PROGRAM FORMATION ADAPTATIONS OF HEADS AND EXPERTS TO ROTATION
Rotation of managers and specialists often violates the established stereotype of a particular employee's activity or consolidation of the production team. Horizontal rotation requires additional costs of vital energy, causes emotional stress, and in some cases a steady state of stress. With vertical rotation, the usual decision-making process is disrupted. This can lead to a confrontation between the leader and the team. A model has been developed for choosing the optimal adaptation program for rotation of specialists and managers using the hierarchy analysis method. Unlike the existing single rotational requirement for "employee professionalism", the model comprehensively considers professional qualities, communication skills, creativity, identifies the candidate's gaps for a new position for each of these competencies, quantifies the actual gap, sets an indicative maximum permissible gap. Using the model will allow: to reject potentially unsuitable workers to move up the career ladder; shorten the period of adaptation of specialists and managers to eliminate gaps in competencies while upgrading the skills of individual programs.