Area Development Specialist. Development manager: requirements and job description. Job responsibilities include

06.03.2023

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

An efficient manager can quickly rise to become a commercial director (or even a general manager).

Places of work

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

medium and large companies;
government agencies and corporations.

History of the profession

The gradual development of technology in the world has become very aggressive in the 20th century and especially in the second half of it. The development of transport, communications, engineering, media and the facilitation of international trade have set new challenges for business.

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

Responsibilities of a development manager

The job responsibilities of the development manager are as follows:

finding and attracting customers;
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 points of sale of the company and monitoring their activities.

The Development Manager's responsibilities may also include:

participation in exhibitions and conferences;
training of shop assistants, distributor staff.

Development manager requirements

Basic requirements for a development manager:

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

English proficiency and a car are often required.

business development manager resume sample

How to become a development manager

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

In addition to the diploma and knowledge gained at the university, you will need work experience (preferably in sales, advertising, marketing or in the field of company 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, with management experience, earn 50 - 150 thousand rubles a 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 studies on the market lasting, as a rule, from a week to a year.

Interregional Academy of the construction and industrial complex and its courses of the direction "".

The Institute of Vocational Education "IPO" invites you to take distance courses in the direction "" (there are options 256, 512 and 1024 academic hours) with a diploma or a state-issued certificate. We have trained over 8000 graduates from almost 200 cities. You can study externally, get an interest-free installment plan.

Why write a job description for a business development manager?

When hiring, the employer signs an employment contract with the new manager, which displays 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 labor function.

With regard to the position of a development manager, this approach is especially relevant, since in private companies there is no single approach to setting tasks for an employee holding the described position. In some companies, the employee is expected to develop the business as a whole, in others they are instructed to develop a separate area. It is the job description that allows you to determine the specific duties and rights of the development manager.

There is another important function of the job description - fixing in it the requirements for the qualification of a candidate for a 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 his employees must meet. In order to avoid further disputes over the validity of a refusal to hire, it makes sense to fix such requirements on paper.

Approximate structure of the job description for a development manager

An employee who is assigned to develop a job description for a development manager can use the generally accepted structure of such documents, which implies the presence of 4 main sections in them, when performing this task.

General provisions
This section serves to set out 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 the level of education, work experience, you can also list the skills and knowledge that the manager would like to see in the candidate for the position);
- the presence of subordinates;
- substitution order.
Rights
In each company, the head decides for himself what rights to give the development manager. However, in any case, one circumstance must be taken into account: for the effective execution of the tasks assigned to him, the manager must have a certain freedom in making decisions within his competence. Thus, he may be granted, for example, the following rights:
- request information and documents necessary to solve the tasks set from all departments of the company;
- get acquainted with the decisions of the leader;
- to transfer to the manager their suggestions for improving the work process;
- require the manager to assist in the performance of official duties;
- issue orders to their direct subordinates and control the progress of their execution;
- participate in negotiations with clients;
- attract partners to cooperate with the company;
- sign (vise) contracts within their competence.
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 duties that the employee must perform are prescribed. For example:
- develop a general concept for the development of the company;
- develop a development strategy for the company and, within its framework, create a general development plan;
- develop programs for the development (restructuring) of the company, monitor their implementation;
- submit proposals to the management on the development of new areas of the company's activities;
- look for new markets and ways to develop them;
- organize the interaction of structural divisions of the company for the implementation of the approved development program;
- analyze the results of the implementation of the development program;
- prepare reports on the effectiveness of the approved development program.
Responsibility
A development manager can be held accountable for both his actions and the consequences of his decisions. It can go:
- on disciplinary liability - if the employee is caught in non-fulfillment or improper performance of his labor duties;
- on administrative or criminal liability - for the commission of relevant misconduct by an employee;
- on liability - if the employee causes damage to the property of the company.

Some nuances of drafting a job description for a development manager

In some companies, the position of development manager has a narrower specialization, which is reflected in its title. 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 items related to the development of the company as a whole are included in the job responsibilities. If the direction of the manager's activity is limited to the development of the territory, then this section of the instruction should be corrected.

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

analyze and develop sales channels in the specified territory;
develop and implement programs to open new branches or representative offices;
to select candidates for leadership positions of new divisions.

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 head himself decides what duties 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 to remember at the same time is that in the future it will not be possible to demand more from an employee than is enshrined in his job description.

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 causes:

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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 general director. 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 associated with the selection and preparation of solutions, with forecasting the state of markets and the environment, with 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. 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);
formation of professional human resources that are most interested in development, the possibility of effective motivation of 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. The retail network development manager organizes and conducts advertising campaigns, engages in marketing activities, analyzes the competitive environment, works with the team, helps resolve conflicts, considers 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 with the necessary 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 of marketing strategy and sales, together 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 process of preparing the 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 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 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

The specialists whose duties include the formation and development of corporate culture are presented with 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 for education, experience, possibly 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.

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 are also important qualities of 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 knowledge of basic computer programs (Word, Excel), literate Russian, skills in sales and document management (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 which work can be entrusted, for example, to recruiting agencies, and which 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 candidates among the company's employees 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. It is recommended to visit 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;
problem solving;
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 bothered 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

The system for evaluating candidates 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 for personnel services begins - 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 about the personal and business characteristics of the 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, demonstrating the ability to operate a machine tool, demonstrating verbal ability through oral communication or written work. 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 tests and determine whether those who perform well on tests actually prove to be more effective managers than those who perform less well.

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 the overall 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 planning meetings at certain times, you can ask your immediate supervisor to write a final report on the work that the new development manager has completed.
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 (trial 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 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 that he will be able 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:

by advanced training on the topic "Systems of corporate training";
at seminars and trainings on technological learning processes in the company;
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.).