Beruflich Dokumente
Kultur Dokumente
EVALUATION OF
SALESPEOPLES PERFORMANCE
LEARNING OBJECTIVES
Performance appraisals are excellent methods for
building a strong and effective sales program. This
chapter should help you understand:
What a performance appraisal involves.
The uses of performance appraisals.
Who does the evaluation and how often salespeople
should be evaluated.
How performance criteria are developed.
The accuracy of performance appraisals and what
can influence that accuracy.
The importance of evaluating the evaluation system.
Copyright 2001 by Harcourt, Inc. All rights reserved.
PERFORMANCE APPRAISALS
WHAT ARE THEY?
THE PURPOSE AND IMPORTANCE OF
PERFORMANCE APPRAISALS
Penalties
Development
Personnel
Feedback
Planning
Goals
Promotion
Legal compliance
Training
Motivation
COMPARISON FACTORS
EVALUATIVE ROLE
DEVELOPMENTAL ROLE
Time
Future performance
Objective
Improve performance
by rewarding based
on performance
Method
Managers role
Evaluate performance
Salespersons role
Active involvement in
developing future career and
performance plans
P er fo r m a n ce
A p p ra isa l
M o tiv a tio n
to W ork
E ff o r t
P er fo r m a n c e
L ev el
R ew a r d s
E q u ity
D e t er m i n a t i o n
S a t i s fa ct i o n
Jo b
R e q u ire m e n ts
P la n n i n g
P e rfo r m a n c e
C rite ria
Jo b
S p e c i fi c a t i o n s
I m p le m e n tin g
E v a lu a tin g
Evaluative
Compensation
Legal
Penalties
Personnel
Promotion
Developmental
Development
Feedback
Goals
Motivation
Planning
Training
Regional Manager
D is tri c t
M anag er
D is tric t
M anag er
H o m e O ff i c e
P e rs o n n e l S p e c ia lis t
S a le s p e r s o n s I m m e d i a t e
D is tric t M a n a g e r
S a le s p e r s o n
D is tri c t
M anag er
D is tric t
M anag er
3. Personal traits
a. Attitude
b. Empathy
c. Human relations
d. Team spirit
e. Appearance
f. Motivation
g. Care of car
h. Self-improvement
Descriptive statements
Management by objectives
Behaviorally anchored rating scales
360 degree feedback
INFLUENCES ON A PERFORMANCE
APPRAISALS ACCURACY
New Sales Managers
False Performance Results
Personalities Enter In
Central Tendency Errors
Managers may tend to rate all salespeople
average on all performance criteria.
INFLUENCES ON A PERFORMANCE
APPRAISALS ACCURACY
The Managers Attitudes
Salespeoples Expectations
continued
DOS
Put everything in writing. Leave a
paper trail. Use a witness to the
discussions on unacceptable
performance.
Sit down one-on-one with the individual in a private office.
Complete a termination session
within 15 minutes.
Provide a written explanation of
severance benefits.
Provide outplacement services
away from company headquarters.
Be sure the employee hears about
his or her termination from a manager, not a colleague.
Express appreciation for what the
employee has contributed, if
appropriate.
DONTS
Dont leave room for confusion
about the firing. Tell the individual in
the first sentence that he or she is
terminated.
Dont allow time for debate during
the termination session.
Dont make personal comments
when firing someone; keep the
conversation professional.
Dont rush a fired employee offsite
unless security is an issue.
Dont fire people on significant
dates, like the 25th anniversary of
their employment or the day their
mother died.
Dont fire employees when they
are on vacation or have just
returned.
C u s to m e r s
D e fi n e M a r k e t
S eg m en ts an d
T arg e t M a rk e ts
E n v iro n m e n ta l
A n a ly s is
C o rp o ra te
M i s s io n
an d
O b j e c t iv e
M a r k e t in g
O b j e c t iv e s
E s tim a te M a r k e t
P o t e n t ia l a n d
F o r e c a s t S a le s
D e v e lo p M a r k e t i n g - M i x S t r a t e g i e s
M a r k e tin g M a n a g e m e n t
P ro d u c t
M a rk et E n tr y
P ric e
P la c e a n d
D is t r ib u t io n
P ro m o tio n
S a le s F o r c e M a n a g e m e n t
F eed b ack
P la n S a le s
F o rc e
O b j e c t iv e s ,
S tra te g ie s,
T a c tic s
S t a ff i n g
T ra in in g
E s t a b li s h
O rg a n iz a tio n a l
D e s ig n
an d S tr u c tu re
S a le s F o r c e
P e rfo rm an c e
A n a ly s is
a n d E v a lu a t io n
M a r k e tin g M ix
E v a lu a t i o n
P ro d u ct
P r o m o tio n
P r ic e
C h a n n e ls
D ir e c t i n g
F eed b ack
F eed b ack
F eed b ack
C o rp o ra te
P e rfo rm an c e
ROA
S a le s
M ark e t
S h are
C u sto m e rs
D e fi n e
R o le s a n d
M a rk e ts
o f S a le s F o r c e