Career Development Plan – Part 1
Robin M Ellison
In line with David Spencer’s ultimate vision of this merger, my plan is to develop my sales team with the hunger and drive that is entrenched in the culture of InterClean and expand those traits into the technology and service driven force that is EnviroTech. To achieve this goal, the methods of job analyses I will employ will include observation and interviewing. Through observation, I will be able to, without interference, record the differences and similarities in parallel positions of both companies in order to facilitate bringing them together. Interviewing will provide in depth analysis of ...view middle of the document...
I have identified 7 positions necessary on my team to blend the cultures of both companies to work toward the new strategic direction of sales and service.
• Team Lead – this position will oversee all activity of the team and be the driving force behind it.
• Sales Director – this position will forecast the long term quotas for the team as well as follow trends and make macro and micro adjustments as necessary
• Sales Manager – this position will have a more daily leadership role with the sales representatives and facilitate meeting the team goals
• Service Director – this person will ensure that all operational standards are met and/or exceeded with service and sales
• Sales Representative(s) - these positions will focus aggressively on achieving their projected sales goals with the assistance of the Sales Manager
• Service Representative(s) – these positions will focus on problem solving solutions for the customer so that we achieve the highest satisfactory rating possible.
The selection method for these employees will primarily be based on interviews (including personality inventories) and peer assessments. Cross training in regards to sales goals and operational standards for their respective positions will be in line with existing standards for both InterClean and EnviroTech. Team Members are expected to train with each other (in a schedule to be determined) so that all members are aware of the other’s responsibilities. It is my goal that this team performs as one and that all expectations are known in advance so there are no excuses. “An employee selection process should include the framing of a statement of guiding principles and policies. Such a statement helps ensure consistent standards for staffing the whole organization and powerfully communicates, at the outset, its new goals and values (Kay, 2000.)” Compensation plans will be commiserate with experience, execution, and production, and will be similar in nature to existing incentives. More focus will be spent on the strategy of blending service and sales so as not to lose track of what’s at stake. “Merging cultures requires more time than merging incentives (Montmarquette, 2004.)”
Based on the provided employee profiles, I have chosen the following people for the aforementioned positions:
Team Lead: Susan Burnt
Susan’s varied experience at InterClean will help give her the breadth of a base to be an extraordinary Team Lead. Her success in both sales and service will be...