Plan A 3 Position

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Plan A 3 Position

Susan Heathfield is an HR and management consultant with an MS degree. She has decades of experience writing about human resources.


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Need an employee and company friendly way to keep employee job descriptions , goals , and plans up-to-date without Human Resources intervention? Consider writing a job plan as an alternative to the traditional, normally not up-to-date, lengthy job description. 


Owned by the employee, in conjunction with and negotiated with his or her manager, the job plan solves the most frequent problems organizations experience with job descriptions. Similar to a job profile but with more detail, the job plan clearly defines the employee's job. 


An employee-led job plan is always up-to-date, is descriptive of the job the employee is actually doing, and is owned by and important to the employee. The job plan is an improvement over an HR written job description that is usually out-of-date, tough to maintain, and a document that employees don't own and use as a guide.

The written job plan will guide an employee's use of his or her work time and inform the employee of the priorities and needed outcomes. The job plan, done well, emphasizes an employee's most significant goals and expectations . You can use a job plan to assess an employee's progress on goals and core responsibilities.

It makes a useful starting discussion point during weekly one-to-one meetings and in any meeting to discuss setting goals, planning the future, or desired changes to an employee's job. 


Since the job plan is negotiated with the manager, he or she feels involved and committed, too.


Managers work with employees to make sure that every employee has an individually developed job plan. The document is maintained and updated as necessary by the employee with the concurrence of the employee’s manager.


The document lists the employee’s responsibilities and the core job functions, goals, and expectations for performance. It is the employee’s responsibility to execute the job plan with management support and agreement.

Managers work with employees to ensure that employees have appropriate elements of their company's mission , goals, objectives, and guiding principles in their job plans. Managers also work with employees to ensure that regular performance discussions and feedback are occurring relative to the core functions, job expectations, and goals in the job plan.

Managers work with employees to ensure that each employee has appropriate stretch goals that serve both the company and the employee in place in their job plan.


In developing the job plan, employees who have the same job with similar responsibilities will work as a team to develop the job plan for the job with the assistance and concurrence of their managers. In the instance of a group-developed job plan, each employee might also expect to have individual goals, that are specific to his or her position.


In addition to these core responsibilities, activities, and functions that were agreed upon as a group, these additional expectations also define the scope and expectations of the individual's job. When an employee is performing core job plan functions and responsibilities and meeting job plan goals, the employee is making a solid contribution to his or her organization.


The employee who is doing the job takes the lead in writing the job plan using the following job plan format as a template. The goals and plans that become the final document are negotiated with the employee's manager or supervisor.


Progress should be reviewed periodically with the manager and success on the job plan and goals should affect compensation decisions.


Unlike performance development planning , which is for employee development, the job plan measures progress toward goal accomplishment. The job plan provides clear expectations for employee performance.

This guarantees that the employee and the manager are on the same page and share meaning on the employee's performance expectations. This is a positive, powerful way to make sure that employees are focused on producing what the organization most needs from them.

This is a template for an employee developed and owned job plan. You can customize, copy, and use this job plan template as your employees develop their own job plans. If the same job is held by more than one employee, all employees, or a cross-sectional group of employees, should develop the job plan together.


In developing the job plan, these steps are recommended.


Write a short description of what the position does within your organization. Example: The marketing manager directs, manages, and leads the overall provision of customer-focused marketing services and programs and guides and provides direction to the marketing staff.


Use bullet points to list the five-eight major areas of responsibility you have in your job. For example, a human resources manager might list responsibilities that include these. Major areas of responsibility include:

Take each of the items listed in the Major Areas of Responsibility and provide details and actionable goals. Start by using the listed major area of responsibility and add the details necessary to make job expectations and products or outcomes clear in each major area of responsibility. For example, an HR manager might detail a responsibility, Development of the Human Resources Department, like this:

Take each of the items listed in the Major Areas of Responsibility and provide details and actionable goals. Start by using the listed major area of responsibility and add the details necessary to make job expectations and products or outcomes clear in each major area of responsibility. For example, an HR manager might detail a responsibility, Development of the Human Resources Department, like this:


Employees should list their main goals related to the specific areas of responsibility detailed above. These goals would cover whatever time period the organization determines for consistency.

This job plan is intended to convey information essential to understanding the scope of the job and the general nature and level of work performed by the employee holding this job. But, this job plan is not intended to be an exhaustive list of qualifications, skills, efforts, duties, responsibilities, or working conditions associated with the position. That is the realm of the job description .

Please note that the information provided, while authoritative, is not guaranteed for accuracy and legality. The site is read by a worldwide audience as employment laws and regulations vary from state to state and country to country. Please seek legal assistance , or assistance from State, Federal, or International governmental resources, to make certain your legal interpretation and decisions are correct for your location. This information is for guidance, ideas, and assistance.


Updated August 22, 2022 | Published February 25, 2020
The Indeed Editorial Team comprises a diverse and talented team of writers, researchers and subject matter experts equipped with Indeed's data and insights to deliver useful tips to help guide your career journey.
Starting a new job is exciting but it can sometimes also seem overwhelming. Creating a goal-driven plan can help you adjust to your new position quickly and effectively. 30-60-90 day plans are great tools for an effective start to a new position.
In this article, we discuss 30-60-90 day plans and how to create them, and we provide a template, example and useful tips you can use as a guide.
A 30-60-90-day plan is meant to establish guidelines for you to achieve short- and long-term goals in a new job.
Use SMART goals to map out how you’ll meet new coworkers, learn your new role and organization and start key projects.
Connect with your supervisor to go over your proposed plan to ensure you’re working on the right things.
A 30-60-90 day plan is a document used to set goals and strategize your first three months in a new job . 30-60-90 day plans help maximize work output in the first 90 days in a new position by creating specific, manageable goals tied to the company's mission and the role's duties and expectations.
30-60-90 day plans are usually created during the final stages of the interview process or in the first week on the new job. The central tenant of the 30-60-90 day plan should be an organizational definition of success. All employees should be working towards the same company-driven goals, so the plan should align with overall company success.
All industries and job roles can benefit from a 30-60-90 day plan, but they are most commonly made for sales representatives and managers. These roles tend to work independently, so taking time to align goals with the mission of the company ensures that all new employees are contributing to the success of the organization.
There are many benefits and uses for a 30-60-90 day plan including the following:
Here are some of the benefits of implementing a 30-60-90 day plan:
Focus: Creating a clear focus for your first 90 days on the job ensures that your daily actions will be productive.
Goal-setting: The goals you set in your 30-60-90 day plan will help you integrate quickly and smoothly into the organization.
Success: Your supervisors will see that you are capable of self-management and achieving goals. This indicates that you are an employee worthy of development.
Here are the best uses for a 30-60-90 day plan:
New job: 30-60-90 day plans are a great way to productively use your time to learn about your new job and begin working. These plans are most often associated with beginning a new job.
Project: 30-60-90 day plans can help create an actionable project template. They are useful in dividing a project into manageable tasks.
Performance review: 30-60-90 day plans can be implemented following a performance review. Take the constructive feedback you received and create a 30-60-90 day plan to meet your end goal.
30-60-90 day plans should include goals. Use SMART goals to help establish the ideal targets. SMART is an acronym that stands for Specific, Measurable, Achievable, Relevant and Time-bound. SMART goals guarantee that your targets will be actionable and quantifiable. Follow the steps below to create a 30-60-90 day plan:
Create or find a pre-made template (one is included in this article) to manage your 30-60-90 day plan. Your template should have spaces for your goals for 30, 60 and 90 days, spaces for different types of goals and spaces for actions to achieve your goals.
Determine your goals for your new position. These should be SMART goals that are either learning goals, performance goals or personal goals. Make a general list of goals and then sort them into the appropriate category on your template.
Look at your list of learning, personal and performance goals. Identify any knowledge or learning-based goals. The first 30 days on the job should be dedicated to learning about the company and your specific role.
Identify goals related to contribution. These goals should rely on implementing the knowledge gained during the first 30 days. The second 30 days of work should focus on contributing to the company's mission.
Identify goals related to leadership. The final 30 days should focus on using the knowledge and experience gained in the first 60 days to appropriately and effectively lead a team.
Look at your goals by type and date. Create a list of action items that can be used to assess whether or not you have met your goals. These should be measurable and achievable.
Here is a template for a 30-60-90 day plan using learning goals and actions, performance goals and actions and personal goals and actions:
Learning goals 30 days - Goal 1 - Goal 2 - Goal 3
Learning actions 30 days - Action 1 - Action 2 - Action 3
60 days - Action 1 - Action 2 - Action 3
90 days - Action 1 - Action 2 - Action 3
Performance goals 30 days - Goal 1 - Goal 2 - Goal 3
Performance actions 30 days - Action 1 - Action 2 - Action 3
60 days - Action 1 - Action 2 - Action 3
90 days - Action 1 - Action 2 - Action 3
Personal goals 30 days - Goal 1 - Goal 2 - Goal 3
Personal actions 30 days - Action 1 - Action 2 - Action 3
60 days - Action 1 - Action 2 - Action 3
90 days - Action 1 - Action 2 - Action 3
Here is a 30-60-90 day example for a sales representative using the included template:
Learning goals 30 days - Understand the company's mission - Have a consistent daily schedule - Prepare for sales calls
60 days - Review the online sales system - Understand the sales tracking system
90 days - Present personal sales strategy - Lead professional development session
Learning actions 30 days - Study the company's mission independently and with management - Develop a list of daily duties and expectations - Review current client list and product information
60 days - Meet with a senior sales rep regarding sales system - Study sales tracking system
90 days - Write a personal sales strategy - Prepare professional development session
Performance goals 30 days - Attend a client meeting - Participate in a sales call
60 days - Sign a new client - Set meetings with three potential clients - Implement the company's sales strategy
90 days - At least one Independent sale - Identify new sales strategy
Performance actions 30 days - Research client before the meeting - Identify a client sales call opportunity
60 days - Make cold calls and follow-up with potential clients - Identify potential clients and provide product information - Shadow senior sales representatives
90 days - Develop client relationship resulting in a sale - Research and develop a potential sales strategy
Personal goals 30 days - Positive coworker relationships (2) - One lunch and learn
60 days - Positive management relationships (1)
90 days - Lead a sales meeting with colleagues
Personal actions 30 days - Meet immediate coworkers - Have a working lunch regarding a specific topic
60 days - Have a professional meeting with a manager
90 days - Demonstrate ability to lead co-workers through successful sales
Use these tips to create the best 30-60-90 day plan for your industry and role.
Be specific. Keep the language in your 30-60-90 day plan specific and actionable.
Use SMART goals. Your goals should be specific, measurable, achievable, relevant and time-bound. Assess each goal for these factors before adding it to your 30-60-90 day plan.
Maintain a growth mindset. Prepare to adjust your goals and actions as needed. Learn and adapt from unsuccessful strategies rather than giving up.
Prepare to quantify. At the end of each 30 days, quantify your progress. Use this information to inform your next 30 days of work.
Make it readable. Keep your 30-60-90 day plan short. It should be skimmable at one to two pages long.



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Influencing consumer perception of a brand or product in relation to rival brands
Market Positioning refers to the ability to influence consumer perception regarding a brand or product relative to competitors. The objective of market positioning is to establish the image or identity of a brand or product so that consumers perceive it in a certain way.
There are several types of positioning strategies. A few examples are positioning by:
A perceptual map is used to show consumer perception of certain brands. The map allows you to identify how competitors are positioned relative to you and to identify opportunities in the marketplace .
An example of consumers perception of price and quality of brands in the automobile industry are mapped below:
This map is for illustrative educational purposes only.
Create a positioning statement that will serve to identify your business and how you want the brand to be perceived by consumers.
For example, the positioning statement of Volvo: “For upscale American families, Volvo is the family automobile that offers maximum safety.”
Compare and contrast differences between your company and competitors to identify opportunities. Focus on your strengths and how they can exploit these opportunities.
Identify your existing market position and how the new positioning will be beneficial in setting you apart from competitors.
Identify the conditions of the marketplace and the amount of influence each competitor can have on each other.
Through the preceding steps, you should achieve an understanding of what your company is, how your company is different from competitors, the conditions of the marketplace, opportunities in the marketplace, and how your company can position itself.
Market repositioning is when a company changes its existing brand or product status in the marketplace. Repositioning is usually done due to declining performance or major shifts in the environment.
Many companies, instead of repositioning, choose to launch a new product or brand because of the high cost and effort required to successfully reposition a brand or product.
The example below describes Coca-Cola’s repositioning of Mother Energy Drinks:
The Coca-Cola Company launched Mother Energy Drinks in 2006 into the Australian market. The launch campaign was professionally executed, and Coca-Cola was able to leverage its distribution channels to get the product into major retailers. However, the taste of Mother Energy Drink was subpar and repeat purchases were very low.
Coca-Cola was faced with a decision: to improve and reposition the product or withdraw it and introduce a new brand and product. The company ultimately decided to reposition the product due to already high brand awareness.
The biggest challenge faced by Coca-Cola was to persuade consumers to try the product again. The company changed the packaging, increased the size of the can, and improved the taste of the product. The relaunch of the product featured a new phrase – “New Mother, tastes nothing like the old one.”
Ultimately, Coca-Cola was able to successfully reposition Mother Energy Drinks and the brand today competes with the two leading energy drinks in the market – V and Red Bull.
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