Chapter 11 Chapter 10 Performance Appraisal of Sales Personnel

How to conduct performance appraisal of sales staff is one of the basic contents of sales manager's management of sales staff.Performance appraisal is a formal employee evaluation system, which uses systematic methods and principles to evaluate and measure employees' work behavior and work effects in their positions.Performance appraisal is also a management communication activity between enterprise managers and employees.The results of performance appraisal directly affect the vital interests of many employees, such as the adjustment of salary, the distribution of bonuses and the promotion and promotion of positions.

The enterprise employs sales personnel, and trains, motivates, supervises and controls the sales personnel, with the aim of improving the performance of the sales personnel, and then improving the sales performance of the enterprise.The key to all this is whether the sales manager can conduct an objective and fair assessment and evaluation of the sales staff. Performance is relative to a person's work, that is, according to the nature of his work, the result of completing the work or performing his duties, the performance of an employee is the external performance of the employee when dealing with and performing work.Performance appraisal of sales staff is a comprehensive evaluation of sales staff's work behavior, attitude, performance and other aspects. "Performance" generally includes two aspects: on the one hand, it refers to the results of employees' work.In an enterprise, the employee's work performance is embodied in the quantity, quality, cost and other contributions to the enterprise of the completed work; on the other hand, performance is the behavior, performance and quality that affect the employee's work results.

(1) Performance is the consequence of people's behavior and the degree of completion of the goal. It exists objectively, not subjectively. (2) Performance must have actual effects, and the result of ineffective labor cannot be called performance. (3) Performance is the effectiveness of a certain subject acting on a certain object, which is produced in the process of work. (4) Performance should be measurable.For the measurement of actual results, it is necessary to undergo necessary transformations, which is difficult, and this is exactly the problem that must be solved in the evaluation process.Therefore, performance is an effective result in the work process, and it is the degree to which the company achieves the ultimate expectations of its members.

The purpose and purpose of the enterprise's performance appraisal of salespersons are manifested in the following aspects. 1. Guarantee the completion of sales targets The sales target is the starting point of the sales management process, and it plays a guiding role in the sales organization, the design of the sales area and the formulation of the sales quota.Once this is done, the sales manager recruits, positions, trains, and motivates salespeople to work toward their sales goals.At the same time, sales managers should also regularly collect, organize and analyze information about the implementation of sales plans.On the one hand, this is conducive to modifying the unreasonable parts of the plan, and on the other hand, it is conducive to discovering the differences between the actual situation and the plan, so as to find out the reasons and seek countermeasures.It can be seen that an effective performance appraisal program is like a compass, which ensures that salespeople can achieve the sales goals of the enterprise.

2. Provide a basis for rewarding sales staff Scientific assessment and fair rewards have an important impact on motivating sales staff.An effective performance appraisal plan is to conduct a comprehensive and fair assessment of the behavior, attitude, performance and other aspects of the salesperson. distribution provides an important basis.Moreover, the enterprise can give reasonable remuneration or treatment to the sales staff on the basis of objective evaluation, so as to motivate the sales staff to continue to work hard. 3. Discover sales talents through assessment The actual sales ability and effect of the sales staff can be ascertained through the performance appraisal.The results of the performance appraisal can objectively and clearly judge whether the salesperson is suitable for the sales position.If it is found that they lack a certain ability, it can be supplemented and strengthened; if it is found that their ability in a certain aspect has not been fully utilized, they can be given more challenging tasks and provide them with opportunities to show their talents.In addition, a sales manager with keen observation ability may also find sales talents with certain potential through performance appraisal, so as to take measures to discover and cultivate them.

4. Strengthen the management of sales activities In the sales management process, the sales manager generally conducts an assessment of the sales staff once a month.With the monthly assessment, the volume of business activities in each sales area will increase, because salespeople hope to obtain better assessment results.At the same time, the efficiency of sales activities will also increase, because performance appraisal will make salespeople think carefully and act cautiously, and they will do things in a more rational way.Performance appraisals also allow sales managers to monitor salespeople's action plans and identify problems in a timely manner.

5. Let the sales staff know the company's evaluation and expectations of themselves, and guide the development of sales staff Although the sales manager and the salesperson will meet frequently, and may often talk about some work plans and tasks, it is still difficult for the salesperson to clearly understand the evaluation and expectations of the company.Performance appraisal is a regular and periodic sales evaluation system. The results of performance appraisal are disclosed to employees. Employees have the opportunity to understand the company's evaluation of them, so as to correctly estimate their position and role in the organization, and reduce unreasonable sales. Necessary to complain.

Every employee hopes to develop himself in the company, and the company's career planning for employees is to meet the needs of employees' self-development.Performance appraisal is a navigator, which can let employees know where they need to improve, point out the direction for employees to move forward, and pave the way for employees' self-development. 6. Performance appraisal is the basis for selecting and training sales staff Excellent salespersons have excellent work performance. Therefore, the selection of excellent salespersons depends on the performance assessment of salespersons. Through the assessment of salesperson performance, not only can excellent salespersons be selected, but also be assigned to important positions. It is helpful to discover the job characteristics of each salesperson, which provides a basis for employing people's strengths and making better use of each salesperson's strengths.

These different purposes affect the entire performance appraisal process of the enterprise.For example, a performance review that identifies material rewards and rewards progress should focus on the salesperson's current job and sales-related activities; a performance review that promotes a salesperson to a management position should focus on his potential effectiveness as a sales manager above, rather than just looking at their current job performance.Therefore, salesperson performance evaluations must be carefully developed and implemented in order to provide the necessary information to accomplish the stated goals.

In a word, the purpose of performance appraisal is to improve the existing efficiency of each salesperson through appraisal, realize the overall sales plan and then realize the goal of the enterprise.At the same time, the results of performance appraisal are also the basis for sales managers to make personnel decisions, select and train sales personnel. The performance appraisal of salespersons is a management method to check and evaluate the degree of fulfillment of duties stipulated by salespersons in order to determine their work performance in accordance with certain standards and using scientific methods.Its purpose is mainly to judge whether they are competent through a comprehensive and comprehensive evaluation, and use this as the basic basis for enterprise human resource management to effectively ensure the scientific nature of sales staff's remuneration, promotion, transfer, motivation, and dismissal.At the same time, you can also check whether there are mistakes in sales staff configuration and sales training.

The evaluation of sales personnel should be conducted in a three-dimensional and multi-dimensional manner from various aspects and angles, mainly including: morality, ability, diligence, and performance. 1. Germany Morality is a comprehensive manifestation of a person's spiritual realm, moral character and ideological pursuit.Morality determines the direction of a person's behavior—why he does it; the strength of his behavior—the degree of effort he does; the way of behavior—what means he uses to achieve his goal.If a salesperson colludes with customers or out of selfishness, realizes sales but cannot guarantee the timely return of funds, it shows that his sales ethics are unhealthy, which is very prominent in some domestic enterprises.Therefore, a scientific sales evaluation system must have this indicator, which can be expressed by customer satisfaction and capital return rate.The standard of morality is not abstract and immutable.Different eras, industries, and levels have different standards for virtue.This mainly refers to professional ethics, including discipline, responsibility and enthusiasm. 2. can Ability refers to the ability and quality of sales staff.It mainly includes professional knowledge, sales skills, cognitive ability, communication ability, coordination ability, interpersonal relationship ability, pioneering and innovation, development potential and so on. 3. Diligence Attendance here refers not only to attendance, but to a work attitude, which is mainly reflected in the daily work performance of the salesperson, such as work enthusiasm, initiative, creativity, effort and attendance.Although some salespersons report to the company on time every day, their attitudes are not positive at all and they are not aggressive. Therefore, the evaluation of attendance must not only measure quantitatively, such as attendance rate, but also qualitatively, that is, whether to Full of enthusiasm, actively and proactively put into work. 4. Performance Performance refers to the sales performance of business personnel, including completed sales volume, customer satisfaction, completion efficiency, economic benefits, cost control, etc. In order to adapt to the characteristics of the performance appraisal of salespersons, at the same time, it is necessary to establish a set of appraisal system that satisfies both the enterprise and the employees on the basis of completing the company's performance indicators, so as to avoid difficulties in the operation process. The performance appraisal should follow the following principles. 1. Seek truth from facts Seeking truth from facts requires performance appraisal standards and data records to be established on the basis of objective reality, to conduct objective appraisals of salespersons, to speak with facts, and to avoid being subjective and arbitrary.In the absence of factual basis, it is better not to make comments, or to mark opinions such as "no investigation", "in-depth investigation", etc., and conduct assessments according to objective standards, guide members to continuously improve their work, avoid friction between people, and destroy organizational unity . 2. Focus In order to improve the efficiency of assessment, reduce the cost of assessment, and let employees know the focus of the work, the assessment content should select the main aspects of the job to evaluate and highlight the key points.At the same time, it is impossible for the assessment content to cover all the content of the job.The main content of the assessment is mainly the factors that affect the sales profit and efficiency, supplemented by other aspects. 3. Fair and open Performance appraisal should minimize the mystique of the appraisal work for both the examiner and the examinee, and the formulation of performance standards should be carried out through consultation.The assessment results are made public, making the enterprise's assessment work institutionalized and standardized. 4. Value feedback After the performance appraisal, the enterprise should organize relevant personnel to conduct interviews and discussions, and feedback the results to the persons being evaluated.At the same time, the examiner should pay attention to listen to the opinions and self-evaluation of the examinee.It doesn't matter if there are problems, they should be revised in time to establish mutual trust between the examiner and the examinee. 5. Work-related Performance appraisal is an evaluation of the salesperson's work, and do not evaluate anything that does not affect the work.For example, employees' living habits, behaviors, personal preferences, etc. should not be used as evaluation content, let alone involve the privacy of sales staff.In actual performance appraisal, it is often difficult to distinguish which content is directly related to the work. As a result, many judgments about personality issues are mixed into the conclusions of the judgment. This is inappropriate, and the appraisal process should be based on facts. 6. Pay attention to timeliness Performance appraisal is to form a comprehensive evaluation of all the results during the appraisal period, rather than imposing the behavior before this appraisal period on the current appraisal results, nor can you select recent performance or relatively outstanding performance to replace the performance of the entire appraisal period. Performance is evaluated, which requires performance data to coincide with the appraisal period. The performance appraisal of salespersons should be carried out in strict accordance with certain procedures, specifically including: collecting appraisal data, establishing performance standards, selecting appraisal methods, conducting performance appraisal, and giving feedback on appraisal results.Only in this way can we make a reasonable, comprehensive and scientific evaluation of the performance of the sales staff. As the management of the company, there are many ways to obtain the performance of the sales staff. The most important source is the sales report of the sales staff. Talk to other sales reps. The source of this information should come from the opinions of the sales manager or other relevant personnel.Of course, the opinions of the sales staff can also be used as a reference.The advantage of such data is that it can remedy the deficiencies in the data provided by company files and sales force reports, because these quantitative data cannot provide information about the cooperative attitude and leadership ability of the sales force. Relevant records in the enterprise, such as customer records, regional sales records, sales expenses, etc., are all valuable information for performance evaluation.For example, using these data to calculate the gross profit of an order received by a salesperson or the gross profit of an order of a certain size is very helpful for evaluating performance. There are many types of reports, which can usually be divided into two categories: one is the planning report; the other is the report on the completion of the work.The plan report is the plan proposed by the salesperson for future work, including the regional sales plan.The completed report is to provide the results of sales activities. The reports submitted by salespeople are very rich, but often salespeople complain that they spend too much time filling out the reports, and their reports are not read by anyone in the end.Therefore, managers should work hard on the design of various management forms and the supervision of forms, simplify the report according to the purpose of the report, and reduce the return time, so that the sales management form will truly become an effective tool for the sales manager to manage and control the sales staff. Provide credible and credible information basis for personnel performance appraisal. Many companies require their salespeople to develop an annual territory marketing plan that outlines their plans for developing new customers and growing business with existing customers.Such reports put salespeople in the role of marketing managers and profit centers, and their sales managers studied their reports, made recommendations, and then set sales quotas based on them. Sales managers record their activities in the visit report, and the visit report reports the actions of the sales staff to the sales management, explains the situation of specific consumers, and provides useful information for the next visit.Salespeople also submit expense reports, new business reports, lost business reports, and reports on local business and economic conditions.These reports augment the raw data from which sales managers distill key metrics about sales performance.include: (1) The average number of sales visits per day per salesperson. (2) Average access time each time. (3) Average cost per visit. (4) Average revenue per sales visit. (5) Average hospitality expenses per sales visit. (6) Percentage of orders received per hundred visits. (7) The number of new customers in each period. (8) The number of lost customers in each period. (9) Sales force spend as a percentage of total spend. ... These metrics answer several useful questions: Is the number of salesperson visits per day too low?Is their cost per visit too high?Are they spending too much on hospitality?Are they getting enough orders per 100 visits?Have they acquired new customers and retained existing ones?The answers to these questions will be an important basis for performance evaluation. There are some sales people who are doing well, but don't do a great job in customer service, especially when there are shortages.For example, a salesperson of a certain company is in charge of sales in a certain area, and often makes excessive demands on his customers (such as asking for a car) on the grounds of product shortage, which affects the company's image.There are two ways to collect customer opinions: one is letters and complaints from customers; the other is regular customer surveys. This part includes the responses and opinions and opinions of the salesperson being evaluated.The benefit of this is that it allows salespeople an opportunity to formally participate, thereby improving their perception of performance appraisals. To evaluate the performance of sales people, it is necessary to have good and reasonable standards.Due to the efficiency defects of the organization and the limitation of the number of sales personnel, it is not appropriate for the enterprise to formulate a performance standard that targets all sales personnel and exceeds the actual ability.Managers should clearly understand the potential of the entire market and the differences in the working environment and sales ability of each salesperson.Performance standards should be consistent with sales, profits, and corporate goals. To evaluate the performance of sales staff, there must be scientific and reasonable standards.The so-called performance standard refers to the performance level and standard that the enterprise hopes that the sales staff can achieve, and how to measure the specific standard.Both the results of the salesperson's work and their actual work behavior should be part of the performance standard. In the performance standard, the objective performance standard can evaluate the performance of the salesperson most effectively because it is a quantitative evaluation according to the job standard. Objective performance standards include the following aspects. 1. Sales volume The first criterion for most sales managers to evaluate the performance of salespersons is the sales volume. Regardless of other factors, the one with the most sales is the best.However, sales volume does not fully explain how much a business's sales force contributes to the business' profits and customer relationships.In order to make the sales volume evaluation more valuable, in the actual evaluation, the total sales volume of the salesperson is generally studied by product, customer or order size, and compared with the product and customer classification quota indicators. 2. Maori In addition to assessing sales volume, sales managers should pay more attention to the gross profit created by sales staff.Gross profit is a better evaluation criterion for salesperson's work efficiency, because it shows the salesperson's ability to sell high-margin products to some extent, and the direct contribution of individuals to profits is of course an important criterion for evaluating salesperson's performance. 3. The number of orders and the average order size The number of orders obtained by sales personnel and the average size of orders are also important criteria for performance appraisal of sales personnel.This analysis, broken down by customer type, provides a better understanding of salespeople's customer sales effectiveness.Some salespeople get too many small, non-profitable orders, even though total sales are satisfactory with a few large orders.There are also salespeople who have difficulty getting orders from certain types of customers and can only make up for it by getting orders from other customers. 4. The average number of visits to customers per day (daily visit rate) A key factor in sales performance is the number of customer visits, without which a salesperson cannot sell a product.Usually the more visits, the better the product sells.If a salesperson visits customers three times a day, and a reasonable corporate salesperson averages four visits per day, there is good reason to believe that sales will increase if the salesperson increases the daily visit rate to the average level. . 5. Average access success rate The visit success rate is the ratio of the number of orders received to the number of visits.As a performance criterion, the average success rate of visits indicates the salesperson's ability to select and interview potential customers and close the deal.It is more meaningful to combine the average success rate and daily access rate for analysis.If the visit rate is higher than average, but the number of orders is lower than average, it can be inferred that salespeople may not be spending enough time with each customer.Or, if the visit rate and visit success rate are higher than the average level, but the average order is small, it means that the sales staff's sales skills need to be improved, and they should learn how to visit customers effectively. 6. Direct cost of sales Direct cost of sales is the sum of the sales expenses incurred by the salesperson, such as travel expenses, other business expenses, rewards, etc.The cost standard of performance evaluation generally adopts sales expense rate or visit expense rate.If a salesperson's sales expense ratio or visit expense ratio is higher than average, it may indicate poor performance by the salesperson, a lack of potential in the sales territory, or a new sales territory.A salesperson with a low average success rate usually has a high unit visit cost; a salesperson with a low daily visit rate also has a high unit visit cost. 7. Route efficiency Route efficiency is the average mileage per unit of visiting customers, which is the ratio of business trip mileage to the number of visits.Route efficiency can show the density of customers in a salesperson's area or measure the efficiency of business trips.If the market size and customer density served by the salesperson are roughly the same, then the unit visit mileage is an important criterion to show the efficiency of the route. If the unit visit mileage of the salespersons varies greatly, the sales manager should consider controlling the visit route of those poor people up. While establishing objective performance standards, subjective and qualitative performance standards should also be established, because such standards represent the main activities of salespeople and are also the interpretation of quantitative evaluation results.When assessing qualitative performance standards, the influence of the assessor's personal bias and subjectivity should be minimized as much as possible. Subjective performance criteria, including the following: (1) Standards of sales skills, including discovering selling points, product knowledge, listening skills, gaining customer participation, overcoming customer objections, closing deals, etc. (2) Sales area management standards, including sales plan, sales records, customer service, collection and tracking of customer information, etc. (3) Personal characteristics, including work attitude, interpersonal relationship, team spirit, self-improvement, etc. A sales manager once said: "Qualitative assessments help explain the results of quantitative assessments. For example, if a salesperson's sales volume is low, it may be due to poor trading methods. Only working with In order to determine the cause of the problem." Therefore, sometimes the subjective assessment can be that the sales manager directly interviews the salesperson, and the content of the interview may involve: how many customer visits have been made during this period; the names of customers and potential customers; the results of the visits; The business or orders expected to be received after the visit and their total amount; when the exact order will be received; The status of the customer; what outstanding tasks are left; whether the salesperson is working according to the action plan; if the salesperson has not reached the goal, is there a catch-up plan; 1. Only pay attention to the result assessment, assess the financial indicators, no process indicator assessment Since the result assessment is the easiest and most direct assessment method, many companies believe that "the hero is judged by the results", and the most commonly used assessment indicator is the sales completion rate.Such assessment indicators clearly tell the sales staff that they only need to do their best to complete the sales task, and other process indicators can be ignored. They often use various means to manipulate sales indicators, and neglect the construction of market infrastructure, which will bring a lot of problems. market problems.For example, serious market sequelae such as inadequate display of terminals, increased phenomenon of cross-selling, and increased pressure on dealers’ inventory, the entire market is in chaos, making the company lose the foundation for sustainable growth in performance. 2. If there are too many process indicators, the assessment will be more comprehensive, and there will be no key points Many enterprises blindly pursue the "comprehensiveness" of assessment indicators, listing all kinds of indicators from outcome indicators to process indicators. Too many assessment objectives will easily distract energy and make employees at a loss.So the salesperson is busy all day long, but there is no focus or key point of work. At the same time, even if the company designs a detailed and comprehensive evaluation index system involving all aspects of employees, more qualitative indicators will inevitably appear in the index, making it more difficult to eliminate the influence of subjective factors on the final evaluation results. 3. The assessment indicators for all levels of personnel are the same Many companies have the same assessment indicators for regional managers, provincial managers, regional managers, city directors and other personnel at all levels. Only the sales completion rate is assessed, which does not reflect the sales management nature of high-level positions. At the same time, it does not reflect the The work of the executive nature of the grassroots posts. 4. The assessment indicators have not changed for a long time, cannot reflect the special requirements of the company's development stage, and do not meet the company's strategic requirements The evaluation indicators of enterprises in the initial market expansion and market stabilization period have not changed, which cannot reflect the strategic requirements of the company's specific development stage, and at the same time cannot effectively guide the work behavior of sales staff. Whether the design of assessment indicators is reasonable or not directly affects the effectiveness of performance assessment. It reflects the specific work requirements of different development stages of the enterprise, and it must be able to effectively guide the work behavior of sales staff.In actual operation, the following aspects should be considered to design a reasonable assessment index system. 1. Combination of result indicators and process indicators The result indicators mainly include: general assessment sales target completion rate, market expense ratio, etc.While assessing the process indicators, we must consider the work process according to the requirements of market development.Process indicators should consider terminal coverage, terminal price stability, terminal vividness, terminal out-of-stock rate, new product sales target completion rate, report submission timeliness, effectiveness, etc. 2. Consider the hierarchy of personnel In the sales system, the more senior positions are mainly responsible for management work, so the performance evaluation indicators should be inclined to the final result, and the lower-level positions are mainly responsible for execution work, so the performance evaluation indicators should be more inclined to in the process.Therefore, performance appraisal indicators must reflect the pertinence to different levels, and can really effectively guide the work behavior of sales staff at all levels. For example, for experienced sales staff, the focus of the assessment should also include the effectiveness of guiding new sales staff.As for new salespersons, they should pay attention to the basic evaluation indicators and the degree of comprehension of sales training during the assessment. 3. Consider the stage of development of the business Enterprises at different development stages have different marketing strategies and work priorities, so when setting assessment indicators, they must be refined according to the strategic requirements of a certain period.For example, during the new product promotion period, it is necessary to evaluate the efficiency of new product promotion, including the proportion of new product sales, new product distribution rate and other indicators. 4. Assessment cycle The assessment period is determined according to the assessment objects and assessment indicators.For example, the assessment period for the marketing director may be half a year or one year; for front-line sales staff, the assessment period may be monthly.At the same time, it is difficult to collect the data of some indicators, such as market expense ratio indicators. When operating modern retail terminals, according to the operating rules of the retail system, the settlement of many expenses takes a long time, so when evaluating the expense ratio indicators, it is often based on annual Assessment is the main thing. Finally, various assessment indicators are detailed in the assessment criteria at the same time, and different weights are attached to each assessment indicator to form an assessment table. 1. Marketing ability (market expansion, product promotion ability, and market acceptance) (15 points) (1) Strong working ability in market expansion and product promotion, and high acceptance by the market. (2) The ability to work in market expansion and product promotion is strong, and the market acceptance is high. (3) The ability to work in market expansion and product promotion is average, and the market acceptance is average. (4) The ability to work in market expansion and product promotion is weak, and the market acceptance is low. (5) The ability to work in market expansion and product promotion is weak, and the market acceptance is low. 2. Ability to analyze problems (obtain relevant information, distinguish significant relevant facts from a large number of irrelevant facts, identify the internal relationship of things, and draw practical solutions) (15 points) (1) The ability to analyze and solve various problems is strong, and the degree of application in the completed work is high. (2) The ability to analyze and solve various problems is strong, and the degree of application in the completed work is relatively high. (3) The ability to analyze and solve various problems is average, and the degree of application in the completed own work is average. (4) The ability to analyze and solve various problems is poor, and the degree of application in the completed work is relatively low. (5) The ability to analyze and solve various problems is poor, and the degree of application in the completed work is low. 3. Interpersonal relationship skills (language expression skills, interpersonal coordination skills, and sensitivity to customer needs in communicating with customers) (15 points) (1) Strong language expression ability and interpersonal coordination ability in communicating with customers, able to clearly introduce the company and products to customers, and highly sensitive to customer needs. (2) In communication with customers, the language expression ability and interpersonal coordination ability are strong, can clearly introduce the company and products to customers, and have a high degree of sensitivity to customer needs. (3) Average language expression ability and interpersonal coordination ability in communication with customers, can generally and clearly introduce the company and products to customers, and the sensitivity to customer needs is average. (4) Poor language expression ability and interpersonal coordination ability in communication with customers, less clear introduction of the company and products to customers, and lower sensitivity to customer needs. (5) Poor language expression ability and interpersonal coordination ability in communicating with customers, it is difficult to clearly introduce the company and products to customers, and the sensitivity to customer needs is low. 4. Work planning ability (the ability to make forecasts, determine goals, formulate strategies and action plans, prepare budgets, make schedules, formulate and describe work procedures, and the acceptability of plan implementation) (10 points) (1) The work objectives are clear, the procedures are clear, the action plan is exact, the planning ability is strong, and the acceptance of plan implementation is high. (2) The work objectives are clear, the procedures are clear, the action plan is precise, the planning ability is strong, and the acceptance of plan implementation is relatively high. (3) The work objective is clear, the procedure is clear, the action plan is exact, the planning ability is average, and the acceptance level of plan implementation is average. (4) The work objectives are clear, the procedures are clear, the action plan is exact, the planning ability is poor, and the acceptance of plan implementation is low. (5) The work objectives are clear, the procedures are clear, the action plan is exact, the planning ability is poor, and the acceptance of plan implementation is low. 5. Communication skills (the ability to tell others what you think in a clear and persuasive way, the ability to listen to and clearly understand the views of others) (10 points) (1) Active in communicating information with others, willing to accept opinions and suggestions from others, and have good results in their own work. (2) The initiative to communicate with others is strong, and they are more willing to accept other people's opinions and suggestions, and the effect of their own work is better. (3) The initiative to communicate information with others is average, and the opinions and suggestions of others are generally accepted, and the effect of the completed work is average. (4) The initiative to communicate information with others is poor, and the opinions and suggestions of others are less accepted, and the effect of the completed work is poor. (5) The initiative to communicate with others is poor, it is difficult to accept the opinions and suggestions of others, and the effect of the completed work is poor. 6. Collaborative trust ability (the degree of trustworthiness in completing tasks and colleagues' recognition, as well as the spirit of work collaboration, work attitude and dedication, etc.) (10 points) (1) Positive and serious work attitude, strong ability to cooperate with others, high degree of dedication and trust. (2) Serious work attitude, strong ability to cooperate with others, high degree of dedication and trust. (3) The work attitude is average, the ability to cooperate with others is average, and the degree of professional dedication and trust is average. (4) The work attitude is less serious, the ability to cooperate with others is poor, and the degree of dedication and trust is low. (5) The work attitude is not serious, the ability to cooperate with others is poor, and the degree of dedication and trust is low. 7. Regulation execution ability (obedience, overall attendance rate, active implementation of the company's regulations, and the degree of maintaining the company's interests and image) (10 points) (1) The implementation of the company's regulations is good, obey the work arrangement of the supervisor; everything starts from the company's interests, actively maintains the company's interests and image, and actively participates in various company activities. (2) The implementation of the company's various regulations is relatively good, and it is more obedient to the work arrangements of the supervisor; consciously safeguard the company's interests and image, and actively participate in various company activities. (3) The implementation of the company's regulations is average, generally obeying the work arrangement of the supervisor, maintaining the company's interests and image, and participating in various company activities. (4) The implementation of the company's regulations is poor, and they are less obedient to the work arrangements of the superiors, engage in activities that damage the company's interests and image, and occasionally participate in various company activities. (5) The implementation of the company's regulations is poor, disobedience to the work arrangement of the supervisor, often engaging in activities that damage the company's interests and image, and not participating in the company's activities. 8. Learning ability (the ability to learn product expertise, industry marketing skills, and the acceptability of applying knowledge) (5 points) (1) Strong ability to learn product professional knowledge and industry marketing skills, and high acceptance of applying knowledge in their own work. (2) Strong ability to learn product professional knowledge and industry marketing skills, and a high degree of acceptance for applying knowledge in their own work. (3) The ability to learn product professional knowledge and industry marketing skills is average, and the acceptability of applying knowledge in their own work is average. (4) The ability to learn product professional knowledge and industry marketing skills is weak, and the acceptability of applying knowledge in their own work is low. (5)学习产品专业知识、行业营销技能的能力弱，在本职工作中运用知识的可接受程度低。 9.保密意识(保守公司商业秘密、技术秘密的能力)(5分) (1)从不向相关人员透露公司商业与技术秘密，或携带市场秘密资料(非工作需要，下同)离开公司，对公司信息保密问题认识清楚，执行效果好。 (2)不向相关人员透露公司商业与技术秘密，或携带市场秘密资料(非工作需要，下同)离开公司，对公司信息保密问题认识较清楚，执行效果较好。 (3)一般不向相关人员透露公司商业与技术秘密，或携带市场秘密资料(非工作需要，下同)离开公司，对公司信息保密问题认识一般清楚，执行效果一般。 (4)无意识向相关人员透露公司商业与技术秘密，或携带市场秘密资料(非工作需要，下同)离开公司，对公司信息保密问题认识不太清楚，执行效果较差。 (5)向相关人员透露公司商业与技术秘密，或携带市场秘密资料(非工作需要，下同)离开公司，对公司信息保密问题认识不清楚，执行效果差。 10.客户资料(对客户资料收集、整理、分析的能力)(5分) (1)对客户资料收集、整理、归档工作规范，及时分析客户的潜在需求能力强，工作效果好。 (2)对客户资料收集、整理、归档工作较规范，及时分析客户的潜在需求能力较强，工作效果较好。 (3).对客户资料搜集、整理、归档工作一般，及时分析客户的潜在需求能力一般，工作效果一般。 (4)对客户资料搜集、整理、归档工作不太规范，及时分析客户的潜在需求能力较差，工作效果较差。 (5)对客户资料搜集、整理、归档工作不规范，及时分析客户的潜在需求能力差，工作效果差。 1.销售人员工作绩效考核范本(见表10-1) 说明：(1)照《工作绩效考核标准》，请选择A~N，并在此表对应得分值处打“√”。 (2)此考核最高分为100分，最低分为0分。 (3)上级主管对直接下级要如实考核。 2.销售人员考核指标体系分配表(见表10-2) 3.销售人员考核表 根据考核内容的不同，考核方法也可以采用多种形式。采用多种方式进行考核，可以有效的减少考评误差，提高考核的准确度。常用的考核方法主要有以下几种。 1.横向比较法 这是一种把各位销售人员的销售业绩进行比较和排队的方法。这里不仅要对销售人员完成的销售额进行对比，而且还应考虑到销售人员的销售成本、销售利润、顾客对其服务的满意程度等。 下面假定以销售额、订单平均批量和每周平均访问次数三个因素来分别对销售人员A、B、C三人进行业绩考评，如表10-4所示。 由于销售额是最主要的因素，所以把权数定为5。另外，订单平均批量和每周平均访问次数的权数分别定为3、2。用三个因素分别建立目标，由于存在地区差异，所以每个因素对不同地区的销售人员建立的目标是不一样的。如销售人员C的销售额核定为60万元，高于销售人员A的50万元和B的40万元，这是考虑到他所在地区的潜在顾客较多，竞争对手较弱而决定的。由于销售人员A所在地区内有大批量的客户，所以其订单平均批量也相对较高。每个销售人员每项目标的达成率等于他所完成的工作量与目标的比率，将达成率与权数相乘就得出了各个销售人员的综合效率。可以看出，销售人员A、B、C的综合效率分别为85%、84%和90.5%，销售人员C的综合绩效最好。 2.纵向分析法 这是将同一推销人员现在和过去的工作实绩进行比较，包括对销售额、毛利、销售费用、新增顾客数、失去顾客数、每个顾客平均销售额、每个顾客平均毛利等数量指标的分析。这种方法有利于衡量推销人员工作的改善状况。下面举例说明(见表10-5)。 销售经理可以从表10-5中了解到有关销售人员W的许多情况。销售员W的销售额每年都在增长(第3行)，但并不一定说明W的工作很出色。对不同产品的分析表明，W推销产品B的销售量大于推销产品A的销售量(第1行和第2行)。对照产品A和B的定额达成率(第4行和第5行)，W在推销产品B上所取得的成绩很可能是以减少产品A的销售量为代价的。根据毛利额(第6行和第7行)可以看出推销产品A的平均利润要高于产品B，W可能靠牺牲毛利率较高的A产品为代价，推销了销量较大、毛利率较低的产品B。推销员W虽然在2003年比2002年增加了8000元的销售总额(第3行)，但其总销售额所获得毛利总额实际减少700元(第8行)。 销售费用占销售总额的百分比基本得到控制(第10行)，但销售费用是不断增长的(第9行)。销售费用上升的趋势似乎无法以访问次数的增加予以说明，因为总访问次数还有下降的趋势(第11行)，这可能与取得新顾客的成果有关(第14行)。但是该推销员在寻找新客户时，很可能忽略了现有客户，这可从每年失去客户数的上升趋势上得到说明(第15行)。最后两行每个客户平均购买额和每个客户平均毛利要与整个公司的平均数值进行对比时才更有意义。如果W的这些数值低于公司的平均数，也许是他的客户存在地区差异性，也许是他对每个客户的访问时间不够。可用他的年访问次数与公司推销员的平均访问次数相比较。如果他的平均访问次数比较少，而他所在销售区域的距离与其他推销员的平均距离并无多大差别，则说明他没有在整个工作日内工作，也许是他的访问路线计划不周。 3.尺度考核法 这是将考核的各个项目都配以考核尺度，制作出一份考核比例表，对销售人员的绩效加以考核的方法。在考核表中，可以将每项考核因素划分出不同的等级考核标准，然后根据每个销售人员的表现按标准评分，并对不同的考核因素按其重要程度给予不同的权数，最后核算出总的得分。 4.360度考核法 传统的绩效考核方法仅仅从一个角度对销售人员进行考核，这容易导致考核不够全面，甚至不够公平，在一定程度上失去了绩效考核原有的意义。如果由直接上级、其他部门上级、下级、同事和顾客对销售人员进行多层次、多维度的评价，则可以综合不同评价者的意见，得出一个全面、公正的评价结果，这就是360度考核体系，也称全视角考核法。 360度考核体系的特点如下： (1)企业销售工作越来越多的是由团队而不是个人完成的，个体更多地服从领导小组的管理，而不是单个领导的管理。这样，员工的工作表现就不应只由一名上级来评价，凡是了解销售员工作表现的领导都可能参与销售员的绩效考核。 (2)360度考核体系可以使销售员对管理者施加一定的压力，而不是完全处于被动。 (3)360度考核体系更为全面、客观地反映了销售员的贡献、长处和发展的需要。 (4)采用360度考核体系可以表明企业对销售员的考核非常重视。 实施360度考核的注意事项如下： (1)上级担心员工利用360度考核体系发泄对其不满，而下级则担心如实反映情况会被上级报复。因此，360度考核体系最为关键的是建立考核者和被考核者之间的相互信任，而且要做好考核结果的保密工作。 (2)样本的大小。为了保证考核的全面性，而且为了避免透露考核结果来源于哪个个体，考核最少需要4~5名下级。 (3)上级、下级、同事和客户对销售人员的各个方面不可能有同样准确的观察，所以不同评价者的评价表格是不同的，而且在综合整理各方面的评价结果时要特别注意以事实为依据。 5.目标管理法 目标管理(management by objective，MBO)是通过一种专门设计的过程使目标具有可操作性，一级接一级地将目标分解到组织的各个单位。组织的整体目标被转换为每一级组织的具体目标，即从整体组织目标到经营单位目标，再到部门目标，最后到个人目标；从年度目标到季度目标，最后分解到月度目标。它是一种以结果为基础的评价方法。 目标管理中每个人对其所在单位的贡献都很明确，如果所有的人都实现了他们各自的目标，则其所在单位的目标也将达到。同样，如果各部门的目标都能得以实现，那么组织整体目标的实现也将成为现实。 每一名销售人员都有自己的销售目标，把他们的实际销售结果与销售目标对比，通过绩效指数(销售目标除以实际销售额再乘以100)评价他们的绩效水平。 为保证目标管理的成功，目标管理应该做到：确立目标的程序必须准确严格；目标管理应当与部门的年度和月度预算计划、工资等财务性指标相结合，部门每月费用和每月预算的差距不得大于10%，同时还要将对各个部门的非财务性指标进行严格的考核。 6.关键绩效指标考核法 关键绩效指标考核(key process indication，KPI)是通过对销售人员工作绩效特征的分析，提炼出最能代表绩效的若干关键绩效指标，并以此为基础进行绩效考核。确定一些关键绩效指标十分重要，这些指标必须与企业的目标之间建立紧密的结合，并能突出强调那些在吸引、扩张和保留客户方面最有效的做法。如果企业跟踪的数据过多，必然造成考评成本的上升，影响考评工作的效率。 对销售人员进行的关键绩效考核有以下几种指标： (1)客户满意度，如客户满意度提高率或客户投诉量。 (2)平均销售订单数额，如平均销售订单额或销售订单额增长率。 (3)货款回收，如货款回收额或货款回收目标完成率。 (4)销售费用，如直接销售费用率或直接销售费用降低率。 除此之外，依据销售人员的业务现状，还可加入团队合作、市场分析、客户关系等定性关键绩效指标。 关键绩效指标是对企业及组织运作过程中关键成功要素的提炼和归纳。因此，关键绩效指标具有以下特征： (1)将销售人员的工作与公司的远景、战略相连接，层层分解，层层支持，使每一个销售人员的个人绩效与部门绩效、公司的整体效益直接挂钩。 (2)保证销售人员的绩效与内、外部客户的价值相连接，共同为实现客户的价值服务。 (3)销售人员绩效考核指标的设计是基于企业的发展战略与流程，而非依据岗位的职能。 所以，关键绩效指标与一般绩效指标相比，把个人和部门的目标与公司整体的成败联系起来，就更具有长远的战略意义。关键绩效指标体系集中测量我们需要的行为，而且其简单明了，容易控制与管理。对于销售人员而言，关键绩效指标体系使得销售人员按照绩效的测量标准和奖励标准去工作，真正发挥绩效考核指标的牵引和导向作用。 1.晕轮效应误差 考核者在对被考核者绩效考评时，把绩效中的某一方面甚至与工作绩效无关的某一方面看得过重，而影响整体绩效的考核。晕轮效应会导致过高评价或过低评价。例如，某位被考核者比较会处理人际关系，谈吐彬彬有礼，考核者对他有好感，就认为他各方面能力很强；相反，另一位被考核者平时不修边幅、上班经常迟到，考核者就会对他产生工作极不负责的强烈印象。其实，后者在工作中创造力很强，工作实际成效不比前者差。 2.感情效应误差 人是有感情的，而且不可避免地把感情带入他所从事的任何一种活动中，绩效考核也不例外。考核者可能随着他对被考核者的感情好坏程度自觉或不自觉地对被考核的绩效考核偏高或偏低。为了避免感情效应造成被考核者绩效考核的误差，考核者一定要克服绩效考核中的个人情感因素，努力站在客观的立场上，力求公正。 3.偏见误差 由于考核者对被考核者的某种偏见而影响对其工作实际的考核而造成的误差就被称为是偏见误差。例如，如果销售组织里有理工科背景的销售人员，那么在考核时，就会倾向于认为理科出身的员工笨嘴拙舌、不善辞令、沟通能力差。这样，他们就忽视了考察员工本身。事实上，理科出身的某些员工可能比文科出身的候选人更能善辩，善于融洽和协调各种关系，但由于考核者的偏见，使得该销售人员的绩效考核出现偏差。这就是惯性思维——偏见造成的误差。绩效考核中的偏见可以是来自上级对下级，也可能是来自下级对上级的。由于管理者的主观成见或员工无意间造成的小差错，都容易产生绩效考核的错误。在绩效考核过程中，管理者有时难免有主观上的判断失误和偏见，影响组织员工的工作积极性。另外，组织常运用考核结果作多方面用途，如奖励或惩罚员工。基于这些考虑，管理者往往措施委婉，不愿意真实考核。通常一项考核的曝光频率越高，管理者所遭受的压力也越大，困扰也越多。管理者的偏见可使员工成为牺牲品。就员工本身而言，多数认为绩效考核过程不够周密，往往自己表现好的一面难以被管理者发现。因此，他们常认为中等评价，如“普通”、“尚可”、“合乎要求”等，只不过是应付了事、令人泄气的评语。 4.近因误差 一般来说，人们对近期发生的事情印象比较深刻，而对远期发生的事情印象比较淡薄。在绩效考核时往往会出现这种情况，考核者对被考核者某一阶段的工作绩效进行考核时，往往只注重近期的表现和成绩，以近期印象来代替被考核者在整个考核期的绩效表现情况，因而造成考核误差。有的被考核者往往会利用这种近因误差效应。例如，一位员工在1年中的前半年工作马马虎虎，等到最后几个月才开始表现较好，照样能够得到好的评价，这种情况在我国许多组织中经常出现。 5.暗示效应误差 暗示是人们的一种特殊的心理现象，是人们通过语言、行为或某种事物提示别人，使其接受或照办而引起的迅速的心理反应。考核者在管理者或权威人士的暗示下，很容易接受他们的看法，而改变自己原来的看法，这样就可能造成绩效考核的暗示效应。例如，在组织评选“先进工作者”时，首先组织管理者会对组织所有员工谈谈评选的重要意义，之后他们往往会有意无意地提到：“大家工作都很努力，尤其是某某，特别具有敬业精神，在本职岗位上勤勤恳恳，作出了不平凡的成绩……”这样，似乎不再需要选举，某某就被“任命”为“先进工作者”了。在考核中，暗示效应引起的误差是难以避免的。为了防止这种误差，在考核中将管理者或权威人士的发言放在最后，这样他们的讲话就很难起到暗示的作用。 1.实施考核过程中的重要问题 在考核过程中，主要的问题是：定性的过程指标难以定量化，凭主观判断，情感因素严重，甘当老好人。 定性指标只有能够转化为定量的数据才能进行考核，所以在实际操作过程中缺少考核信息，就无法转化为数据。这就需要一套工作方法建立多渠道的信息获取方法，来获取这些信息，可以采取的方法有：设置销售督导人员，开展对整个市场的工作抽查。例如，考核零售终端A类店的产品断货率指标，需要销售督导定期在区域内选定一些终端进行抽查。假定抽查了10个A类终端，有2个门店出现断货现象，则断货率为20%，这样就能有效利用这些信息来评定销售人员的工作。实践证明，这种方式是行之有效的。在实际操作中，对销售督导人员提出了很高的素质要求，需要正直、无私、严谨的工作精神，确保信息真实可信。 (1)片面追求绩效考核流程的规范性。在与众多客户沟通过程中，发现一个很重要的现象，管理层和人力资源部门往往会进入一个追求完美绩效考核的误区，如追求绩效考核流程的规范性和完整性等。 (2)考核不够严肃，面子现象严重。特别是在定量考核操作中，打分失真的现象比较严重，面子问题普遍存在。从而就不能体现出考核的严肃性。部门间、上下级之间开始互相包庇，导致考核分不相上下的局面，出现“看人打分”的现象。 以上问题的根本解决需要从以下三个方面着手： 首先，在实施绩效考核前，人力资源部要组织召开动员大会，详细宣导绩效考核的要求和重大意义，让所有人员都明白实施考核的具体办法；特别是销售经理要向本部门场宣讲，与销售人员做好绩效沟通，全力配合绩效考评并争取得到高层领导对实施考核的实际支持。 其次，要考虑根据企业发展的不同阶段，灵活调整绩效考核指标，使绩效考核指标和考核方法更科学、更切合实际，以适合实际工作的考核需要，更好地引导销售人员的工作。 再次，要建立上下级之间良好的沟通机制，在公司内形成“对事先对人”的工作文化。 2.考核结果应用 绩效考核完成以后，很多企业主要有以下现象： (1)考核流于形式，只用于发奖金，不重视绩效沟通。这样被考核者很难真正了解自己所存在的不足，这样到了下一个考核周期时，并不能实现绩效改善。 (2)有绩效沟通，但是后续工作缺乏持续跟进。 为什么要对销售人员进行考核？很多的企业都认为绩效考核的目的之一就是为了给销售人员发奖金，其实从严格意义上来说，这都不能算做真正的绩效考评，绩效考核的另外一个重要目的就是用来找出销售人员工作中的差距，再制定相应的改进策略，帮助员工的绩效发展，促进员工在绩效方面的不断提升和改变，引导销售人员的工作行为，从而实现公司的营销策略规划。 很多企业都缺少绩效沟通环节的工作，有的企业进行了绩效沟通，也制订了改进计划，但是没有持续跟进指导，仍然还仅仅停留在一个较为初步的阶段，只做着一些表面上的工作，象征性地走走过场，并没有真正地重视，深入地研究、有效地开展绩效沟通和指导工作。 3.销售人员绩效考核的实际操作建议 由于销售人员经常出差在外，很难聚在一起，绩效沟通工作在实际操作中可以这样采取以下方法： (1)充分利用月度销售会议时间。公司可以制定省部定期召开月度销售会议制度，集中省部区域内所有的人员，在会议中让每个销售人员做工作汇报，省部经理根据绩效评价表，找出销售人员工作中存在的困难和不足之处，给出具体的工作指导，并填写沟通备忘录，以便在下一个月度中持续跟进对照。 (2)日常电话跟进指导。对于省部经理职位的人员，很难与销售总监直接见面，绩效沟通和指导就难以直接进行。可以采取电话沟通。 (3)查