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“Be sure to bring a 30-60-90 day business plan to the interview,” the recruiter casually mentions as the conversation comes to a close.“Of course,” you say, gulping, but what exactly does she mean?
The plans establish the goals the new employees expect to meet, their strategies for their first three months and the steps they plan to take to meet those goals.
The 30-day portion of plan includes completion of introductory tasks.
You review the prospect's plans for her first month on the job to see how she plans to adjust to the new company culture.
Take note of how the prospect plans to communicate with supervisors, follow company policies and learn about procedures and technologies.
The plan should show the hiring manager you understand the responsibilities of the job and are prepared to perform it well.
If the company has a detailed medical sales training program in place for new hires, that can be incorporated into the plan, but if the company does not (and many don’t), the plan should show that you have the initiative to get ramped up quickly and that you won’t be a drain on resources during the process.
One method that both parties can use to smooth out the transition period is the development of a 30-60-90 day business plan.
You can determine the level of skill and preparation a new employee has when he presents his plan, while employees can show their understanding of your business's needs.
As an example, a computer software company would examine how a programmer plans to spend the first 30 days learning the firm's technology.
He may spend the next 30 days improving the firm's latest release through debugging, testing new features to ensure full functionality and seeking constructive criticism from coworkers on improving his work.