization of an estimation at a stage of selection of the personnel. [8;48-51]

2.3. Inference of the results after the analysis of the hiring and selecting

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