Employee Development Plan: Pricing Builds Culture Of Accountability
Do you need an employee development plan for new pricing teams to build a culture of accountability? Professional development for pricing professionals is not a one-day or even three-day training event or professional pricing conference, it is an incremental learning process supported by a strategic employee development plan with clear goals, expectations and opportunities for personal growth and professional development.
Building a culture of accountability in your team and business requires pricing leaders and teams to work closely with HR and build a highly commercial employee development plan that drives results, not just tasks and actions. As W. Edwards Deming said: “At least 90 per cent of the constraints on performance are in the processes, not the people. And leaders own the processes.”
Pricing executives and their teams often fail when they have no results to strive for. So you need strategic employee development plans that explain how each individual member of your team is going to achieve specific business results.
Well-structured pricing development activities incorporated within a strategic employee development plan will encourage high levels of team engagement and focus attention on collective business goals and strategies.
High-achieving pricing leaders, managers and analysts don’t just want to get things done; they want to achieve results that matter and be a part of something bigger. Ticking tasks off lists or meeting and greeting stakeholders without an agenda, mission or clear view of strategy does not achieve results or accelerate team performance.
In this article, I will discuss some common misconceptions about employee development plans, onboarding and training. Additionally, I will give some tips on how pricing managers can make sure a team achieves their full potential in new and challenging pricing roles.
Common Misconceptions About Employee Development Plan For Pricing Professionals
Many pricing managers misunderstand the 70:20:10 model and translate ‘learning by doing’ as a list of stretch goals in a fairly generic employee development plan. Turning on-the-job experiences and training into a list of difficult tasks is not enough to maintain lasting change in yourself let alone in others.
Additionally, a lack of clarity on expectations and strategy in your employee development plan can often make new employees feel like they are not adding value. Letting new employees ‘find their feet’ when they start a new role without setting clear expectations about the role and performance, can often make them feel hypersensitive to change and/or like a spare part.
A “one-size-fits-all” approach to learning and development does not work. Employee development plans need to vary from person to person. Employee development plans should also ideally focus on individual strengths and areas of development. Done any other way, you may struggle to accelerate team performance in the first 100 days.
Defining An Employee Development Plan
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