How to develop a business development plan (the easy way)

What is an individual development plan?

A development plan is a set of training measures that contribute to improving competence and professional growth. It is individual because it is compiled in accordance with the characteristics of the work of a particular employee.

When developing a plan, you need to take into account the needs of the specialist, as well as the needs of the company. For this reason, an individual development plan is beneficial to both the company and the specialist.

An employee's fulfillment of the plan can be rewarded financially. The individual development plan specifies development strategies and provides recommendations. The plan may indicate a list of books to be read, a number of seminars and lectures to be listened to.

Advanced training is one of the types of professional training of enterprise employees, which is carried out with the aim of increasing the level of theoretical knowledge, improving the practical skills and abilities of the organization's employees in connection with the constantly increasing requirements for their qualifications. Read more about advanced training

Development of mission and development strategies of the organization

In order to understand in which direction to move and develop, the company should first of all decide on its mission, i.e. the main purpose of its existence.

The mission of the organization necessarily reflects the scope of activity and its ultimate goal. Based on the adopted mission, company development strategies are developed that will ensure the fulfillment of the mission.

Development strategies, firstly, must cover all aspects of the company's mission, and secondly, must not deviate from its meaning.

Compliance with the first condition is necessary for the successful implementation of the company's mission, the second - in order not to divert the company's resources and efforts to solve problems that do not serve the fulfillment of the company's mission.

When developing company development strategies, it is necessary to carefully check their relationship with the approved mission.

Since development strategies within the company are global in nature and their implementation requires the efforts of all divisions of the company, it is necessary to translate them into the strategies of individual divisions so that the managers and personnel of each division clearly know their goals and objectives in implementing the overall strategy of the company.

In addition, dividing the company's strategy into divisional strategies ensures that the correct targets for achieving the strategy are set. Agree, if a company has one target indicator for everyone, which is formed as a result of the work of several departments, in the end it is impossible to understand which of them did not do their part of the work and who exactly is to blame for the fact that the overall target indicator was not achieved.

An example of such a translation for looks like this (Fig. 2).

Goals of the plan

An individual development plan is drawn up with the following goals:

• Increasing staff loyalty.
• Professional development.
• Increasing the competitiveness of goods produced by the enterprise.
• Increased labor efficiency.
• Systematic development of a specialist.
• Coordination of work goals.
• Improving control efficiency.
• Turning hypothetical goals into actions.
• Simplifying the analysis of a specialist’s strengths and weaknesses.
• Timely preparation for enterprise modernization.
• Ensuring self-organization.
• Prioritization.

Without a plan, an employee can also develop, but it will be chaotic. In addition, the employer will not be able to track development results.

In what order does the employer send employees for advanced training ?

Who creates an individual development plan and for whom?

IMPORTANT! Recommendations for organizing the process of advanced training from ConsultantPlus are available at the link

For whom is the development plan being formed? It is impossible to give an unambiguous answer to this question. A company can choose one of the following strategies:

• An individual development plan is developed for each employee. This model is based on the fact that every employee, regardless of his position, can improve the efficiency of the company.
• The plan is issued only for employees applying for senior positions. The model is based on the fact that developing an individual plan is a complex and expensive process. Therefore, it is better to develop a plan only for high potential individuals.
• The plan is issued only for management personnel. The model is based on the view that the effectiveness of a company is determined by the effectiveness of management.

The choice of model depends on which employees contribute to increasing the productivity of the company. The development of these specialists will increase efficiency at minimal cost. It is in these employees that it makes sense to invest the most effort.

The formation of the plan should be carried out by the manager together with the employee. However, to draw up a high-quality plan, the manager must have all the relevant knowledge. Not every manager has this knowledge. Therefore, you should hire a professional coach to help you.

Financial plan

To begin with, we want to demonstrate an example with calculations and upset those who thought that they could start such a business with a million rubles. We will analyze each point in more detail later in the article.

Shopping center summary:

Of course, there are many others, but you are unlikely to get an increase in traffic thanks to Facebook or Twitter.

When promoting your pages on social networks, you should not allow two things to happen:

• Low activity;
• Forgetting.

Typically, the development of social networks among entrepreneurs occurs like this: they enthusiastically create pages on a variety of social networks and pour some budget into advertising. Then they realize that this is not at all easy, it requires knowledge, experiments, and they are unable to increase their activity. As a result, they simply forget about them. This should not be allowed; when you give up, hire an SMM specialist to whom you delegate the management of social media. networks. Even a student for 25,000 rubles. per month can do a lot for you.

Attracting tenants

No shopping center will exist without tenants, so we shouldn’t forget about them either. If you have high traffic and reasonable rental prices, then you won’t have to look for anyone. The right people will find you themselves, just place ads on Avito and create a business card website for 20,000 rubles.

Stages of developing a development plan

Let's consider the main steps to develop an individual development plan:

1. Preparation. Development recommendations are developed and then reviewed by the employee. The employee forms the person’s development priorities. A consultation on drawing up a plan is ordered, if required.
2. Planning. A table is compiled indicating priorities and development activities.
3. Approval of the plan. The formed plan must be agreed upon with the manager. If necessary, adjustments are made.
4. Plan approval. The manager also approves the plan.

The drawn up development plan is analyzed for compliance with the following criteria:

• Availability of logic, reasonable consistency. It is expected that the employee will solve simple problems first, and only then complex ones.
• Compliance with the main purpose. The plan identifies the skill that the employee must develop. The assigned tasks should contribute to the formation of this skill.
• Setting deadlines. Developmental activities must be completed within a certain time frame. This will make it easier to monitor their implementation.

It is important that the plan is realistic. That is, the employee must have time to complete all developmental tasks. For this reason, his standard workload must be taken into account.

Development of a financial plan for a modern enterprise

Development of a financial plan for an enterprise is an individual process for each individual enterprise, depending on the internal economic characteristics and talent of financial specialists. Moreover, any approach, even the most exotic, to the financial planning process requires financiers to include mandatory, that is, identical for everyone, financial data when drawing up financial plans:

• Planned and operational data on production and sales volumes;
• Planned and actual estimates of departments;
• Expense budget data;
• Revenue budget data;
• Data on creditor and debtor;
• Data from budgets of taxes and deductions;
• Regulatory data;
• BDDS data;
• Specific management accounting data for a particular enterprise.

Figure 2. Data composition for the financial plan.

In practice, the role of financial plans in modern business is enormous. It can be said that financial plans are gradually replacing traditional business plans because they contain only specific information and enable management teams to constantly monitor the most important values. In fact, for middle and senior managers, the system of financial plans drawn up at the enterprise is the most dynamic tool. That is, any manager who has access to management information and the competence to manage such information can continuously improve the efficiency of the department entrusted to him through the use of various combinations of financial planning tools.

Elements that make up a development plan

The structure of an individual development plan depends on the needs of the company and the employee. Typically, the plan includes these elements:

1. Information about the employee. This is the full name, position, department in which the employee works, planning period.
2. Tasks. It is necessary to list current professional tasks.
3. Recommendations. It is necessary to list recommendations for the development of professional competencies.
4. Goals. It is necessary to list the goals for the implementation of certain activities, as well as indicate the time frame for achieving these goals.
5. Results of plan execution. The results are recorded. Comments may be included in this section.

If required, the plan may include additional items.

Preparing to work effectively with the territory

In the territory assigned to you there are a large number of outlets selling confectionery products. Conventionally, they can be divided into three categories:

• “priority” retail outlets, that is, retail outlets located on central streets, and / or capable of high sales of confectionery products, and / or having a wide range of confectionery products, and / or located in places with a large concentration of potential buyers (near transport hubs, public transport stops), and/or actively cooperating with competing companies.

Fulfillment of any of these conditions automatically classifies the outlet as a “priority” category. Regardless of the extent to which our products are represented in such retail outlets, they are the most important for the company and the ETP to ensure that all goals and objectives are met;

• “positive” retail outlets, that is, retail outlets located on secondary streets or in courtyards, with an established contingent of customers, with a wide range of confectionery products from the company or ready to cooperate to expand this range, ready to cooperate in matters of business interaction;

• “alternative” retail outlets, that is, retail outlets located on secondary streets or in courtyards, with an established contingent of customers, with a small assortment of confectionery products, and negatively related to the development of business interaction with all companies.

A visit to a retail outlet can be classified as one of two types of visits:

• first visit;

• regular visit.

A “first visit” means a visit to a retail outlet that the sales representative has not previously visited and/or about which there is no information in the corporate database. The main purpose of the “first visit” is to obtain information about it, inform about the service provided by the distributor’s company, and establish promising business relationships. The tasks of the “first visit” include:

• obtaining the accounting information necessary to fill out the Client Card and enter it into the corporate database;

• obtaining information about the importance of selling confectionery products for the business of a given outlet;

• informing the client about the type of activity of the company and opportunities for interaction;

• informing the client and employees of the outlet about the service that you can provide as an employee of the company;

• establishing positive business relationships necessary for further effective interaction;

• an offer to replenish the inventory of those SKUs produced by the company that are already on sale;

• an attempt to complete one of the tasks for the current period, with a positive reaction from the client;

• replenishment of inventory at the request of the client;

• conclusion of a supply agreement;

• drawing up a plan for the development of a point in terms of availability, visibility, setting the right price, placement of advertising materials and commercial equipment to increase sales of the company’s products at a given point;

• determining priorities based on the goals and objectives of the company, and formulating a goal for a subsequent visit to this point;

• providing reports on the work done.

By “regular visit” is meant a visit to a retail outlet that the sales representative has visited before, information about it is in the corporate database, and it is included in the Route Plan. The main purpose of a “regular visit” is to complete tasks that are relevant on the day of the visit.

The tasks of “regular attendance” include:

• timely and planned visit to the retail outlet;

• maintaining an optimal stock of company products at the retail outlet;

• correcting the situation of absence of the company’s products on display and in the inventory;

• obtaining/maintaining/increasing display space for the company’s products;

• ensuring product display in accordance with merchandising rules;

• work to ensure the recommended retail price for the company's products;

• activities to collect receivables;

• placement of relevant and removal of irrelevant advertising materials;

• placement of commercial equipment inside and outside retail outlets;

• introducing new products or advertising campaigns;

• providing reports on the work done.

For the effective development of the assigned territory, it is important for you to develop a Development Plan for the assigned territory.

By Territory Development Plan (TDP), we mean a pre-planned procedure aimed at expanding business interaction with retail outlets in order to increase the sales volume of the company's products carried out by these retail outlets. The implementation of the Territory Development Plan includes regular visits to points according to Route Plans agreed with management, in order to fulfill the tasks of a “regular” visit. To develop a territory development plan, we carry out the following actions:

• we draw up Route Plans using a map or diagram of the assigned territory and a corporate database, including existing Route Plans;

• immediately after the “first visits” we correct the Route Plans and make the necessary changes to the corporate database;

• we determine the retail outlets included in the Route Plans according to one of the categories - priority, positive, or alternative;

• We draw up a development plan for each point in terms of availability, visibility, pricing, placement of advertising materials and commercial equipment of the company, taking into account the tasks that are relevant on the day of the visit, both from the point of view of the current tasks of the month, and from the point of view of those set during the previous visit to the SMART point goals;

• upon completion of the current visit, we formulate and write down a SMART goal for the next visit in the Client Card;

• We carry out the development of the assigned territory, performing the necessary tasks according to the point development plan, first of all, making efforts to develop priority points, then positive ones, and then alternative points;

• for one working day we plan actions for the development of at least three priority points where the entire range of tasks can be completed: both special tasks of the month and SMART goals set during the previous visit to the point;

• at all other points indicated in the Route Plan, we complete the current Tasks of the Month and the SMART goals set during the previous visit to the point.

Having developed a Territory Development Plan, you implement it while working with retail outlets.

Recommendations for drawing up a plan

When developing an individual development plan, it makes sense to be guided by these recommendations:

1. No more than two areas of development are established per year. Only in this case can proper efficiency be achieved.
2. Each direction should include a full range of activities: theory, training under the supervision of experienced specialists, practice.
3. Ensuring uniform load throughout the year.
4. One and the same developmental method cannot be grouped in one period. Their correct combination is important. For example, you should not give an employee the task of reading books all month. Theory must be combined with practice.

Managers must evaluate the resources to execute the plan. These are material costs and time.

IMPORTANT! In order for the plan to be even more effective, it makes sense to involve several specialists in its creation: employees, representatives of human resources departments, consultants, coaches.

We develop a business plan for the development of the organization

One of the most important sections of the strategic development of an enterprise is the business plan of the company’s activities for the forecast period.

4 key functions of a business plan:

1. Transforms strategic development goals into indicators of the company’s financial and economic activities for the forecast period.
2. Serves as a source for checking the realism of the developed strategies (by comparing forecast indicators with the company’s resource capabilities).
3. It is the basis for developing budgets for the company as a whole and its divisions for the year.
4. Acts as a guide for adjusting the company's development strategies for subsequent periods.

Typically, business plans are drawn up for a period of three to five years; there are options for up to ten years.

The main criteria for choosing a strategic planning period are the current market situation and the position of the company. For example, if the market situation is quite stable and the company has been successfully operating in it for a long time, it can afford to predict results for the long term based on a “strategy for success.”

If the market is hectic and the company does not feel stable enough, it is forced to work on a “survival strategy”, in which long-term forecasting is impractical due to the uncertainty of the further development of the situation. In this case, a business plan is drawn up for a period of one to three years.

Business plan for a three-year period - in table. 2.

As evidenced by the business plan data, the company's strategies and their targets are realistic and quite achievable. conducts a profitable business, its operating income is sufficiently balanced and allows it to maintain a given rate of profitability while increasing sales volumes.

Due to the growth of net profit, the company can also solve the problem of high dependence on external financing by investing the profits received in replenishing working capital for running the business.

Example of a development plan

The development plan is drawn up in the form of a table. Let's look at an example. First you need to indicate personal information: the employee’s full name, date of birth, position, period during which the plan will be valid. Then this information is written:

The second part of the plan is results. They include an employee’s self-assessment of his development and assessment by his manager. The manager can also give certain comments.

IMPORTANT! Each task should have its own deadlines. For example, an employee needs to read the specified book before June 1 and attend training before August 1.

Individual development plan: Goal - setting and achievement. Part 3.

Goal - Setting and achievement. Once the development zones have been identified, it is then important to determine what result we want to get? What should happen for me to understand that I have acquired/improved a skill?

To achieve the desired result, it is important to correctly formulate your goal!

The IPR must have a main goal

Why do we write the IPR itself, for example: “became the head of department XX in November 20XX”, and
the goals for the development of each skill
, for example: “Mastered 3 argumentation techniques in ordinary and tough negotiations. I regularly use these techniques in my business and casual negotiations. In 9 out of 10 cases I manage to convince my interlocutor.”

Probably many of you already know the most popular goal setting technology, which is called SMARTER:

S - Specificity.

The goal must be clearly formulated and understandable. By the same wording, different people should understand the same thing. Therefore, write down your goal as specifically as possible.

M - Measurable.

The goal you set must be measurable. This means that the goal is always expressed in specific numerical/time/quality indicators.

A - Achievable.

The goal, as well as the method of achieving it, must be realistic and accessible. At the same time, the goal must be ambitious and require effort to achieve it.

R - relevance.

Each goal in the IPR must be consistent with other goals. Developing one skill should not interfere with developing another skill.

T - time-bound.

A specific time frame must be provided for achieving each goal. Otherwise, the goal will continue to dangle and have no clear end.

E - the goal should be inspiring (Exciting).

A goal can be perfectly formulated according to SMART, but if it doesn’t inspire us, we don’t have the energy to achieve it.

Routines, unclear tasks, meaningless work, or things that do not align with our values ​​and do not resonate will be done poorly or not at all. It is this parameter that is worth paying attention to if the IPR was not completed. Perhaps the main goal of the IPR was false.

R - the target must be recorded (Recorded).

Recorded in a place where you will see it every day, so as not to lose it in the flow of information. The goal should always be in a “prominent place” - only then will you remember about it and it will motivate you. Therefore, it is important to always keep the IPR plan at hand. If you put the IPR on the table and remember about it a year later, as a rule, there will be no result.

And lastly, it is important to formulate the goal in perfect form.

(mastered, achieved, done). With the help of such formulations, we additionally program our brain to achieve goals and reduce the level of fear of difficulties.

When selecting development methods, the main thing is to observe two principles: the 70/20/10 principle and the principle of uniform development.

Development principle 70/20/10.

This approach allows for a rational combination of theory and practical approaches to learning, which focuses on informal learning.

The greatest amount of knowledge, namely 70%

, the employee receives
in the process of performing new responsibilities and tasks, participating in complex and interesting projects, replacing colleagues/managers during their absence.
Another 20%

knowledge - when
interacting with more experienced colleagues, a manager
through:

• inclusion of another specialist in the process of activity;
• observing the work process of a more experienced employee;
• targeted transfer of experience (mentoring, mentoring, coaching);
• receiving feedback on the results of completing work tasks.

But only 10%

employee gains knowledge through
formal training.
This includes reading professional literature, self-study (watching training videos, electronic courses), attending seminars, conferences, trainings and other courses.

Important

so that the IPR always includes development methods from the “Development in the Workplace” cluster.
Methods from other clusters are applied as needed. This is because building a new skill requires regular repetition over time
. Within the framework of the training/seminar/course, theory (knowledge) is given, the opportunity is given to try to apply the trained skill in practice, but time is not given to form a stable, automated skill, because training time is limited. This is why it is important to transfer the skills tested in training or techniques read from books into your regular practice/life. If transfer does not occur, the skill is not formed and the time spent on training or reading a book “flies down the drain.”

The following are possible development methods based on the 70/20/10 principle

The principle of uniform development.

The essence of the principle is to distribute the development of skills over time in such a way that at a particular moment in time one skill is developed.

Why can’t you develop several skills at the same time?

Developing a skill is stressful, and the higher the level of stress, the higher the likelihood that mastery will be abandoned. Therefore, it is important to concentrate on one thing at a time. First, we mastered one skill, then we began to master the second, but we don’t give up the first, we continue to use it in our practice, but we no longer need to “lay the foundation” to master it. The skill is beginning to become increasingly automated.

It is better to draw up an IPR for 1 year

, but if there is an urgent need, you can develop an IPR for 6 months.

Remember that you can develop no more than 3 soft skills per year

. We set ourselves healthy, ambitious goals for development.

You can develop no more than 1 soft and 1-2 hard skills per quarter.

Again, when planning development, we pay attention to workload and personal matters. We don’t take it upon ourselves to master a bunch of skills at once.

If necessary, we increase the time for developing the skill. The speed of learning new skills is different for everyone. You will be able to master some things faster, while others will require an increase in the learning period. The main thing is to try to stick to the schedule and not delay development unnecessarily.

In order to understand when it is worth making a move in time and, in principle, making adjustments to the IPR, you need to regularly evaluate/monitor the IPR.

Evaluation of the results of the IPR

We revise the IPR every 1 month. Let's see how we meet the deadlines. What has been done, what still needs to be done. We adjust if necessary.

If there is an urgent need to replace a skill with another, replace it. There is no point in developing something that is no longer needed.

At the end of the year/six months, a full assessment of the implementation of the IPR is carried out. Looks like the result achieved. An analysis is carried out of the reasons why certain goals were not achieved. Actions are being developed to eliminate these causes.

And of course, we remember that development accompanies a person throughout his life, therefore, after summing up the results of the IPR, it is important to develop a new IPR.

Happy and successful development to everyone! If you have any questions, ask them in the “Ask a Specialist” section.

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