Job description of the lead development manager. Development manager job description

HR Development Manager is engaged in planning, coordinating and monitoring the work on training and development of personnel in the company. This specialist must evaluate professional level employees of the company, as well as candidates for open positions, identify training needs, study market prices for training. We present you a sample HR development manager job description.

Job description personnel development manager

APPROVE
CEO
Surname I.O.________________
"________"_____________ ____ G.

1. General Provisions

1.1. The Human Resources Manager belongs to the category of specialists.
1.2. The personnel development manager is appointed to the position and dismissed by the order of the head of the company on the proposal of the head of the department.
1.3. The HR Development Manager reports directly to the head of the department, another official.
1.4. During the absence of the personnel development manager, his rights and obligations are performed by a person appointed in the prescribed manner.
1.5. A person with a higher psychological or pedagogical education and work experience of at least one year is appointed to the position of a personnel development manager.
1.6. The Human Resources Manager should know:
- orders, instructions, directives, instructions and other normative and administrative documents regulating the work of the manager for the training and development of personnel;
- legislative and regulatory legal acts, teaching materials on personnel management, labor legislation;
- Fundamentals of psychology, sociology, pedagogy and labor organization;
- the structure and staff of the enterprise, its profile, specialization and development prospects;
- personnel policy and enterprise strategy;
- basics of marketing;
- modern concepts personnel management;
- basics work motivation and personnel assessment systems;
- market conditions work force and educational services;
- psychological mechanisms of interpersonal and group communication;
- advanced domestic and overseas experience in the field of personnel management;
- the procedure for registration, maintenance and storage of documentation related to personnel and their movement;
- the procedure for drawing up plans for the training, retraining and advanced training of personnel, curricula and programs, other educational and methodological documentation;
- organization of the process of continuous training of personnel;
- progressive forms, methods and means of education;
- the procedure for financing training costs;
- methods for analyzing the effectiveness of training, retraining and advanced training of personnel;
- the procedure for keeping records and reporting on the training and advanced training of personnel;
- funds computer science, communications and communications;
- culture of work and ethics of business communication;
- Fundamentals of economics and management;
- Fundamentals of legislation on labor and labor protection of the Russian Federation;
- the charter of the company, its staffing, the rules of the internal work schedule;
- rules and regulations of labor protection, safety measures, industrial sanitation and fire protection.
1.7. The HR Development Manager is guided in his activities by:
- legislative acts of the Russian Federation;
- the Charter of the company, the Internal Labor Regulations, other regulatory acts of the company;
- orders and directives of the management;
- this job description.

2. Responsibilities of the personnel development manager

The Human Resources Manager does the following: official duties:

2.1. Plans, coordinates and controls the training and development of personnel in the company.
2.2. Analyzes training needs for developing new programs or modifying existing ones.
2.3. Prepares training materials and materials for the orientation of new employees in the company.
2.4. Confer with management to identify training needs.
2.5. Develops training materials for distribution.
2.6. Develops procedures for testing and evaluating trainees.
2.7. Evaluates the effectiveness of training programs and the work of the trainers themselves.
2.8. Formulates training procedures and schedules using information on identified training needs.
2.9. Interprets and explains legislative instructions in the field of training, and provides information and assistance to trainees, supervisors and other stakeholders.
2.10. Designs procedures using individual training, classroom training, presentations, conferences, on-the-job training, etc.
2.11. Prepares a budget for training a department or the entire company.
2.12. Evaluates training programs for their compliance with state standards.
2.13. Evaluates the professional level of the company's employees, as well as candidates for open positions.
2.14. Coordinate and manage training.
2.15. Coordinates employee continuing education programs.
2.16. Develops goals and objectives of courses and trainings.
2.17. Develops training evaluation procedures.
2.18. Develops training programs.
2.19. Edits teaching materials.
2.20. Examines market prices for education.
2.21. Prepares audio, video and handout support materials.
2.22. Creates training schedules.

3. Rights of the personnel development manager

The HR Development Manager has the right to:

3.1. Get acquainted with the draft decisions of the company's management regarding its activities.
3.2. Request personally or on behalf of the immediate supervisor from the heads of the company's departments and specialists information and documents necessary for the performance of his duties.
3.3. Submit proposals for improvement of the work related to the responsibilities provided for in this instruction for consideration by the management.
3.4. Within the limits of his competence, report to his immediate supervisor about all the shortcomings identified in the course of his activities and make proposals for their elimination.
3.5. Require the management of the company to assist in the performance of his duties and rights.

4. Responsibility of the personnel development manager

The HR Development Manager is responsible for:

4.1. Improper performance or non-performance of their official duties provided for by this job description - within the limits established by the current labor legislation of the Russian Federation.
4.2. Offenses committed in the course of their activities - within the limits established by the current administrative, criminal and civil legislation of the Russian Federation.
4.3. Causing material damage to the enterprise - within the limits established by the current labor and civil legislation of the Russian Federation.

The job description of a sales manager is main document defining the order and mechanism of its work. It reveals the existing requirements for candidates for the position, contains a list of the immediate job responsibilities of the employee, the functions performed. In addition, the rights of employees, the knowledge assessment system and the basic working conditions are determined.

The general provisions of the job description define following:

In addition, there is scroll what the specialist should be guided by in the performance of his duties:

The procedure for organizing sales and marketing of the organization's products.
Separate orders of the management, as well as general provisions enterprises related to the management of the sale of goods.
Existing labor protection rules that are common to all organizations operating in the territory of the Russian Federation.
Directly in the paragraphs of his job description.

An applicant who is accepted for a position must have such information:

The list and content of laws and regulations relating to the regulation of the sale and sale of goods and services.
Various materials that contain the rules and basic principles of marketing and increasing sales.
The main methods of work carried out both personally by the manager and employees of his department.
The principles of organizing office work, taking into account the characteristics of the direction of the company.
Up-to-date information, including information obtained from foreign sources, on sales experience, analysis of activities and improvement of labor efficiency.
Performance appraisal system.
The procedure and form of reporting, the procedure for interaction in the course of the activities of the unit.
The rules of the labor schedule of the organization.

Functions and job responsibilities

Main Functions that the sales manager must fulfill, as well as his official duties, according to the instructions, are:

Development of methods and technologies for the implementation of sales of goods.
Development and improvement of the main schemes for marketing products within the framework of the organization's activities.
Organization of various events aimed at pre-sales activities, the main purpose of which is preparation for the start of sales of a new product or cooperation with a new counterparty.
Creation of certain conditions that ensure the satisfaction of the current demand for certain products.
Monitoring compliance with the existing items of business plans that are used in the process of conducting work activities.
Compliance with the main conditions of contracts and agreements signed with clients and counterparties, if necessary, making changes on a bilateral basis, which are registered by an additional agreement to an existing one.
The study of the market of goods, the sale of which the manager is engaged in. Such a function applies not only to the region in which the manager works - in his work he must necessarily use the results of neighboring regions and cities in order to be able to apply any methods and technologies in his activities.
Anticipate growth and decline in sales depending on third-party factors and respond accordingly to such changes.
Conduct an analysis of the activities of the company's competitors, especially specializing in the sale of similar products and goods.
Collect and summarize information that indicates the volume of sales of products for a certain period of time, fluctuations both up and down, the reasons for such changes. In this regard, making proposals to higher management or taking actions within their competence.
Analysis of the main trends in the sales market of goods, obtaining basic information regarding the demand forecast, as well as planned releases of goods and products by competing firms.
Analysis of the basic needs of buyers, the study of the main factors influencing it, the division of statistics by major regions and zones.
Development of schemes of actions aimed at carrying out various activities to increase the sales of a particular product. Such a function is performed both for a general increase in sales, and to prevent the planned decline in interest in the product.
Development of measures to increase sales by using the most effective materials and methods, while using the best practices of competitors and other companies whose specific activity is also related to sales.
Emphasis in work on building strong relationships with major trading networks. Constant maintenance of relationships, holding promotions for regular counterparties, from which both the client and the organization in which the manager conducts his work benefit.
Building relationships with various wholesale companies, analysis of cooperation opportunities, study, together with other departments, of the possible benefits from signing contracts with such counterparties.
Identification among existing legal and individuals potential clients and establishing business contacts with them.
Negotiating with clients of any level, since even small retail in a certain amount brings companies their share of income.
Active participation in the development of pricing for clients of various levels. Negotiating with clients in such a way as to extract the maximum benefit for your company in terms of the price of the goods, but, at the same time, provide the possibility of cooperation on more favorable terms for the client than competitors can offer.
Conducting direct negotiations on cooperation. During negotiations, a step-by-step discussion of such issues should take place: conveying to the client general information on the product or group of products that the organization wants to offer for sale, providing information about the main advantages of such products, possibly mentioning existing shortcomings, but in such a way that they were truthful, but at the same time did not scare the counterparty from cooperation. If the client has any doubts about the need to cooperate with the manager's organization, the skillful management of truthful information in order to convince the client of the opposite. Communicating to the consumer the main positive aspects of cooperation in general, what the client can expect in the future.
Determination of the form of payment that will be used when paying for the delivered goods. In this case, both the wishes of the client and the capabilities of the company itself, of which the sales manager is an employee, are taken into account. In this case, a cash form of payment, non-cash, by checks, by open account using bank transfers. Determining the possibility of granting a deferred payment and the main conditions for repaying the debt (through certain time, upon subsequent delivery, etc.).
Development, both within its competence and together with other departments, of a system of discounts that are beneficial, first of all, to your company and those that can attract customers to cooperation.
Organization of the main work and actions performed that precede the direct signing of the contract with the client. This may include working out the basic rights and obligations of one and the other parties, determining the ways and forms of fulfilling obligations, reconciling existing disagreements on the main points of the agreements. Analysis of documentation provided by counterparties for compliance with its main company standards, if necessary, request for additional papers.
Participation in the direct conclusion of contracts with the possibility of subsequent management of the client and control over compliance by both parties with the points specified in the agreement.
Control of counterparties entrusted to the manager for timely payment for the delivered goods. In the event that for some reason the counterparty does not pay for the delivery on time, taking appropriate measures to eliminate such a fact.
Organization of the collection of information on data from the sale of goods both from customers with whom a cooperation agreement has only been concluded, and from those who have been supplied with goods for quite a long time.
If necessary, support for the shipment of goods to customers, such activities are possible both on initial stage cooperation, and throughout the entire period of work.
Analysis of data on the quality of the supplied products, collection and generalization of information, if necessary, sending a claim to the manufacturer. It is possible to organize the return of goods that, for any reason, cannot be sold and used for their intended purpose.
In case of any claims on the quality of goods, timely response to information in order to resolve the conflict as much as possible.
Analysis and response to those events that impede the increase in demand for products.
Control of all existing quality indicators for product packaging, rules of use.
Reporting information to the client on the terms of sale of products, their storage and the main conditions of sale.
Maintaining constant contacts with existing customers in order to avoid the outflow of counterparties.
Creation of various information bases of the company's existing clients. Such data may be presented in tabular form and contain information about the address of the counterparty, basic details, including those that may be contained in payment documents, telephone numbers of managers and employees of counterparties who can be contacted regarding the resolution of various issues, the name of the head, leading experts. In addition, shipments of products made to a specific client, statistics on returns, the history of current payments, etc. are entered here.
Renegotiation of contracts with contractors when it is impossible to prolong the current ones and the desire to continue cooperation.
Ensuring participation in ongoing events (exhibitions, fairs) to increase the number of customers and increase sales.
Participation in the advertising companies and, if necessary, coordination of the actions taken.

The sales manager is entitled to following:

Obtaining information about internal changes in the work of the company that relate directly to the employee.
Obtaining information about the availability of documents necessary for the work of the manager.
Making suggestions to higher management on improving the principles of the company, as well as improving the sales scheme.
Requesting, personally or through the manager, reporting information regarding counterparties maintained by the sales manager.
Request for assistance in the implementation job duties.

The manager may be responsible for following:

For the consequences of decisions made that were made within their own competence without additional approval by management.
For failure to fulfill their official duties, determined by this instruction.
For violating any laws and regulations in the course of their work, even if they were carried out to bring more profit to their company.
For causing material damage to your organization by your actions in the performance of official duties.
For the deterioration of the company's reputation, which led to a decrease in sales or an outflow of counterparties.

Reporting system

The applied system of reports on the work done by managers is aimed at monitoring their activities, which can be expressed in direct benefit, and exclusively in the work done. In particular, the reports may contain such information:

Number of days worked.
Late.
The number of calls made by the manager. Both the overall indicator and those that led to a certain result are indicated.
Meetings held with existing and potential customers that led to the conclusion of new contracts or an increase in sales volumes.
The number of products delivered to counterparties, which are managed by a specific manager.

Peculiarities

Consider the main features of positions that also relate to the process of selling goods - senior manager and sales development specialist.

The main feature of the performance of labor duties will be overall control of all activities performed by middle managers.

Perhaps a senior manager will independently oversee some projects and manage large clients.

In general, the order of performance of work in such a position is determined in accordance with the internal procedures of the company, the size of the sales department, as well as overall structure both the entire company and individual departments.

A senior manager may be held responsible for the mistakes of his subordinates, which arose due to an insufficient degree of control on his part.

Sales Development Specialist

Job responsibilities of a Sales Specialist can be narrower than a sales manager and concern not certain clients of the company, but any aspects of the company's work.

On the other hand, the organization also has the right to independently determine their job responsibilities. These may include both a separate analytical study, and the collection of certain information, generalization of data, etc.

This video presents Additional Information writing a job description for a sales manager.

Every organization that loses prospects will be doomed to failure. Because of this, everything large companies allocate resources for development. The choice of the path that the enterprise will take will depend on its type of activity. In any case, you will need a specialist - a business development manager. He can find new markets for products, negotiate with potential customers, etc.

Each specialist working at the enterprise has his own job description, the business development manager is no exception.

What is the job description of a manager and director of business development

Essence and purpose

"Movement is life" this rule especially true for companies. After all, if things often go well at the initial stage, over time it will be necessary to go to a higher level. If this is not done, then the activity of the organization will be reduced over time. Just for such a case, business development managers are hired in the company.

Its main activities include establishing a good atmosphere within the team, working with clients, including the search for new markets. His work helps to establish the right communication between management and subordinates.

To do this, the development manager will need access to information about the state of affairs within the organization and in the industry market. He must always operate only with the most up-to-date statistics. Also, the development manager can represent the company in negotiations with customers and suppliers.

What regulations govern

The job description is regulated by article 68 part 3 labor code RF.

Kinds

Sales Development Specialization

The employer who hired such a specialist first of all wants to increase sales and enter new markets. An experienced company employee who has already proven himself to be very effective can often be appointed to such a post.

One of the duties of such a manager is to make forecasts of the organization's sales indicators for a specified period of time.
In addition, a good specialist establishes a constant work of the sales department, with the help of proper planning. This is possible thanks to a carefully drawn up action plan for each employee individually and for the department as a whole.
Also, such a specialist must train and prepare new employees for work.

The main task for the manager is to manage the organization's customer service process:

Negotiations and preparation of necessary documentation;
Customer service (order processing);
Accompany the entire document flow of the order;
Track the shipment of deliveries for customers, as a result of which interact with the logistics department.

Specialization in network development

The activity of this employee is related to the development and establishment of the effective operation of the network outlets. The manager is required to appoint and remove managers for each outlet. He can also choose a location for opening a new store and negotiate with the owners of the premises.

The immediate task for a specialist is to maintain competent advertising campaigns that are aimed at popularizing the chain of stores. You also need to constantly monitor the activities of competitors.

The manager must constantly work with the store staff, including resolving conflicts and considering their proposals regarding the optimization of activities. He can also develop a system of remuneration, bonuses, etc. that stimulates employees.

Specialization in company development

This specialist must have a higher education and significant knowledge in marketing and psychology.
Such a manager is obliged to analyze the market, competitors and implement projects of varying complexity. In addition, he will be looking for new customers, negotiating with them, concluding contracts.
The specialist must also be familiar with sales planning and forecasting for a certain period of time. It is desirable that he be familiar with the current legislation and the economy.
His activity also concerns the organization of trainings for employees of the enterprise.
The duties of the manager include additionally maintaining data about each employee and planning based on their personal data and the results of possible career growth.

Specialization in employee development

The activity of this specialist is devoted to the development and training of professional skills among the company's employees. He is responsible for organizing trainings and training seminars. Therefore, the manager is responsible for how professional the employees are and how their work meets the requirements of the enterprise.

His responsibilities include assessing the current level of knowledge and training of employees. Based on the data received, a training plan will be drawn up. It can include both the training of an entire department and several employees. In addition, the manager may involve third-party specialists to conduct training.

Specialization in regional development

The direct responsibility of this manager is the constant work with representatives of the enterprise. He must also carry out constant analysis their activities and take measures to improve labor efficiency.

Specialization in Organizational Development

This specialist is required for companies that have reached certain heights of development and in order to continue growth they need to reorganize the management structure. In other words, you need a specialist who will help solve organizational issues.

Such a specialist must have higher education, have knowledge about marketing and psychology. The manager is also responsible for staff retraining (training, trainings, seminars, etc.).

Who makes up and where it is used

This instruction is being compiled. Due to the fact that there are many types of development manager services, the requirements in the document are prescribed individually for the current needs of the company.

A detailed display of the requirements for a specialist in the instructions is also important so that there is no controversial situations relating to rights, powers and responsibilities. The job description is used when hiring. The applicant must familiarize himself with its provisions in writing, after which an employment contract will be signed.

Instructions

As a rule, 4 sections should be displayed in the job description.

A sample instruction sheet can be downloaded.

Development Director's CI (sample)

General provisions

Displayed here:

The title of the position itself;
To whom does the specialist report?
Requirements for education and qualifications;
Who will report to the specialist;
The order of his replacement.

Rights

To perform effective work, the manager will need to have the following rights:

Request data and documentation from all departments of the company to solve certain problems;
Acquainted with ;
Offer management plans to improve the efficiency of the organization or team;
Require management assistance;
Issue orders to subordinate employees and monitor their implementation;
Negotiate with clients;
Search for new clients for the company;
Negotiate contracts (if applicable).

How to hire an employee for the position of director or business development manager in the field of B2B:

Job Responsibilities

This item is individual for each company, as it depends on its needs. Here are the main provisions:

Organization of the development plan for the development of the company;
Develop a long-term strategy for the development of the organization;
Prepare plans for the restructuring of the enterprise;
Propose to management plans for the development of new activities for the organization;
Search for new customers and markets;
Organize training sessions for company employees;
Establish communication between departments within the organization;
Analyze the results of development programs;
Prepare reports based on statistics and analysis of development programs.

A responsibility

This specialist is held accountable for the consequences of his decisions and actions. She may be:

Disciplinary. If the specialist does not fulfill his duties;
administrative or criminal. Everything will depend on the severity of the offense;
Material. If a specialist, due to his activities, has caused severe damage to the company.

A business development manager is a valuable specialist who becomes very important when a company reaches a certain level of growth. Upon reaching which it will need for further development of the adoption of a series of reorganization measures. If this is not done, then while maintaining the old management structure, the company simply will not master the new prospects and will lose customers.

The position of a company development manager is quite universal, but his activities involve many tasks. His work is close to that of a director: he participates in advertising campaigns, carries out activities to reduce costs, introduces a new product to the market.

A development manager is necessary for absolutely every enterprise, regardless of its scale, niche, organizational and legal form.

What is a development manager for?

The instruction of the company development manager is very rarely spelled out clearly. Why? It has two the reasons:

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Firstly Often, instead of the position of a development manager, a company hires a training specialist, a training manager. This specialist is engaged in similar functions - training, as well as the formation of personal productivity of employees.
Secondly, in some HR services there are universal specialists who deal with all HR issues at once.

Therefore, not all companies have the position of a development manager, although one way or another, some other specialist is engaged in the function of improving the professionalism of employees.

A similar position is held by a corporate development manager. However, the functionality is significantly different. This specialist works for a division engaged in the development of the company and transaction support. And the development manager deals with the main strategic tasks of the company. He is busy promoting promotions, market research, seeking to increase the profitability of the activities carried out by the firm.

A qualified employee in this position, who does his job well, can further achieve a promotion, grow to a commercial or CEO. The development manager manages the production process, performs the organizational work of the company, explores the likely ways of developing the company, the specifics of the market niche in which it is possible to grow. In addition, he monitors the timeliness of the execution of ongoing projects.

Job Responsibilities of a Development Manager are as follows:

find and attract customers;
conduct negotiations, consultations, conclude contracts with customers;
control marketing, affiliate advertising and dealers;
monitor competitors (price structure, assortment, advertising);
create reports on the results of research;
open new outlets, control their work.

Other functions of a development manager may include:

participation in exhibitions, conferences;
organization of training of sellers, distributors.

Expert opinion

In modern business, without development managers - nowhere

Andrey Solodovnikov,

Head of Consulting Projects Group, Audit and Consulting Group Business Systems Development, Moscow

Today, the importance of the impact of strategic decisions on business results is increasing. The volume of work related to the selection and preparation of solutions, forecasting the state of markets and environment, with the creation of competitive differences. The peculiarities of strategic and operational activities dictate the need to master new development management technologies, and the requirements for managers and specialists involved in development are growing. The functions of classical marketing no longer fully meet the needs of the business in determining growth paths. Therefore, today many enterprises have realized the need to introduce the position of a development manager or to allocate a development management unit. A company that has created such a department receives the following benefits:

clarity of goals and ways to achieve them, structuring, systematization of development processes;
personifying responsibility for development results, consolidating a single control center responsible for all structural changes, coordinating development work, including functional services;
a managed, consistent process of change that can be controlled (instead of disparate, informal processes - formal procedures);
the formation of professional human resources who are most interested in development, the opportunity effective motivation development service personnel, taking into account benchmarks;
more balanced management decisions due to the emergence of a system of balances (internal competition between the operational and strategic blocks).
increase the efficiency of resource use, reduce the cost of changes.
improvement of information and analytical support for management decisions.

Summarizing, we can say that strategic management reduces business risks and improves the outlook for key business indicators (level of competitiveness, shareholder value, crisis resilience).

Development manager: areas of activity and functions

Retail development manager

The instruction of the retail network development manager includes the functions of managing outlets, starting with the opening and selection of the manager of each of the outlets to resolving lease issues. A development manager retail network organizes and conducts advertising campaigns, gets muddled marketing activities, analyzes the competitive environment, works with the team, helps to resolve conflicts, considers the opportunities that come from product implementers.

In addition, the retail network development manager optimizes the work of points of sale in order to increase profits, makes a proposal to introduce an optimal system of salaries and incentives for employees. He can ask for an increase in wages for him and his subordinates, brings out all sorts of ideas and offers them to his superiors, demands that he be provided required documents. The retail network development manager is responsible for late tasks or poorly done work of subordinates, violation of the law, cases of damage to the company.

A development managerpersonnel (social development)

He is busy planning and coordinating activities that are aimed at educating people working in the firm. To do this, the social development manager develops new programs or improves existing ones, takes part in collective business negotiations, and brings up issues related to training for discussion.

The tasks of the employee development manager are to participate in testing and assessing the level of professionalism of the company's employees, manage trainers, and set goals. The social development manager assesses the effectiveness of training, sums up the final results on the qualification training of employees. The specialist also draws up a schedule according to which the training takes place.

The social development manager is authorized to study the projects of executives who are directly linked to him. The specialist has the right to demand documents and other information data for the sake of more productive activities, to propose adjustments in order to improve working conditions.

Organizational Development Managercompanies

Such an employee must have a specialized higher education, possess marketing skills, and understand psychology. An organizational development manager must have developed the skills of planning, market analysis, project management at any level, attracting customers and partners, forecasting the level of sales and drafting contracts. In addition, an organizational development manager needs to have basic knowledge of the fundamentals of legislation, economic literacy, and the ability to competently prepare documents.

For a development manager, the job description, in addition to the above, implies the skill of conducting training sessions for company employees. The specialist prepares reports on the activities carried out and sends them to the authorities for consideration. Another obligation is to maintain an information base of the firm's employees to consider career opportunities for the best employees. The organizational development manager can receive information data, access to the necessary documents.

Within the limits of the authority given to him, the organizational development manager can sign various official papers. In addition, he must know the instructions, which spell out his obligations and powers. The organizational development manager is responsible if any violations occur or the enterprise is actually harmed.

Company development strategy: instructions for development

Territory development manager(regional development)

This specialist analyzes the activities of distributors, representative offices, identifies opportunities for raising the level of productivity of their work:

controls the implementation of performance standards by the employees of the representative office;
controls the fulfillment of the goals that were set for the representative office;
takes part in the process of forming plans for the strategy and tactics of market development;
is engaged in ensuring the implementation of the objectives of the tactics that were set for the company;
responsible for the implementation of sales plans;
conducts audits of points of sale;
analyzes the repayment of receivables of the representative office;
conducts the development and implementation of measures that identify and reduce receivables;
organizes the system of reports of the regional representation;
monitors the timeliness of the submission of reporting documents;
oversees internal reporting in the field;
conducts training for employees of the local representative office, and also implements or monitors the implementation of certain general standards;
conducts training for wholesale managers and supervisors of local sales in general standards;
trains the sales team of a regional point in direct work with a client and analyzes specific situations;
analyzes and develops sales channels (including sales in areas that have not yet been developed and connecting potential customers to a branch or representative office);
establishes mutually beneficial relationships with existing and new customers;
works with distributors and major customers;
monitors the work of distributors together with the head of the regional point to raise the level of sales and part of the company's market in a particular region;
participates in the formation of distributors' orders;
participates in the preparation and implementation of programs aimed at promoting products in a particular region.

Market Development Manager

Often, the market development manager is confused with the sales specialist, since he also works with sellers. The main task of the market development manager is to increase the level of sales, get more income, while maintaining a high level of customer satisfaction. The job description of a sales development manager includes planning the necessary outcomes and actions to be taken. Planning can be carried out for departments, certain employees or the entire company.

Job Responsibilities of a Market Development Manager

The market development manager identifies the company's future customers in order to generate interest in the company's products and services. Presents to current and future customers the potential of a product or service.
Engaged in the development marketing strategy and sales, along with other managers. In addition, the market development manager conducts strategic implementation through customer visits, presentations, technical support sessions and customer problem solving, advertising campaigns.
The market development manager provides advice to other product managers and line managers on market entry and retention issues, and forecasts supply and demand dynamics.
Coordinates and monitors product development in projects and technology departments of the company:

makes final decisions on the need for research on certain design ideas;
the market development manager is busy budgeting, analyzing and forecasting the return on investment in R&D;
takes part in the development of R&D work schedules and the preparation process production process;
the manager carries out the pricing of the product;
takes part in the process of developing and implementing a marketing plan for the product and its distribution channels;
conducts testing of prototypes in market conditions.

The market development manager is in contact with the management of corporate clients, monitors the quality of customer service.
Engaged in the industry information base of projects and technologies.

Company development manager

The employee must know marketing system and fundamentals of psychology. It is also important for him to have the skills of planning, market analysis, project management, attracting customers and partners to the company, forecasting the level of sales and conducting documentary work. In addition, the development manager of the company needs to know the legal rules and the economic base.

The job description of a company development manager also implies the skill of conducting training sessions for employees. He draws up reports on his own activities and sends them to the management. He also maintains a team base in order to consider career prospects for employees.

The company development manager receives an information component and access to the necessary documents. It is in his authority to approve documents. The enterprise development manager is responsible in the event that violations occur during the period of its operation and the company is harmed.

Corporate Development Manager

To specialists whose job responsibilities include the formation and development corporate culture, general requirements:

higher sociological or psychological education;
Ability to work both in a team and independently;
availability of analytical abilities and skills in working with sociological information;
developed organizational skills;
teaching skills, conducting seminars;
attention to detail and the ability to highlight the essence.

Among the key skills necessary for the effective fulfillment of the obligations of a corporate culture manager, we can distinguish:

diagnostics of corporate culture;
the process of collecting and systematizing data;
analytical actions;
development of recommendations for the development of corporate culture, increasing staff loyalty and improving the motivation system;
the skill of preparing and holding events on work issues;
selection of future employees taking into account the corporate culture;
creating a healthy atmosphere among colleagues.

Development manager job description

A useful function of the instructions for the position of development manager - fixing candidate qualification requirements. The position of a development manager is not in the qualification directory, as well as clearly defined requirements, i.e. the employer himself thinks what requirements his employees will meet. So that there are no discrepancies regarding the justification for refusing to hire, it makes sense to prescribe them.

An employee developing a development manager instruction should use a single documentation structure from 4 main sections.

General provisions.

The first section contains the following information:

job title (development manager);
a chain of command (and an indication of who is responsible for hiring and firing);
qualification requirements to education, experience, perhaps indicate the skills that the authorities want to see in the applicant for the position of development manager;
the presence of subordination;
substitution rules.

Rights.

What kind of powers to give the development manager - is decided in a particular company.

For the effective resolution of tasks, a development manager must have the freedom to make decisions that are included in his competence. Thus, he may be granted, for example, the following rights:

request information data and documents that will be useful for solving the tasks set from all departments of the company;
to get acquainted with the decisions made by the leading persons;
convey to management their assumptions on opportunities for improving the business process;
demand from the leading person assistance in the observance of duties;
issue administrative remarks to subordinates, take control of their performance;
take part in business conversations with consumers;
attract partners to cooperate with production;
sign (vise) the documentation in their competence.

Job responsibilities.

This part of the job description spells out the obligations that the development manager will fulfill, namely:

carry out the development of a general concept for the development of the company;
carry out the development of a company development strategy, and on its basis create a single development plan;
develop programs for the restructuring of the company, monitor their implementation;
offer management structures and individuals options for mastering those areas that are not yet involved;
search for uncovered markets and ways to develop them;
create a tandem of departments of the company to implement the planned growth program;
analyze the results of the program implementation;
prepare performance reports.

A responsibility.

The enterprise development manager is held liable if, after his decisions, the company was harmed. Liability can be of the following types:

disciplinary;
administrative or criminal;
material.

Sometimes the position of a development manager implies a certain specialization, for example, a business development manager, a territory development manager, etc. The job description of such an employee necessarily reflects the features characteristic of this particular area. For example, in Territory Development Manager Job Responsibilities the following areas of activity can be included:

analytical work and development of sales channels in the specified territorial zone;
development and implementation of activities for the functioning of new branches or departments;
selection of candidates for the positions of heads of divisions to be opened.

In each of the listed options, the development manager is tasked with developing and implementing the set of measures that will be aimed at the growth and development of the enterprise.

Requirements that a development manager must meet

This specialist must be both an analyst, and a strategist, and a marketer, and an economist, and a competent leader. Customer communication skills and sales experience will be extremely important for a development manager.

Personal qualities

A business development manager is, in fact, a leader. For this reason, leadership and organizational qualities should be inherent in him. He must have strategic and analytical thinking, must have the ability to lead subordinates and take responsibility.

Decisiveness, resistance to stress, the ability to establish contact with people, sociability, knowledge of psychology - also important qualities his character. As a rule, knowledge of foreign languages will not be superfluous for business negotiations or correspondence with foreign partners.

Professional skills

A mandatory requirement for a development manager is a higher education, preference is given to such areas as economics, public relations, and marketing.

Also a good factor for a manager is basic knowledge in the field of psychology, the knowledge base of such a specialist usually includes possession of basic computer programs(Word, Excel), literate Russian, sales and document management skills (the ability to draw up and execute documents).

In addition, a development manager often has to get out of not the most standard situations, so he needs creative thinking and diplomacy.

The salary of an employee for the position of development manager

The salary of such an employee is highly dependent on experience and development of professional skills.

Average wage

In the capital, it averages 50,000 rubles, in St. Petersburg - 39,000 rubles, in Nizhny Novgorod- 25,000 rubles.

starting salary

The starting salary for a candidate without experience is from 20,000 to 40,000 rubles. in Moscow, from 15,000 to 30,000 rubles. in St. Petersburg, from 12,000 to 20,000 rubles. In Nizhniy Novgorod.

Work experience more than 1 year

With experience, a manager is paid an average salary of 40,000 - 70,000 rubles. in the capital, 30,000 - 46,000 rubles. in the city on the Neva and 20,000 - 32,000 rubles. In Nizhniy Novgorod.

Work experience more than 3 years

High-class specialists who have worked in their specialty for at least 3 years, with experience in managerial work and business development from scratch, earn from 70,000 to 250,000 rubles. in Moscow, 46,000 - 150,000 rubles. in St. Petersburg, 32,000 - 80,000 rubles. In Nizhniy Novgorod.

Search and selection of candidates for the position of development manager

When starting to organize the search and selection of candidates, it is necessary to decide what work can be delegated, for example, recruiting agencies, and which one is better to do on your own. The search for development managers can be carried out using both internal and external resources of the company. Both methods have their own advantages and disadvantages. Often a company underestimates the opportunities that may arise as a result of searching for candidates among those who already work at the enterprise.

Internal selection

Internal selection includes several advantages:

it is much cheaper: it does not require costs or requires a minimum of funds for such processes as adaptation and training;
in internal selection, work is carried out with people who are well acquainted with the company, which allows them to easily go through an adaptation period in an unusual position for them;
internal selection motivates to better returns in the labor process.

When selecting within the company, they use following approaches:

the best of the candidates among the employees of the company are identified based on formal characteristics (level and type of education, seniority, professionalism, age, etc.)
organization of competitive events regarding the replacement of vacant positions.
a personnel reserve is formed.

External selection

When a manager is selected outside the company, the search will begin with answers to these questions:

Where is it possible to find candidates who are suitable for the position?
How are these candidates contacted?
How to make them interested in working for the company?

In order to create a flow of new employees to the company, it is possible to use various means: advertising in the form of advertisements for vacant positions in newspapers, magazines, radio and cable television. Recommended visits to industry or thematic exhibitions, job fairs. In addition to all of the above, sources workforce are also:

recruiting agencies;
employment services, labor exchanges;
personal acquaintances;
poaching the best specialists from other companies - this is done by "bounty hunters" (headhunters).

Candidate Selection Technology

Regardless of whether we are talking about our own or external selection method, in order to understand the degree of compliance of candidates with the requirements that exist for a given vacancy, we use a set of various methods that are aimed at a multilateral assessment of candidates. Complex selection methods that can be used:

preparatory selection (data about a person contained in the summary and in the results of the initial interview are analyzed);
collection of information data (from other people);
all kinds of questionnaires and testing (including testing of professional abilities);
group selection methods;
expert assessments;
solution of problems;
follow-up/interview.

A cursory conversation with a candidate for a managerial position will not give any complete and reliable impression of him. This is just a first impression and will not necessarily be true.

There is also such a moment: that the HR manager, that the candidate at the interview may have a headache, he may also be pestered by some problems or some trite Bad mood. Or even simpler - you can simply dislike each other. And when there are no clear selection criteria, a strong candidate can easily not get into the next round of the interview.

The reverse situation is also possible. A candidate may seem like a good conversationalist, and his profile will meet all the requirements, but who can guarantee whether a person will work successfully, whether he will achieve results, how quickly he will learn and how he reacts in difficult situations. In general, for each employer, a new candidate is always a “pig in a poke”.

Step by step guide on how to conduct an interview

Psychological test for candidates

In addition to the track record, references and success in the profession, which characterize the candidate for the position of development manager as a specialist, the employer must find out what kind of person is in front of him - the future member of the team. How will this person act in a difficult situation? Will he be able to take responsibility when it becomes necessary to make an independent decision? Will this be the cause of conflicts between colleagues?

Psychology tests are used to answer these questions. The reliability of testing does not exceed 70%, it depends on the methods used, as well as the level of professionalism of the interpreter.

In fact, when a professional works, psychological testing becomes a practically reliable source of data, and the more tests, the more reliable the information received. To conduct testing, as a rule, a set of tests is selected that cover intelligence, personal characteristics, level of motivation, etc.

Thanks to this process, you can get a lot of important information about the applicant:

how soon he is able to get used to the new conditions;
how it will accept the rules that are imposed from the outside;
the speed with which he acts;
the frequency with which a person will seek help;
whether a person is open to opportunities to learn something unexplored;
whether he quickly understands and adapts, etc.

Evaluation system for candidates for the position of development manager

Candidate evaluation system for vacant positions should be based on the following principles.

It encourages selectors to justify their choice against an agreed-upon system of criteria.
It is based on objective information and gives objective assessments to candidates.
It helps the employees of the organization participating in the selection system to more easily reach mutual understanding when evaluating candidates.

After the assessment of all candidates has been made, it is possible to proceed to the second stage, provided for by the system of objective assessments, to compiling an analytical table. It is formed in such a way that it contains a list of key requirements, when it would be possible to put an assessment against the name of each candidate on the corresponding basis.

Members can be divided into three subgroups:

A- certainly suitable for being included in the personnel reserve and transferred to a higher level position;

B- conditionally suitable for inclusion in the personnel reserve and for occupying a position of a higher level, but requiring additional training;

C- not suitable for inclusion in the personnel reserve and for occupying a position of a higher level.

Candidate selection steps

After the personal data provided by the candidates has been studied, and a decision has been made to invite them to an interview, a very important stage begins for personnel services- Candidates are selected. There are a number of successive steps here. At each, a part of the applicants is screened out due to the fact that there is a discrepancy between different requirements. Passing through these steps will help ensure a minimum number of miscalculations when choosing.

Step 1 Formed personal and autobiographical data.

Step 3 Interview.

It is carried out in order to collect the necessary data on personal and business characteristics future manager. As a result, there is a selection of persons who meet the qualification requirements. At the interview, you will have to pay attention to how the candidate looks (style of clothing, posture), what kind of culture of behavior he has (gestures, facial expressions, manners), what kind of speech culture (can he formulate a thought), can this person hear the interlocutor, and also the overall strategy of behavior during the interview is assessed (how active and interested the candidate for the position is; depends on the interlocutor or independence and dominance prevail).

Step 4. Trial.

The behavioral sciences have developed many different kinds of tests that help predict how effectively a manager will be able to perform a particular job. One type of screening test involves measuring the ability to perform tasks associated with the intended job. Examples include typing or shorthand, a demonstration of machine tool proficiency, a demonstration of speaking ability through verbal communication, or written works. Another type of test assesses psychological characteristics, such as intellectual level, interest, energy, sincerity, self-confidence, emotional stability and attention to detail. For such tests to be useful for candidate selection, there must be a significant correlation between high test scores and actual performance. Management must evaluate their trials and determine whether those who do well on trials actually perform better. effective managers than those that show lower results.

Step 5. The aptitude test procedure.

It is necessary to verify professional suitability during the selection of candidates, in addition, the procedure can be carried out from time to time as part of regular certification and for selection to the personnel reserve.

Step 6 Medical control and research using hardware techniques (if necessary).

Step 7 Analysis of the results of the test and a conclusion on professional suitability.

At this stage, the professional selection commission analyzes the results of the previous stages and prepares an opinion on the candidate's professional suitability.

Step 8 Employment decision.

Finally, the most suitable candidate for the position is selected, the final decision on his hiring is made and the necessary documents are drawn up (contract, order, etc.).

Important nuances that will save time when selecting staff

How to adapt a new development manager to work in a company

If you properly organize the adaptation period for a newly arrived development manager, then the effectiveness of the entire team will increase, and positive results will be achieved faster. And if the adaptation is poorly organized, the performance will certainly be an order of magnitude lower.

The Center for Creative Leadership conducted research, and according to its results, 40% of senior managers leave their jobs in the first 8 months of their career. Organizing adaptation badly means practically guaranteeing failure.

Development of an adaptation program

In order to correctly adapt employees, the HR manager must use a specially designed program.

The system of adaptation measures includes general and specialized adaptation.

General program introduces the whole company, touching on the following points.

The most complete picture of the company:

greeting speech;
directions of development, goals, problematic moments;
traditions, norms;
products and consumer;
activities;
structural form, relationships between departments;
an introduction to senior management;
internal relationships.

Salary.
Fringe benefits:

insurance;
temporary disability payments;
severance pay;
benefits due to illness of an employee, family members, benefits to mothers;
pension;
training in the course of work.

Occupational health and safety:

precautionary measures;
fire safety;
rules of action during accidents;
places where first aid is provided.

Employee relations with the trade union:

terms and conditions of employment;
destination, travel,
promotions; powers, obligations of the employee;
union regulations;
discipline and punishment.

Household component:

nutrition issues;
organization of recreation;
other.

The implementation of this adaptation program is followed by another, more specialized program. It includes moments that are associated with a particular department or workplace. As a rule, this program is led by line managers or mentors.

This program includes the following questions.

Department functions:

tasks, priorities;
structural form of organization;
relationships with other departments.

Powers, obligations and responsibilities:

description of the current work and the desired results;
an explanation of why this particular job is needed, how it relates to other activities in the department and in the company as a whole;
the length of the working day and the schedule of the development manager;
criteria for the quality of work performed.

Rules, regulations:

norms that are characteristic of a given type of activity or department;
safety regulations;
relations with employees of other departments;
catering, smoking in the workplace;
telephone conversations of a personal nature during working hours.

Division view:

fire alarm button;
inputs and outputs;
places where you can smoke;
places where first aid is provided.

5. Organization of acquaintance of the development manager with other employees of the department.

When working with a new employee the leader should focus on the following points:

It is necessary to remember about communication with the newly appointed development manager. Find out how things are going, invite a specialist for lunch or just drink coffee.
Remember that in every situation, any employee can, if necessary, come to you with their difficulties for advice or guidance and get your help.
A beginner should be involved in both long-term projects and short-term ones. It often happens that a new employee has an ardent desire to contribute his own mite to common work. However, you should not entrust a new development manager with large projects. Exceptions may be those situations where the activity of a specialist is indeed capable of making a tangible positive contribution to the company.
In addition to business scheduled meetings at certain times, you can ask your immediate supervisor to write a final report on the work that you have done. new manager for development.
It is necessary to allocate part of the budget to hold a corporate evening or a regular coffee break. Communication in an informal setting will unite the team and raise the team spirit.

Expert opinion

Ask a newbie more questions to understand exactly if he is right for you

Anna Sharygina,

independent consultant, Kharkiv

In the first two weeks of work, it is necessary to talk daily not only with the young manager, but also with his mentor; from the third week until the end of the internship ( probationary period) such interviews should be held weekly. Questions to ask the trainee and their mentor are listed below. After analyzing the answers received, you will evaluate the employee’s mood for further work, his understanding of the essence of his activity and will be able to stop wasting time and intellectual resources on a person if he has not shown himself properly.

At the end of the probationary period, you need to talk separately with the trainee in order to inspire him: with the start of independent work, he bears full responsibility for his actions. The following questions should be asked at this meeting:

Why would you want to work in this position?
Are you interested and why do you want to work in this position in our company?
What is important to you at work?
What do you expect from the company?
What are you ready to do for the enterprise?
What would you like to achieve in five to seven years?
Do you see prospects for growth in the company?

Surely some of these aspects you will already find out earlier in the interview. However, the answers that a candidate without experience will give you are more likely to resemble romantic fantasies. And months of training, internships and work will give the employee something that he will be able to actually feel his desires, interests in professional field, and give a much clearer and more realistic answer.

How to improve the effectiveness of a development manager

Development manager training can be carried out:

by advanced training on the topic "Systems of corporate training";
seminars and trainings on technological processes company training;
through self-education - to study the literature and periodicals of this direction;
passing qualifying exams for development managers, trainers, etc.

General methods of motivation applicable to development managers:

moving from one area of HR work to another;
deepening of specialization;
raising the level of professionalism (if they are present in the company);
moving to another department;
the authority to give lectures on behalf of the company at seminars, in social networks, etc.;
individual scheme of material motivation (extended social package, bonuses, bonuses, etc.).

Business Development Manager Key Responsibilities

The success and prosperity of any business directly depends on its development. As long as it has prospects and opportunities for growth, it will increase and bring everything big income. Understanding these trends, project managers need employees who can not only see these perspectives, but also implement systematic actions that lead to success. A specialist of this profile is a development manager.

Features of the profession: pluses

The profession of a development manager is relatively new, but quite in demand and well paid. Its main advantages are that it gives a high position in society, a platform for self-development and self-realization, and, of course, self-respect. It also provides opportunities for unlimited income with the embodiment of your wildest ideas and dreams.

Minuses

The profession of "business development manager" also has disadvantages - it is difficult to initially get a job without experience, the working day can be irregular, weekends and holidays can turn into working ones, sometimes you have to go on business trips. As a result, the manager's family will chronically lack attention (if he has a personal life at all). However, this profession can become a springboard from a low position in society to a middle or even high position without the need to open your own business.

What qualities should a development manager have?

A manager is first and foremost a leader, a manager. He must have managerial skills: organize events, manage people, conduct business negotiations. He must have strategic thinking, be a good coach and psychologist, be decisive, self-confident (but not self-confident), and have stress resistance. He must also be proficient in new technologies, because he will definitely need the skill of creating presentations, not to mention the ability to competently maintain business documentation, draw up plans and reports. Knowledge of foreign languages is welcome high level and having a car.

Job Responsibilities

The job description of a development manager may differ in each particular company. But each of them contains approximately the following general responsibilities:

The development manager must have a university degree in psychology, pedagogy or marketing.
He must know the norms of legislation, the basics of economics, sociology, labor organization, the rules for maintaining business documentation.
He must be computer proficient.
He should be able to develop thematic trainings for training employees in order to increase their efficiency.
He must also be able to develop, prepare or adapt training products in accordance with the direction of business development.
The development manager is also required to analyze the results of his work, keep records and provide reports to a higher head of retraining.
He needs to correctly assess the need for staff training and be able to draw up an estimate.
The manager must know how to maintain a database of employees with a plan for their development and career growth.

As we can see, the responsibilities of a development manager are extensive. But if you have ambitious plans, economic and psychological education, you are a quick learner and can teach others, then why not try yourself in this area?

THE BELL