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

Why do you need a development manager?

The instructions of a company development manager are very rarely written clearly. Why? It has two causes:

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

Therefore, not all companies offer the position of development manager, although in one way or another the function of increasing the professionalism of employees is handled by some other specialist.

The corporate development manager has a similar position. However, the functionality differs significantly. This specialist works for a department involved in the development of the company and support of transactions. And the development manager is engaged in solving the main strategic tasks of the company. He is busy promoting advertising campaigns, market research, and strives to increase the profitability of the company's activities.

A qualified employee in this position who copes well with his responsibilities can subsequently achieve a promotion, rise to the rank of commercial or general director. The development manager manages the production process, performs the organizational work of the company, explores the likely paths of development of the company, the specifics of the market niche in which it is possible to grow. In addition, it monitors the timely execution of functioning projects.

Job responsibilities of a development manager are as follows:

• find and attract clients;
• conduct negotiations, consultations, enter into contracts with customers;
• control marketing, affiliate advertising and dealers;
• monitor competitors (price structure, assortment, advertising);
• create reports on research results;
• open new sales points and monitor their work.

Other functions of a development manager may include:

• participation in exhibitions, conferences;
• organizing training for sellers and distributors.

Expert opinion

In modern business, there is nowhere without development managers

Andrey Solodovnikov,

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

Today, the importance of the influence 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 the environment, and the creation of competitive differences is growing. 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. Classic marketing functions no longer fully meet business needs when determining growth paths. Therefore, today many enterprises have realized the need to introduce the position of development manager or to allocate a division that manages development. The company that creates such a department receives the following benefits:

• clarity of goals and ways to achieve them, structuring, systematization of development processes;
• personification of responsibility for development results, consolidation of a single management center of responsibility for all structural changes, coordination of development work, including functional services;
• a managed, consistent process of change that can be controlled (instead of disjointed, informal processes - formal procedures);
• formation of professional human resources that are maximally interested in development, the possibility of effectively motivating development service personnel taking into account benchmark indicators;
• more balanced management decisions due to the emergence of a system of counterbalances (internal competition between the operational and strategic blocks).
• increasing the efficiency of resource use, reducing the costs of changes.
• improving information and analytical support for management decisions.

To summarize, 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 Network Development Manager

The retail network development manager's instructions include the functions of managing sales points, from opening and selecting a manager for each retail outlet to resolving rental issues. A retail network development manager organizes and conducts advertising campaigns, is involved in marketing activities, analyzes the competitive environment, works with the team, helps resolve conflicts, and considers opportunities that come from product distributors.

In addition, the retail network development manager optimizes the operation of sales points to increase profits and makes a proposal to introduce an optimal system of salaries and incentives for employees. He can ask for an increase in wages for himself and his subordinates, brings up all sorts of ideas and proposes them to his superiors, and demands that he be provided with the necessary documents. The retail network development manager is responsible for tasks not completed on time or poorly done work by subordinates, violations of the law, and cases of damage to the company.

A development managerpersonnel (social development)

He is busy planning and coordinating activities that are aimed at training people working in the company. 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 determine goals. The social development manager evaluates the productivity of training and sums up the qualifications 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 related to him. The specialist has the right to demand documents and other information data for the sake of more productive activities, and to propose adjustments 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 skills in planning, market analysis, managing projects of any level, attracting consumers and partners, forecasting sales levels and drawing up 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.

The development manager's job description, in addition to the above, implies the ability to conduct training sessions for the company's employees. The specialist draws up reports on the activities carried out and sends them to superiors for review. Another obligation is to maintain an information base of the company's employees to consider career opportunities for the best employees. The organizational development manager can receive information data and 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 that spell out his obligations and powers. The organizational development manager is responsible if any violations occur or actual harm is caused to the enterprise.

• Company development strategy: development instructions

Territory Development Manager(regional development)

This specialist analyzes the activities of distributors and representative offices and identifies opportunities to increase the level of productivity of their work:

• monitors the implementation of performance standards by employees of the representative office;
• monitors the implementation of the goals that were set for the representative office;
• takes part in the process of forming plans for strategy and tactics of market development;
• is engaged in ensuring the implementation of the tactical goals that have been set for the company;
• is responsible for the implementation of sales plans;
• conducts audits of sales points;
• conducts an analysis of the repayment of receivables of the representative office;
• carries out the development and implementation of measures that identify and reduce accounts receivable;
• organizes the reporting system of the regional office;
• monitors the timeliness of submission of reporting documents;
• monitors local internal reporting;
• conducts training for employees of the local representative office, and also implements or monitors the implementation of certain general standards;
• trains wholesale sales managers and local sales supervisors in general standards;
• trains the sales team of the regional point when working directly with the client and analyzes specific situations;
• conducts analysis and development of sales channels (including sales in areas not yet developed and connecting potential customers to a branch or representative office);
• establishes mutually beneficial relationships with existing and newly established clients;
• works with distributors and main clients;
• monitors the work of distributors together with the head of the regional point to increase the level of sales and part of the company’s market in a certain region;
• participates in the formation of orders for distributors;
• participates in the preparation and implementation of programs aimed at promoting products in a certain region.

Market Development Manager

Often a market development manager is confused with a sales specialist, since he also works with sellers. The main task of the market development manager is to increase sales, generate more income, while maintaining a high level of satisfaction of consumer needs. 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, specific employees or the entire company.

Job responsibilities of a market development manager

1. The market development manager identifies future consumers of the company in order to generate interest in the company's products and services. Presents the potential of a product or service to existing and future clients.
2. Involved in developing marketing strategy and sales together with other managers. In addition, the Market Development Manager carries out strategic implementation through customer visits, presentations, technical support sessions and solutions to consumer problems, advertising campaigns.
3. The market development manager provides recommendations to other product managers and line managers on issues of entering and remaining in the market, and makes forecasts of the dynamics of supply and demand.
4. 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 creating budgets, analyzing and forecasting the return on investment in R&D;
• takes part in the development of R&D work schedules and the process of preparing the production process;
• the manager sets product pricing;
• takes part in the process of developing and implementing a marketing plan for the product and its sales channels;
• carries out testing of prototypes in market conditions.

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

Company Development Manager

The employee must know the marketing system and the basics of psychology. It is also important for him to have the skills of planning, market analysis, project management, attracting clients and partners to the company, forecasting sales levels and conducting documentary work. In addition, a company development manager needs knowledge of legal regulations and the economic framework.

The job description of a company development manager also requires the ability to conduct training sessions for employees. He prepares reports on his own activities and sends them to management. He also maintains a team database to consider career prospects for employees.

The company development manager receives the information component and access to the necessary documents. His authority is to endorse documents. The enterprise development manager is responsible in the event that during the period of its operation violations occur and harm is caused to the company.

Corporate Development Manager

Specialists whose job responsibilities include the formation and development of corporate culture are required to meet general requirements:

• higher sociological or psychological education;
• ability to work both in a team and independently;
• presence of analytical abilities and skills in working with sociological information;
• developed organizational abilities;
• 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 manager’s obligations regarding corporate culture, can be identified:

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

Job Description for Development Manager

A useful function of the instructions for the position of development manager is fixation candidate qualification requirements. The position of development manager is not in the qualifications directory, as well as clearly stated requirements, i.e. the employer himself thinks about what requirements his employees will meet. To avoid discrepancies regarding the justification for refusal to hire, it makes sense to write them down.

An employee developing instructions for a development manager should use a unified documentation structure from 4 main sections.

1. General provisions.

The first section records the following information:

• job title (development manager);
• system of subordination (and indication of the person responsible for hiring and firing);
• qualification requirements for education, experience, perhaps indicate the skills that management wants to see in an applicant for the position of development manager;
• presence of subordination;
• replacement rules.

1. Rights.

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

To effectively resolve problems, a development manager must have freedom to make decisions within his competence. Thus, he may be granted, for example, the following rights:

• request information data and documents that will be useful for solving assigned tasks from all divisions of the company;
• get acquainted with the decisions made by management officials;
• convey to management your suggestions on how to improve the business process;
• require assistance from the manager in fulfilling duties;
• issue administrative comments to subordinates, take control of their implementation;
• take part in business conversations with consumers;
• attract partners to cooperate with production;
• sign (endorse) documentation within your competence.

1. Job responsibilities.

This part of the job description specifies the obligations that the development manager will perform, namely:

• develop a general concept for the company’s development;
• develop a company development strategy, and on its basis create a unified development plan;
• develop company restructuring programs and monitor their implementation;
• offer management structures and individuals options for developing areas that have not yet been used;
• search for untapped markets and ways to develop them;
• create a tandem of company departments to implement the planned growth program;
• analyze the results of the program implementation;
• prepare performance reporting documentation.

1. Responsibility.

The enterprise development manager is held accountable if his decisions cause harm to the company. Responsibility may be of the following types:

• disciplinary;
• administrative or criminal;
• material.

Sometimes the position of development manager implies a certain specialization, for example, business development manager, territory development manager, etc. The job description of such an employee necessarily reflects the features specific to this particular area. For example, in job responsibilities of a territory development manager You can include the following areas of activity:

• 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 positions of heads of divisions being opened.

In each of the listed options, the development manager is tasked with developing and implementing a 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 at the same time an analyst, a strategist, a marketer, 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 manager. For this reason, leadership and organizational qualities must be inherent in him. He must have strategic and analytical thinking, must have the ability to manage subordinates and accept responsibility.

Determination, resistance to stress, the ability to establish contact with people, communication skills, knowledge of psychology are also important qualities of his character. As a rule, knowledge of foreign languages ​​will not be superfluous for conducting 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 knowledge of basic computer programs (Word, Excel), competent Russian, skills in the field of sales and document management (the ability to compile and execute documents).

In addition, the development manager often has to get out of unusual 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 greatly depends on experience and development of professional skills.

• Average salary

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 ranges 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.

• More than 1 year of work experience

If the manager has experience, he 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.

• More than 3 years of experience

Top-class specialists who have worked in their specialty for at least 3 years, with experience in management 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, you need to decide what work can be delegated, for example, to recruiting agencies, and what work is better to do on your own. The search for development managers can be carried out using both the company’s internal and external resources. 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 already working at the enterprise.

Internal selection

Internal selection includes several advantages:

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

When selecting within a company, they use following approaches:

• the best candidates are identified among the company's employees, based on formal characteristics (level and type of education, work experience, professionalism, age, etc.)
• organization of competitive events to fill vacant positions.
• a personnel reserve is being formed.

External selection

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

• In what places can you find candidates who are suitable for the position?
• How are these candidates contacted?
• How can you 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. It is recommended to attend industry or thematic exhibitions and job fairs. In addition to all of the above, sources workforce are also:

• recruiting agencies;
• employment services, labor exchanges;
• personal acquaintances;
• luring the best specialists from other companies - this is what “headhunters” do.

Candidate selection technology

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

• preparatory selection (data about the person contained in the resume 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;
• problem solving;
• repeat interview/interview.

A quick conversation with a candidate for a manager position will not give any full and reliable impression about him. This is just a rough idea and may not necessarily correspond to reality.

There is also this point: that the HR manager, that the candidate may have a headache during the interview, he may also be bothered by some problems, or someone may be in a simply bad mood. Or even simpler - you may simply dislike each other. And when there are no clear selection criteria, a strong candidate may easily not get into the subsequent round of interviews.

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

• Step-by-step instructions on how to conduct interviews

Psychological test for candidates

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

Psychology tests are used to answer these questions. Testing reliability 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 an almost reliable source of data, and the more tests, the more reliable the information data obtained. 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 quickly he is able to get used to new conditions;
• how will he accept the rules that are imposed from the outside;
• the speed at which it operates;
• the frequency with which a person will seek help;
• is a person open to the possibility of learning something unexplored;
• Does he quickly understand and adapt, etc.

System for evaluating candidates for the position of development manager

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

1. It encourages those who make the selection to justify their choice based on an agreed system of criteria.
2. It is based on objective information and provides objective assessments of candidates.
3. It helps employees of the organization participating in the selection system to more easily achieve mutual understanding when assessing candidates.

After all candidates have been assessed, you can proceed to the second stage, provided for by the objective assessment system - the compilation of an analytical table. It is formed in such a way that it contains a list of key requirements, when against the name of each candidate it would be possible to put an assessment on the appropriate basis.

Participants can be divided into three subgroups:

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

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

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

Stages of candidate selection

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

Stage 1. Personal and autobiographical information is prepared.

Stage 3. Interview.

It is carried out with the aim of collecting the necessary data on the personal and business characteristics of the future manager. As a result, individuals who meet the qualification requirements are selected. During the interview, you will have to pay attention to what the candidate looks like (clothing style, posture), what kind of behavior he has (gestures, facial expressions, manners), what speech culture he has (can he formulate a thought), whether this person can hear his interlocutor, and also The general strategy of behavior during the interview is assessed (how active and interested the candidate for the position is; depends on the interlocutor or whether independence and dominance prevail).

Stage 4. Trial.

Behavioral science has developed many different types of tests that help predict how effectively a manager will be able to perform a particular job. One type of selection test involves measuring the ability to perform tasks related to the proposed job. Examples include typing or shorthand, demonstrating machine skills, or demonstrating verbal ability through oral communication or written work. Another type of test assesses psychological characteristics such as intelligence, interest, energy, sincerity, self-confidence, emotional stability and attention to detail. For such tests to be useful in selecting candidates, there needs to be a significant correlation between high test scores and actual performance. Management must evaluate its tests and determine whether those who perform well on tests are actually more effective managers than those who perform less well.

Level 5. The procedure for assessing professional suitability.

It is necessary to assess 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 into the personnel reserve.

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

Stage 7. Analysis of test results and conclusion on professional suitability.

At this stage, the professional selection commission analyzes the results of previous levels and prepares a conclusion on the candidate’s professional suitability.

Stage 8. Hiring decision.

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

• Important nuances that will save time when selecting personnel

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, the performance of the entire team will increase, and positive results will be achieved faster. And if adaptation is poorly organized, productivity will certainly be an order of magnitude lower.

The Center for Creative Leadership conducted a study, and according to its results, 40% of senior managers leave their jobs in the first 8 months of their working career. To organize adaptation poorly is to practically guarantee failure.

Development of an adaptation program

To carry out competent adaptation of employees, the HR manager must use a specially developed program.

The system of adaptation measures includes general and specialized adaptation.

General program presents the entire company, touching on the following points.

1. The most complete picture of the company:

• greeting speech;
• directions of development, goals, problematic issues;
• traditions, standards;
• products and consumers;
• activities;
• structural form, relationships between departments;
• introduction to senior management;
• internal relationships.

1. Salary.
2. Fringe benefits:

• insurance;
• temporary disability payments;
• severance pay;
• benefits due to illness of an employee, family members, benefits for mothers;
• pension;
• learning while working.

1. Occupational health and safety:

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

1. Employee relations with the trade union:

• terms and conditions of employment;
• destinations, movements,
• promotions; powers, obligations of the employee;
• trade union resolutions;
• discipline and penalties.

1. Household component:

• nutrition issues;
• organization of recreation;
• other.

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

This program includes the following questions.

1. Department functions:

• tasks, priorities;
• structural form of the organization;
• relations with other departments.

1. Powers, obligations and responsibilities:

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

1. 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;
• personal telephone conversations during working hours.

1. Inspection of the unit:

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

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

When working with a newly arrived employee The manager should focus on the following points:

1. It is necessary to remember about communication with the new development manager. Find out how things are going, invite a specialist to lunch or just drink coffee.
2. Remember that in every situation, any employee can, if necessary, come to you with their difficulties for advice or recommendations and receive your help.
3. A beginner must be involved in both long-term projects and short-term ones. It often happens that a new employee has an ardent desire to make his own contribution to the overall work. However, you should not entrust large projects to a newly arrived development manager. Exceptions may be those situations when the activities of a specialist are truly capable of making a tangible positive contribution to the company.
4. In addition to business planning meetings at a certain time, you can ask your immediate superior to write a final report on the work that the new development manager has completed.
5. 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 team spirit.

Expert opinion

Ask the newcomer more questions to understand exactly whether he is right for you

Anna Sharygina,

independent consultant, Kharkov

In the first two weeks of work, you need 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 conversations 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 you will be able to stop wasting time and intellectual resources on a person if he has not proven himself properly.

At the end of the probationary period, you need to have a separate conversation with the trainee to convince him that once he begins independent work, he bears full responsibility for his actions. Questions to ask at this meeting include:

• Why do you need 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 in your work?
• What do you expect from the company?
• What are you willing to do for the company?
• What would you like to achieve in five to seven years?
• Do you see prospects for growth in the company?

You will probably have already found out some of these aspects earlier in the interview. However, the answers that a candidate without experience will give you will most likely resemble romantic fantasies. And months of training, internship and work will give the employee the ability to actually feel his desires, interests in the 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:

• through advanced training on the topic “Corporate training systems”;
• at seminars and trainings on technological training processes in the company;
• through self-education - study 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 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, on social networks, etc.;
• individual scheme of material motivation (extended social package, bonuses, bonuses, etc.).

The profession of a development manager is demanding and varied and includes almost directorial responsibilities. A specialist of this profile researches the market, participates in advertising campaigns and implementation of marketing programs, introduces new products to the market, works to reduce costs and increase the profitability of the company’s activities, and so on. In short, a development manager is responsible for solving the strategic problems of the company.

A manager who works effectively can quickly grow to commercial director(or even before general).

Places of work

The position of development manager is indispensable in any field. This applies to both the production sector and the service provision sector. Places of work:

• medium and large companies;
• government agencies and corporations.

History of the profession

The gradual development of technology in the world acquired a very aggressive character in the 20th century and, especially, in its second half. The development of transport, communications, mechanical engineering, media and the simplification of international trade have set new challenges for business.

The labor market required a large number of leaders and managers at various levels - sales managers, business development specialists, quality managers , advertising managers, working with wholesalers and foreign partners.

Responsibilities of a development manager

The responsibilities of the Development Manager are as follows:

• searching and attracting clients;
• negotiations, consultations, conclusion of contracts with customers;
• control of marketing and advertising of partners and dealers;
• monitoring of competitors (prices, assortment, advertising activities);
• creating reports on research results;
• opening new company sales points and monitoring their activities.

The development manager's responsibilities may also include:

• participation in exhibitions and conferences;
• training store salespeople and distributor personnel.

Requirements for a development manager

Basic requirements for a development manager:

• work experience more than 1 year;
• higher education (sometimes incomplete);
• PC knowledge: MS Office, 1C, Power Point, Excel.

Fluency in English and a car are often required.

Sample resume for development manager

How to become a development manager

To become a development manager, it is enough to have a higher education - either economics or related to the company’s field of activity. For example, a construction education would be appropriate in a construction company.

In addition to the diploma and knowledge gained at the university, you will need work experience (preferably in sales, advertising, marketing or in the company's field of work).

Development manager salary

The salary of a development manager is highly dependent on work experience and development of professional skills. Specialists with more than one year of experience can count on 30–60 thousand rubles per month. Specialists with more than 3 years of experience and management experience earn 50 - 150 thousand rubles per month. The average salary of a development manager is 40 thousand rubles per month.

Where to get training

In addition to higher education, there are a number of short-term training on the market, usually lasting from a week to a year.

Interregional Academy of Construction and Industrial Complex and its courses in the direction of "".

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Why create a job description for a development manager?

Upon employment, the employer signs an employment contract with the new manager, which reflects the key points of interaction between the parties. The job description supplements the contract and details a number of issues related to the employee’s performance of his job functions.

With regard to the position of development manager, this approach turns out to be especially relevant, since in private companies there is no uniform approach to setting tasks for an employee occupying the position described. In some companies, employees are expected to develop the business as a whole, while in others they are tasked with developing a specific area. It is the job description that allows you to determine the specific responsibilities and rights of the development manager.

There is another important function of the job description - it sets out the requirements for the candidate’s qualifications for the position. The position of development manager is not in the qualification directory of positions. This means that there are no recommended qualification requirements, i.e. each employer has the right to decide what requirements its employees must meet. To avoid future disputes over the validity of refusal to hire, it makes sense to fix such requirements on paper.

Sample job description structure for a development manager

An employee tasked with developing a job description for a development manager can, when performing this task, use the generally accepted structure of such documents, which presupposes the presence of 4 main sections.

1. General provisions

   This section serves to provide the following information about the position:

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   • job title (development manager);
   • chain of command (indicating who is responsible for hiring and firing);
   • qualification requirements (requirements for level of education, work experience, you can also list the skills and knowledge that the manager would like to see in a candidate for the position);
   • presence of subordinates;
   • substitution order.
2. Rights

   In each company, the manager decides for himself what rights to give to the development manager. However, in any case, one circumstance must be taken into account: in order to effectively fulfill the tasks assigned to him, a manager must have a certain freedom in making decisions within his competence. Thus, he can be granted, for example, the following rights:

   • request information and documents necessary to solve assigned tasks from all divisions of the company;
   • get acquainted with the decisions of the manager;
   • submit your proposals for improving the work process to the manager;
   • require the manager to provide assistance in the performance of official duties;
   • issue orders to your immediate subordinates and monitor the progress of their execution;
   • participate in negotiations with clients;
   • attract partners to cooperate with the company;
   • sign (endorsement) contracts within the scope of their competence.
3. Job responsibilities

   After hiring a development manager, the head of the company expects him to perform specific tasks - and it is in this section of the job description that the responsibilities that the employee must perform are prescribed. For example:

   • develop a general concept for the company’s development;
   • develop a company development strategy and, within its framework, create a general development plan;
   • develop development (restructuring) programs for the company and monitor their implementation;
   • submit proposals to management for the development of new areas of the company’s activities;
   • look for new markets and ways to develop them;
   • organize interaction between the company’s structural divisions to implement the approved development program;
   • analyze the results of the development program;
   • prepare reports on the effectiveness of the approved development program.
4. Responsibility

   A development manager can be held accountable both for the actions he takes and for the consequences of the decisions he makes. It could be:

   • on disciplinary liability - if an employee is caught in non-fulfillment or improper performance of his job duties;
   • on administrative or criminal liability - for the commission of relevant offenses by an employee;
   • on financial liability - if an employee causes damage to company property.

Some nuances of drawing up a job description for a development manager

In some companies, the position of development manager has a narrower specialization, which is reflected in its name. For example, it is not uncommon to find positions such as business development manager or territory development manager. At the same time, the job description of an employee holding such a position must certainly reflect the features characteristic of this particular area of ​​activity.

The above sample job description structure is most suitable for a business development manager, since it is designed in such a way that the job responsibilities include items related to the development of the company as a whole. If the manager’s focus is limited to the development of the territory, then this section of the instructions should be adjusted.

For example, the job responsibilities of a territory development manager could include the following:

• analyze and develop sales channels in the specified territory;
• develop and implement programs for opening new branches or representative offices;
• select candidates for leadership positions in new departments.

In any of these cases, the development manager is tasked with developing and implementing measures aimed at developing the company. The scope of his powers and the list of main job responsibilities are fixed in the job description. The manager himself decides what responsibilities he assigns to the development manager, what rights he gives him and what qualification requirements he sets for the applicant for this position. The main thing is to remember that in the future it will not be possible to demand more from an employee than is stated in his job description.