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The Senior Development Manager (SDM) owns the performance, production, and development of new hires post-training until they are fully released to the sales floor. This role serves as the critical bridge between Training, Operations, and Sales Leadership, ensuring consistency, readiness, and early productivity of newly trained agents.
Responsibilities:
Role Mix (80/20)
80% – Production & New Hire Ownership
- Direct accountability for new hire production
- Ownership begins at handoff from Training
- Floor presence through:
- Ride-alongs
- Table support
- Real-time coaching and reinforcement
20% – Coaching & Development
- Coaching and skill development of TOs
- Reinforcement of:
- Steps of the Sale
- Execution discipline
- Agreement and close standards
Operational Ownership
- Owns all new hires assigned to Tuscany
- Acts as the primary Tactical / Development Manager during incubation
- Core objective: standardize how Tuscany hires, trains, and transitions agents
- Benchmark model:
- Myrtle Beach Tactical Manager structure
- Timeline:
- Flexible and not time-bound
- Incubation may range up to ~90 days
- Tactical support may be as short as 2 weeks
- New hires remain assigned until the next training class is released
New Hire Volume Assumptions
- Minimum of 6 agents per training class
- Targets adjusted by Nancy based on percentage of VPG
- Action Line: Classes must meet the minimum of 6 agents
Onboarding & Early Development Flow
General Onboarding Enhancements
Expanded exposure beyond sales to include:
- QA processes
- Operational workflows
- Expectations and performance standards
Timeline
Day 14 (Thursday)
- Graduate from Training
Day 15 (Friday – Onsite at Tuscany)
- New hires received by Development Manager
- Site walkthrough and line flow overview
- Pre-pack paperwork
- Mock closings
- Alignment session covering:
- Steps of the Sale
- Agreement Agenda
- Compensation plans
- Rotations
- Line rules
Interview / Onsite Exposure Process
- Days 11–13:
- New hires onsite at Tuscany
- Hosted by Training Team
- Day 15:
- New hires shadow and align directly with Development Manager
Rotation & Tour Reception Considerations
Challenges to Address
- Establishing minimum and maximum agent counts per class
- Managing large classes and days-off impact
Assigned TO Model
- Development Manager functions as the assigned TO for new hires
Rotation Model
- Agents scheduled in waves
- Wednesday–Thursday: New hires generally off
- Training ensures coverage Monday, Tuesday, and Friday
Training & Daily Rhythm
Meetings & Daily Cadence
- Development Manager responsibilities:
- Conduct daily trainings
- Lead morning meetings when applicable
Team Cadence
- 7:45–8:00 AM: 15‑minute team huddle (Teams)
- 8:00 AM: Attend Morning Meeting
Tour Training Allotment
- 20 total tour allotments
- 17 run through normal rotation
- 3 reserved for Training
- Training tours held during:
- 1st rotation
- 3rd rotation
- Regular trainers onsite 3 days per week to assist TMS and Development Manager
- Noted challenge:
- Development Manager may be tied to a table and unavailable for midday training
When Agents Are Not on Tour
- Structured daily training sessions
- Skill reinforcement activities
- Coaching check-ins
- QA review and call/table feedback
Content & Enablement
- Carlos to develop subject-matter content for:
- Daily training
- Rotational skill reinforcement
Monthly MPS / Performance Expectations
Development Manager
- Carries an abbreviated production target
- 75% of standard budget
- Example:
- Standard Manager: ~1,050 VPG
- Development Manager:
- Reduced personal target
- Responsible for ~6 TMs producing ~1,000 VPG total
Agents
- Standard performance expectations
- Adjusted appropriately during incubation phase
Referrals Model (Under Consideration)
- All new hires initially managed through the Development Manager process
- Upon release:
- Agents move to a referring manager
- Referring manager carries approximately 2,000 VPG responsibility
Talent Acquisition Partnership
- Direct involvement with Talent Acquisition
- Feedback loop on:
- Candidate readiness
- Training class composition
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Quality of hi
- Comprehensive Benefits: Medical, dental, vision, life insurance, 401(k) with company match, and tuition reimbursement.
- Career Growth: Opportunities for advancement in a promote-from-within culture.
- Work-Life Balance: Supportive environment with flexible scheduling.
- Competitive Compensation: Industry-leading pay structure.
- Recognition: Employee recognition programs, including the Annual Presidents Club Trip, and performance-driven incentives.
To fulfill this role successfully, you must possess the following minimum qualifications and experience:
- Minimum 2 years at HGV
- Completion of Training curriculum to the greatest extent possible
- Demonstrated strength in:
- Coaching
- Process discipline
- Floor leadership
- Skillset: Proficient in MS Office with strong analytical, supervisory, and interpersonal skills.
- Communication: Exceptional verbal and written communication skills.
- Expertise: Thorough knowledge of all aspects of vacation ownership sales transactions.
- Leadership: Ability to think strategically, solve problems effectively, and motivate a team to excel.
Why choose us:
We are passionate about creating a positive and engaging work environment that fosters growth and celebrates success. Join a team that values innovation, integrity, and delivering exceptional vacation ownership experiences.
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Des avantages sociaux qui favorisent la santé et le bien-être financier des membres de l’équipe.
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Des rabais sur les voyages et les hôtels pour les membres de l’équipe, leur famille et leurs amis.
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Un équilibre sain entre vie professionnelle et vie privée avec congés pour des motifs personnels et horaires souples.
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Activités pour membres de l’équipe qui renforcent la camaraderie grâce à des activités amusantes.
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Une culture ouverte d’esprit engagée envers la diversité et l’inclusion.
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Des incitatifs pour les membres de l’équipe qui font preuve d’excellence chaque jour.
