Management Development Process (Centers Of Excellence)

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All information in this Management Development Strategic Plan is based on fictitious assumptions. This plan is designed to demonstrate AH2 & Beyond’s capabilities to construct an effective Management Development Plan that meets your Centers of Excellence needs.

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Management Development Process (Centers Of Excellence)

  1. 1. Management Development Process (MDP) Resource Guide The MDP Resource Guide is a comprehensive manual outlining the Management Development Process (MDP)
  2. 2. Note: All information in this Management Development Strategic Plan is based on fictitious assumptions. This plan is designed to demonstrate AH2 & Beyond’s capabilities to construct an effective Management Development Plan that meets your Centers of Excellence needs.
  3. 3. Management Development Process 1. MDP General Information MDP Overview MDP Process Tree Roles and Responsibilities On-site Training Descriptions 2. MDP Competency Development Sales Director Job Competencies Phase I Expected Outcomes Phase II Expected Outcomes Phase III Expected Outcomes Career Development Plan
  4. 4. MDP OVERVIEW The Management Development Process is designed to be the industry gold standard for preparing candidates for increased leadership opportunities. This succession planning process has developmental opportunities and tools to successfully prepare leadership candidates to take on larger roles and responsibilities. This infrastructure should involve input from internal departments that have direct impact on the succession planning process. Coaches & Develops People Collaborates Across Boundaries Drives Performance Fosters Innovation and Continuous Improvement Inspires and Motivates Lives The Values Manages Business Complexity Sets Strategy and Direction The MDP is focused totally on the development of the Reps/Directors job competencies below. Developing a unique combination of online training, classroom instruction/seminars and on the job training will maximize developmental opportunities while minimizing impact on field time. These learning opportunities allow participants to immediately apply their newly acquired knowledge and skills to everyday business situations. Management Development Process
  5. 5. MDP Process Tree PHASE I E. Learning Modules Building Trust Guiding Conflict Resolution Valuing Differences Preparing Others for Success Adv Coaching Model Training Assignment Run a quarterly meeting PHASE II E. Learning Modules Skills for Building Commitment Leading Successful Meetings Facilitating Improved Performance Social Styles & Versatility Conflict Management Training/Coaching Assignment PHASE III E. Learning Modules Performance Planning- Setting Expectations Delegating For Productivity & Growth Writing Effective Feedback (FCR) (Scenario Based) Running a Region Project/Contest Conduct Monthly Interviews PHASE IV E. Learning Modules Helping Others Adapt to Change HR Management Training BRD/RBM Competency Development Seminar Training Assignment Run a quarterly competencies meeting New Hire On-boarding Product/Therapeutic Training Orientation Session w/NSD Playbook Review HOME OFFICE PRODUCT TRAINING/MGMT DEV Training New Manager Training Assignment 3 Weeks Field Application Training E-Learning Training Classroom Training On The Job
  6. 6. ROLES AND RESPONSIBILITIES SALES MANAGERS are responsible for: •Stating their interest in becoming FTM’s or RSM’s •Meeting requirements to participate in the MDP Process •Maximizing all online, classroom, and on the job training opportunities to develop the competencies •Staying on top of their own CDP (Career Development Plans) NATIONAL SALES DIRECTORS: •Using the MDP Resource Guide during coaching sessions with sales managers desiring to be NSD’s, as well as updating their management development needs •Using the MDP Resource to validate progress after each learning opportunity •Using the MDP Resources guide to facilitate dialogue with SM’s on career development plans VICE PRESIDENT SALES: •Using the MDP Resource Guide during coaching sessions with NSD’s desiring to be VP’s of Sales, Marketing, Operations, as well as updating their management development needs •Using the MDP Resource to validate progress after each learning opportunity •Using the MDP Resources guide to facilitate dialogue with NSD’s on career development plans Management Development Process
  7. 7. CLASSROOM COURSE DESCRIPTIONS Advanced Coaching Model Training •Occurs in Phase I of the MDP •Participants will master a highly effective coaching process that is simple to understand and apply •Increase the quantity and quality of coaching conversations •Learn to clearly define and agree on goals with employees and hold them accountable for their attainment •3 classroom days Social Styles & Conflict Resolution •Occurs in Phase II of the MDP •Participants will: identify their own Social Style, Identify the Social Style of Others, and how to modify their behavior to work more effectively with different social styles. Participants will also apply tactics for conflict resolution •3 classroom days Writing Effective Feedback (FCR) (Scenario Based) •Occurs in Phase III of the MDP •Coaching field application best practices and the ability to write field coaching reports to increase productivity •Writing the FCR-what good looks like and how to get there. Practicing editing your real FCR’s •3 classroom days Competency Development Seminar •Occurs in Phase IV of the MDP •Participants complete simulations of BRD/RBM job competencies. Participants are also examined on their coaching skills during this training •2.5 classroom days
  8. 8. COMPETENCY DEVELOPMENT DEFINITIONS Coaches and Develops People Develops self and others to accelerate performance in current and future roles. Provides others with candid, timely, and constructive feedback. Reinforces, recognizes, and rewards positive development in others. Maintains a talent mindset – consistently considers current team strength and future talent needs relative to business goals and aspirations. Factors Behaviors Coaching Others Provides ongoing, consistent, and timely feedback in line with individual development needs and coaches team to improve performance Field Coaching Activities Uses Field Coaching Report to provide ongoing, consistent, specific, actionable, and prioritized feedback in a timely manner and coaches team to improve performance; follows-up with individuals on a regular basis to assess progress; ensures there is continuity throughout the communications continuum; discusses field coaching reports before and at the end of the field ride Individual Development Planning Works with individuals to implement actionable and realistic competency based Individual Development Plans; incorporates realistic assessment; ensures discussions at every Ride Along, inspires team to take personal ownership of development plan Recruiting and Interviewing Effectively uses behavioral interviewing skills and company processes for recruiting, selecting, and hiring top talent; uses appropriate resources to create and maintain a highly qualified and diverse candidate pool On-Boarding Delivers key components of New Hire On-Boarding to the individual; effectively transitions individuals from On- Boarding to their field role and ongoing Individual Development Planning Succession Planning Proactively identifies and develops team members for the succession planning and talent management process (SMDC, Priority Population, etc.); monitors these individuals to ensure long-term development
  9. 9. PHASE I EXPECTED OUTCOMES It is recommended that newly promoted participants completes the below learning opportunities before they are to move on to Phase II. Outcomes listed are not exhaustive, rather they provide examples of what good looks like, and discussions can include other behavioral examples in addition to those listed. Phase I Primary Learning Opportunities Phase I Expected Outcome Examples Validated by BRD/RBM/NSD Additional Learning Opportunities E. Learning Prerequisites (click to link to e-learning) Skills For Building Commitment Valuing Differences Preparing Others for Success Leading Successful Meetings MDP Participant demonstrated objectives outlined in the Key Concept Review Key Concept Review: Skills For Building Commitment Key Concept Review: Valuing Differences Key Concept Review: Preparing Others for Success Key Concept Review: Leading Successful Meetings See CMR courses within LMS Classroom Training 4S Coaching Model Training MDP participant can recite and demonstrate the key concepts of the 4S Coaching Model MDP participant adapted the Coaching Model concepts during role-plays and scenarios MDP participant passed all certification exams (I.e. teach back & written exam) illustrating their knowledge of the 4S Coaching Concepts. On The Job Training MDP participant has delivered strong sales results and continues on developmental path Candidate has demonstrated initial use of the coaching/training tools
  10. 10. PHASE II EXPECTED OUTCOMES It is recommended that newly promoted participants completes the below learning opportunities before they are to move on to Phase III. Outcomes listed are not exhaustive, rather they provide examples of what good looks like, and discussions can include other behavioral examples in addition to those listed. Phase II Primary Learning Opportunities Phase II Expected Outcome Examples Validated by BRD/RBM/NSD Additional Learning Opportunities E. Learning Prerequisites (click to link to e-learning) Building Trust Guiding Conflict Resolution Facilitating Improved Performance MDP Participant demonstrated objectives outlined in the Key Concept Review Key Concept Review: Building Trust Key Concept Review: Guiding Conflict Resolution Key Concept Review: Facilitating Improved Performance See CMR courses within LMS Classroom Training Social Style Versatility & Conflict Management MDP participant demonstrated ability to manage conflict in a group setting MDP participant demonstrated the ability to modify his/her social style to facilitate improved performance during coaching exercise MDP participant demonstrated the ability to modify his/her social style during sales interactions with customers. Attend consortium courses and document resulting skills On The Job Training Successfully coached a group of new sales representatives to learn new product information as observed by the sales trainers/sales training managers. Identify performance issues, involved appropriate sales trainers, managers etc, and made appropriate recommendations to address issues. Additional field based coaching on defined needs
  11. 11. PHASE III EXPECTED OUTCOMES It is recommended that newly promoted participants completes the below learning opportunities before they are to move on to Phase IV. Outcomes listed are not exhaustive, rather they provide examples of what good looks like, and discussions can include other behavioral examples in addition to those listed. Phase III Primary Learning Opportunities Phase III Expected Outcome Examples Validated by BRD/RBM/NSD Additional Learning Opportunities E. Learning Prerequisites (click to link to e-learning) Performance Planning & Setting Expectations Delegating for Productivity and Growth MDP Participant demonstrated objectives outlined in the Key Concept Review Key Concept Review: Performance Planning & Setting Expectations Key Concept Review: Delegating for Productivity & Growth See CMR courses within LMS Classroom Training Writing Effective Feedback (FCR) MDP participant understands the importance of writing effective feedback and can articulate the key areas to writing effective feedback MDP participant’s FCR’s are now more concise and offer tangible examples for reader to understand. MDP participant understands and has implemented concrete action plans that are specific and realistic. Attend effective feedback writing consortium courses On The Job Training Feedback from participants manager that their FCR’s are clearer, concise and specific. Interactions and Dialogue has improved with participant and their representatives due to coaching from written feedback. Additional field based coaching on defined needs
  12. 12. PHASE IV EXPECTED OUTCOMES Phase III Primary Learning Opportunities Phase III Expected Outcome Examples Validated by BRD/RBM/NSD Additional Learning Opportunities E. Learning Prerequisites (click to link to e-learning) Helping others adapt to change HR Management Training MDP Participant demonstrated objectives outlined in the Key Concept Review Key Concept Review: Helping others adapt to change Key Concept Review: HR Management Training See CMR courses within LMS Classroom Training Competency Development Seminar MDP participant demonstrated significant and consistent improvement of developmental zones (provide examples) MDP participant demonstrated significant and consistent use of identified strengths to drive business results, develop people, and build the success of the region On The Job Training  Utilize Competency Guide for updated training offerings and seminars MDP participant demonstrated ability to help others adapt to change and serve as a catalyst for positive change. MDP participant articulated the corrective action process and the role of HR and management. MDP participant clearly articulated own strengths and areas for development. Review competency guide for appropriate seminars/books or meetings to review
  13. 13. CAREER DEVELOPMENT PLAN The Career Development Plan should be used by MDP participants to plan learning opportunities and track outcomes. The plan should be submitted to the acting manager each quarter. Name: Position: Time in Position/Date of Hire: Manager’s Name: Career Aspirations Short-term goals (1-2 years): Long-term goals (3-5 years): Work life balance considerations: Strengths: Development Needs/Priorities:
  14. 14. GLOBAL COMMERCIAL EXCELLENCE Developing People Enhancing Performance (EXAMPLE) BACK UP SLIDES
  15. 15. DEVELOPING PEOPLE (FOR OPTIMAL PERFORMANCE)
  16. 16. DRIVING OPTIMAL PERFORMANCE INSPIRE COMMITMENT SHAPE THE ENVIRONMENT GROW SKILLS PROMOTE PERSISTENCE FORGE A PARTNERSHIP Developing People – For Optimal Performance
  17. 17. Strategies/Tactics To Forge Partnership Strategy Tactic Progress / Results Actual Build an “acumen “ understanding of direct reports  Meet individually with each direct report to discuss their career goals and identify skills they need to achieve goals. “Connection Session”  Keep a running list of what’s important to my folks, update and review every quarter.  Listen thoroughly to your reports interests, opinions, concerns and goals. This is the “blueprint” of your people Demonstrate consistency in your words and actions as the leader  Be predictable by letting your team know what to expect from you  Lead by example and inspect what you expect from your people.  Treat everyone on your team with RESPECT, and demand it in return. Be fair but stern  Treat everyone with respect and demand excellence of performance  Everyone will be evaluated based on their performance and competency. Developing People – For Optimal Performance
  18. 18. Strategies/Tactics To Inspire Commitment Strategy Tactic Progress / Results Actual Ensure that “Development” is a focus on every work-session  Each direct report will have a career development plan to review and update. A development discussion will take place on work-session.  Development plans will be officially review quarterly  A tracking system will be put in place to keep up with employees destined for additional responsibility. Ensure Development options for “ready now employees”  Stretch assignments will be provided for those who have demonstrated performance and an interest to gain further development.  Team experts will be assigned based on team needs.  Track promotion opportunities for each direct report. Track and Sustain Progress  Refer to above strategy/tactic. Developing People – For Optimal Performance
  19. 19. Strategies/Tactics To Grow Skills Strategy Tactic Progress / Results Actual Create an effective learning environment  Consistently promote the value of training by identifying skill gaps of each direct report  Encourage team members to share best practices/lessons learned with each other at team meetings.  Model my commitment to development by sharing my development and asking for feedback on progress. Coach Plans will be done after each work-session  Field Conference Report (FCR) will be delivered within 24hrs after the work-session has completed  Weekly Status reports from team will also help aid the the development process.  Identify readings, training programs etc to help supplement the person’s development and ways to help them apply training to current job. Ensure learning opportunities exist on every one-on-one  Discuss with each team member and gain agreement on ways to work with them that will promote partnership and a learning opportunity.  Review work-session feedback report with team member to ensure alignment and agreement on how success can be gained moving forward. Developing People – For Optimal Performance
  20. 20. Strategies/Tactics To Promote Persistence Strategy Tactic Progress / Results Actual Ensure the team remains focus on executing our sales objectives/goals.  Each team member will be held accountable to execute results in their given responsibility (through status reports, sales results, and development plan).  Each work-session will begin with the review of prior actions plans that were completed to ensure follow through.  Business Unit Director will take advantage of “coachable” moments” (e.g. times when teammates experience success, disappointment or trying a skill for the first time). Ensure feedback is consistent and has high impact  Field Conference Reports will always address what was observed the day of the work-session.  Identify opportunities for teammates to apply their developed skills many times, in many places, and in many ways.  Review work-session feedback report with team member to ensure alignment and agreement on how success can be gained moving forward. Developing People – For Optimal Performance
  21. 21. Strategies/Tactics To Shape The Environment Strategy Tactic Progress / Results Actual Be a powerful role model for development  Complete quarterly a 360 Feedback review from your team on your performance.  Obtain a career/development coach.  Build a competency model for the sales team if there is not one in place.  Ask team members what kind of feedback and support they would like from you  Recognize development efforts, and not just results only. Align organizational polices and processes with coaching and development  Stay alert to company updates, and insights for tips that could help teammates through the development process.  Emphasize development in the business planning and performance- management practices.  Identify readings, training programs etc to help supplement the person’s development and ways to help them apply training to current job. Developing People – For Optimal Performance
  22. 22. Development Tactical Planning Calendar (Example) Tactics Q1 Q2 Q3 Q4 Account Business Plans 2/14 Revise Revise Revise Career Development Plans 2/14 5/14 8/14 10/14 Allocation (Financial) 60% Re-evaluate 30% Re-evaluate Unit Promotions 2 Recruiting & Selecting 2/14 5/14 9/14 Winter Break Team Mentor-ship Program 2/14 Stretch Assignments/Action Plans 2/14 4/14 7/14 11/14 Siebel/CRM Team Experts (Training Initiatives) 2/14 6/14 ----- ------ Quicken New Hire Progress/Development 2/14 4/14 6/14 ------- Track Personal Development Plan 2/14 4/05 7/14 10/14 Insert Retention Tactics to “A” & “B” players (Development) 2/14 4/05 7/14 10/14 Developing People – For Optimal Performance
  23. 23. Andre’ Harrell AH2 & Beyond Consulting www.ah2andbeyond.com 267-221-8529

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