Measuring the performance of the sales force
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Transcript of Measuring the performance of the sales force
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MEASURING THE PERFORMANCE OF THE SALESFORCESandrine Bardot – CompensationInsider.com
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Agenda
Background Quantitative performance measures Qualitative performance measures Implementation Sales employee performance appraisal
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Linking design to company strategy
Driving behaviours through the Sales Plan
What's necessary to set proper objectives
What can go in the way of good metrics selection
Background3
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Sales compensation vs sales budget4
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Linking design to company strategy
Source : CLC
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Driving behaviour through the Sales Plan
Main objectives are growth and/or profitability
Typical internal / employee focused objectives : Differentiate high and low performers, manage
the latter out Ensure external and internal pay equity Reduce sales administration burden Skills acquisition Communication corporate strategies
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What’s necessary to set proper objectives
The sales incentive plan does not exist in a vacuum
Address the structure of the sales department before making any investment in technology
Define outstanding performance Quality, easily traceable data Simplicity of design and low number of
objectives
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What can go in the way of good metrics selection
Not recognising the differences in roles
No good IT and reporting
Ignoring marketing seasonality, promotions etc
Not understanding crediting rules and other reporting realitines
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Measures
Mechanics
Payout calculations
Quantitative performance measures9
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Quantitative performance : measures
4 categories of Sales measures :
Production (volume) : revenue (total, new, renewal), price, margin…
Products (including services) : units sold, product mix, up-selling, product introduction…
Accounts (customers, channels) : new, retained, expanded, satisfied…
Milestones (events & activities) : threshold achievement, contract sign-up
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Quantitative performance : mechanics
Profit-funded bonus pool ? YTD versus annual quota or seasonality impact
and quarterly quota ?
Thresholds Hurdles
Sales elasticity variation (hunters or farmers) Accelerators (additive or multipliers) Caps or ceilings (if any, hard or soft)
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Design elements : Payout calculations Payout frequency Payout curve : straight line, exponential, stair step,
S-curve…
Will you allow draws ? If so, recoverable or not ? If recoverable, is year-end payout calculated on each
performance measure separately or together ?
What is used for revenue calculation ? How do you manage
Windfalls and exceptions Multiple crediting / double booking (geographic vs major
account) Multi-year agreements Newcomers...
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Best practice on choice of measures categories
The debate
Linkage to quantitative targets
Qualitative performance measures13
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Best practice on choice of measures
Performance measures Description
Number of metrics 2 -3
Most common metric 76% of companies
Revenue-based Revenue, volume…
61% average relative weight
2d most common metric39% of companies
Profit-related EVA, contribution…
18% average relative weight
Final metric (10-20% of objectives)
Qualititative or customer centric
CS, new account, skills acquisition….
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Qualitative performance : the debate
Direct impact on company results
Pay at risk, upside potential and funding models require hard measures for fairness
Soft measures tend towards stable pay outcome despite performance fluctuations.
Useful in tough economic times (recognition, retention)
Especially adapted to long sales cycles
The end does not justify the means. Officialise company focus on “good” behaviours vs “bad” ones.
“Hard” measures “Soft” measures
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Qualitative performance :linkage to quantitative
Shift from purely sales results-driven incentives
Incorporate other performance metrics : Incentive pay factors Modifiers (hurdle, accelerator, matrix) Additional incentives
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Goal setting
Modeling and deploying the plan
Implementation17
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Goal setting
Cascade of objectives : Sales manager quota ≥ sum of ICs objectives
Alignment : VP on booking vs sales execs on shipping =>
discrepancies in achievement and payment
Measurable, aggressive yet realistic objectives
Define degree of freedom at individual and team level for goal setting
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Modeling and deploying the plan
Test against historical results Model the plan at the individual and overall level Test concepts with small group of proven
performers
Create a scalable process Ensure accurate incentive compensation and
easy plan administration
Write careful plan documents Include tools (data, self-service, analytics)
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Influencers of employee commitment
Employee appraisal and the sales force
Sales managers and pay communication
Sales employee performance appraisal
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Influencers of employee commitment
Formal plan communication Manager communication
How organisations pay How organisations communicate about pay
Sales incentive satisfaction
Process fairness perception
Actual fairness of pay distribution
Employee commitment
Discretionary effort - Impact on company results
64%
57% higher vs effort of strongly not committed
48%22%
Source : CLC
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Employee appraisal for the sales force
Line managers own motivation and development of sales team
Classic of employee performance management : Self-appraisal for reflection on results, values, and career
goals Assess competencies and behaviours, perform skills gap
analysis and implement a development plan Establish pay raise and promotions opportunities, sanction
non-acceptable behaviours Establish bridges / de-silo sales from rest of the
organisation through a common process Relationship building and retention For company, identification of future sales managers,
adaptation of training, coaching ,and “internal” on-boarding processes.
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Sales managers and pay communication
At least 2 discussions per year (+23% fairness perception)
Clarify the relationship between pay and performance Performance criteria Bonus criteria Pay criteria
Cover pay potential Promotion timeline Compensation growth potential
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Recap - a comprehensive approach
Incentives
• Clear goals and strong line of sight• Clear payment opportunity• Main recognition tool for the sales force
Performance appraisal
• An on-going conversation based on feedback• Opportunity for development plan• Basis for career decisions
Recognition
• Somewhat spontaneous• On-going, timely delivery• Meaningful but modest reward value, if any
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Example one
Selling products on a short sales cycle : Variable pay = 1.5 fixed pay Base salary according to position Monthly quantitative “commission” based
mostly on revenue and margin Quarterly bonus based on “quality” of sales
(product mix, regularity of sales, visits follow-up) and “job competencies”.
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Example two
Selling solutions to long-term customers : Annual bonus paid with 3 quaterly advances Based on Revenue, New Business, Retention,
Customer Satisfaction, and Other Objectives Percentage of on- target varies according to
position (15 to 45%)
Sales support get the regular bonus, “adapted” to reflect their role in the sales process.
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Free resources from my blog http://compensationinsider.com/analyse-my-s
ip/ http://compensationinsider.com/why-am-i-not
-on-the-sales-incentive-plan/ http://compensationinsider.com/why-the-sale
s-director-has-less-on-target-incentive-than-the-sales-people/
http://compensationinsider.com/prospecting-or-existing-customers-what-do-you-focus-on-in-your-sales-incentive-plan/
http://compensationinsider.com/a-dinosaur-in-dubai/
Recommended reading : Compensating the Sales Force by David Cichelli
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Thank you !
Sandrine BardotConsultant, trainer, speaker, blogger
+971 566 172 [email protected]
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