Proceedings of the International scientific and practical conference ―New York Global Science Conference 2026‖ (March 6-8, 2026) / Publisher website: www.naukainfo.com. – New York, USA, 2026. - 250 p.

26 In the existing academic discourse, personnel adaptation is generally conceptualized as a process of adjustment to organizational conditions that encompasses social, professional, and psychological dimensions (Krushelnytska, V., Nykyforenko, V., Myroshnychenko, Yu., Lobenko, A., Podolska, V., Tsymbaliuk, S., Nevmerzhytska, S., Troian, A.). However, prevailing approaches tend to prioritize procedural aspects of onboarding, including task familiarization, compliance with organizational rules, and clarification of reporting relationships. While these elements are undoubtedly important, they primarily address the external organizational environment and rarely consider the internal cognitive and psycho-emotional processes experienced by employees during the adaptation period. At the initial stage of employment, individuals typically encounter elevated levels of uncertainty associated with new responsibilities, unfamiliar communication patterns, and increased informational demands. Such conditions often give rise to psycho-emotional tension, which may significantly affect cognitive functioning, particularly attention, working memory, and decision-making processes. Empirical research in cognitive psychology indicates that human information-processing capacity is inherently limited and highly sensitive to stress-related factors, which may impede effective learning and delay the formation of adaptive behavioural patterns. At the same time, advances in neuroscience have demonstrated the brain’s capacity for structural and functional reorganization in response to new experiences. Neuroplasticity enables individuals to acquire new competencies through the formation of neural pathways required for task performance and behavioural regulation. Nevertheless, the effectiveness of this process is largely contingent upon the conditions under which adaptation takes place and the level of psychological safety experienced by the employee during organizational entry. Unfavourable adaptation environments may activate defensive neurophysiological responses that restrict access to higher-order cognitive functions, thereby hindering professional integration. Within the interdisciplinary field of neuromanagement, increasing attention has been paid to the application of neuroscientific insights to managerial decision-making