The document discusses the purposes and processes of evaluating salesperson performance. It outlines several key reasons to evaluate salesperson performance, including ensuring compensation is aligned with performance, identifying employees for promotion or termination, determining training needs, and motivating salespeople. It also discusses using 360-degree feedback and considering both behavioral and results-based criteria in evaluations. Finally, it presents frameworks for understanding the factors that influence salesperson performance and for using performance evaluation information.

1. Salespeople
Evaluating the Performance
Hany Sewilam AbdelHamid | Head of Sales & Marketing

2. How, Why, When! & Who?
Purposes of Salesperson Performance Evaluations
Professional Selling: A Trust-Based Approach
• To ensure that compensation and other reward disbursements are consistent
with actual salesperson performance
• To identify salespeople that might be promoted
• To identify salespeople whose employment should be terminated and to supply
evidence to support the need for termination

3. How, Why, When! & Who?
Purposes of Salesperson Performance Evaluations
Professional Selling: A Trust-Based Approach
• To determine the specific training and counseling needs of individual
salespeople and the overall sales force
• To provide information for effective human resource planning
• To identify criteria that can be used to recruit and select salespeople in the
future
• To advise salespeople of work expectations

4. How, Why, When! & Who?
Purposes of Salesperson Performance Evaluations
Professional Selling: A Trust-Based Approach
• To motivate salespeople
• To help salespeople set career goals
• To relate salesperson performance to sales organization goals.
• To enhance communications between salesperson and sales manager.
• To improve salesperson performance

5. 360-Degree Feedback System
Salesperson is evaluated by multiple raters
Helps salespeople better understand their ability to add value to their organization and their customers

6. 360-Degree Feedback System 6
Professional Selling: A Trust-Based Approach
Salesperson
Sales Manager
Evaluation

7. Perspectives on Salesperson Performance Evaluation 7
Outcome-Based
• Little monitoring of people
• Little managerial direction of
salespeople
• Straightforward objectives
measures of results
Behavior-Based
• Considerable monitoring of
salespeople
• High levels of managerial
direction of salespeople
• Subjective measures of
salesperson characteristics,
activities, and strategies

8. Dimensions of Salesperson Performance Evaluation 8
Behavioral
Professional
Development
Results
Profitability
Salesperson
Performance

9. Sales Calls
Customer Complaints
Reports submitted
Letters & meetings
Criteria for Performance Evaluation 9
Behavior
Consists of criteria related to activities performed
by individual salespeople
Should not only address
activities related to
short-term sales
generation but should
also include non-selling
activities needed to
ensure long-term
customer satisfaction.

10. Market Response Framework 10
Salesperson
Factors
Characteristics
• Role
Perceptions
• Aptitude
• Skill Level
• Motivation
Behavior
• Effort
• Quality
Planning and
Control Unit
Behavior
• Effort
• Quality
Environmental Factors
• Control Unit Attractiveness
• Business Position
Organizational Factors
• Marketing Effort
• Sales Management Effort

11. Performance Information
Framework for Using Performance Information
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12. Framework for Using Performance Information 12
Determine Sales Management Actions to Eliminate Causes of Future
Problems and to Solve Existing Problems
Evaluate Salespeople against Relevant Performance Criteria
Compare Salesperson Evaluations to Identify Problem Area
Investigate Problem Areas to Identify Causes of Performance Problems

13. Thanks For Your Time
HAVE A NICE DAY
Hany Sewilam AbdelHamid | Head of Sales & Marketing
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