[China Glass Network] The marketing work of any company is a complex and changeable work, involving all aspects of the company - all departments, various work links and even leadership teams. Especially in the face of fierce market competition, any company that has defects or disadvantages in one aspect of the company's management mechanism will lose to other relatively perfect competitors in the long-term competition, resulting in backward mechanism. The competition is passive. Sales is the lifeblood of the company's survival. Sales people all over the country grasp the lifeline of the company. How to truly evaluate the performance of each salesperson objectively and fairly, so many CEOs are often caught in a dilemma.
It should be said that the performance appraisal and assessment system is the source and core in the company's operation and management, mainly including post analysis, job evaluation, key performance indicator (KPI) assessment, salary assessment and design subsystems, etc., to activate personnel management functions, transfer and play. The enthusiasm of sales staff to improve the overall performance of the company has played a positive role in promoting. Performance appraisal and appraisal is an effective management behavior, which should run through the whole process of the company's operation and management. KPI is the foundation of performance management system. KPI can make sales personnel at all levels clarify their main responsibilities and work objectives. Based on this, KPI can clarify the performance measurement indicators of sales personnel and establish a clear and practical KPI evaluation system. It is the key to good performance management.
However, many of them are due to performance evaluations and assessments, and many tragic things happen:
1. A mid-level salesperson who worked for a company for many years was suddenly dismissed by the general manager. It turned out that during the company's work, the business was carried out very well, the performance was very good, and the colleagues were more harmonious, but in the previous paragraph, H and the general manager had some conflicts in their work. They did not agree, and they did not expect to be dismissed suddenly...
2, X company is a rising company in the industry, according to the headquarters to appoint a new sales boss W airborne to host the overall situation, not long after W through the so-called interview evaluation for a big change, the original salespeople who followed him airborne ......
3, J is a business person who can talk about the meeting, but the performance is not very good, but often suddenly disappeared, because J is good at observing the words, and the relationship with the superior is very close. After two months, J was transferred to the marketing department as a manager, and his salary was three times longer...
4. Account Manager K has made a client project. He has no rest on Saturdays and Sundays. He only gets off work at 11:00 every night. Later, due to various reasons, including some objective reasons, this project is still awkward. The customer is very Dissatisfied, also complained to management. As a result, the performance of K's work is zero, and this work accounts for 60% of K's monthly income.
Later, K felt very uncomfortable and resigned...
Indeed, in many companies in China, the power of interpersonal relationships can be said to be ubiquitous and omnipotent. It is manifested in work and management, and performance evaluation and assessment are still "Chinese characteristics." Some companies only pay attention to the evaluation in the substantive sense rather than management. There is only one answer: to use this as a certificate for issuing remuneration and eliminating selection, and to divide people into three or six. Well-functioning performance evaluation and assessment must be grasped: four objectives: clear objectives, process monitoring, comprehensive assessment, and results feedback.
Each company will definitely set a sales target every year. The company will announce the annual sales target and quarterly target to all sales personnel, and decompose the company's overall goal into business units at all levels according to the actual situation, and then clearly For each salesperson; if everyone's goal is achieved, it means that the goal of the business unit is reached; the goal of all business units is reached, and the accumulation of the goal means the achievement of the entire company's sales target.
To this end, we must determine a time for the entire sales team to fully communicate and communicate, such as how to finish last month, and why? What are you doing this month? This gives each salesperson the decision to participate in the entire business unit, or an opportunity to work on their own. Only when the sales staff is highly recognized, the entire goal will be well implemented. If you only press the task from top to bottom and not discuss with the sales staff, the enthusiasm and recognition of the sales staff will be poor. For example, some domestic companies' long-term strategic development plans often find some strange phenomena. It is not unrealistic to dream about dreams, but it is more like a dream. The harm is much greater. Therefore, the management is not only to communicate with the first-line sales staff, but also has a responsibility to give each salesperson a correct amount of work, to achieve the group goals together, and to maintain long-term motivation.
For sales personnel who have mastered the lifeline of the company, “authorization must be controlledâ€, process control is very important! The daily reporting system is closely related to the KPI assessment, such as sales logs, work weekly reports, market information summaries, etc., because the KPI assessment must be based on the data of the relevant statements, so the above quantifiable indicators need to be tabulated. Daily management, accumulate relevant data, prepare for the quantification and measurement of evaluation indicators, and require sales personnel to report the relevant management forms to management on a regular basis. There is also a monthly/quarterly reporting system: a system for regular reporting of sales staff in conjunction with the implementation of their own work objectives. The management of the company convened a salesperson report on a monthly/quarterly basis to conduct corresponding and objective monitoring and evaluation. Inspection system: In order to grasp first-hand information in a timely and effective manner, management or its representatives will conduct regular and irregular inspections of various business units, communicate and guide with relevant sales personnel, and focus on the progress of sales staff's work. Make the corresponding evaluation results. In particular, after the on-site inspection of the appraisers by the appraisers, it is necessary to summarize and inform the observations in a timely manner, including the aspects and deficiencies that have been done well. After an element or a period of evaluation, the appraisers will also Relevant information is promptly fed back to the rated reviewer in a suitable manner. This kind of feedback is very human, which makes the sales staff of the appraisers happy to accept and really benefit. In this way, the assessed person, whether or not he has passed the assessment, seems to have received a gift: either a positive result or an improvement plan, both of which are invaluable.
The all-round evaluation, also known as the 360-degree performance evaluation system, was proposed and implemented by Intel, a model company that was later hailed as the "American power symbol." It refers to the individual performance, communication skills, interpersonal relationship, leadership ability, administrative ability, etc. from the perspective of the salesperson himself, the boss, the subordinates, the colleagues and even the client. Through this ideal performance evaluation, the salesperson who is the evaluator can not only get feedback from various angles from himself, his superiors, subordinates, colleagues or even customers, but also clearly know his own shortcomings and strengths from these different feedbacks. And development needs, so that the future career development is smoother. Avoid some managers who often evaluate their subordinates based on their own abilities or likes and dislikes. For example, if you sing a low score on the Taiwanese opera, on the contrary, you will be rated as a high score; if you are weak in one aspect, you will deliberately ignore it when evaluating the employee, and vice versa. The result of this approach will certainly lead to misjudgment of employee performance or potential. The realization of the comprehensive evaluation is not only helpful to the sales staff itself, but also the strengths and shortcomings of the management team can be confirmed through appropriate data collection. In this way, the company can make all members of the sales team work together more effectively, and the second can be used as an important basis for planning the company's development direction. In addition, it must be known that part of the measurable indicators of salesperson performance should be directly related to its work output, and can be evaluated by indicators such as quantity, timeliness, cost, growth rate, and other people's reaction, also known as task performance; Another part of the performance indicator is the factor that affects the outcome of the work, but it is not expressed in the form of results. It is generally some performance in the work process, usually called: peripheral performance. The evaluation of peripheral performance is usually carried out by behavioral description rather than evaluative description. The evaluative description relies on the subjective feeling of the evaluator and lacks objectivity. If it is behavioral description, it can be objectively evaluated. .
According to the comprehensive performance evaluation and assessment results of sales personnel, they are often linked to salary, rewards, promotion, etc., which undoubtedly indicates that the assessment is guided by results, and the company enters a benign development model of survival of the fittest. However, many companies do not consider performance appraisal in the performance management system and look at the assessment in isolation, so they cannot pay attention to the relevant work in the later stages of the appraisal. In order to do a good job of performance appraisal, we must also do a good job of feedback on the results of the sales staff assessment period. After the assessment is over, the assessor needs to conduct performance interviews with the salesperson's employees to jointly formulate plans for future work improvement. It is necessary to ensure the effective communication and communication of the evaluation results, so as to ensure that no mutual guessing and unnecessary psychological prevention will result in the impact on the work; later, this result should not be quickly linked to the salary, only after three consecutive intervals. After a considerable period of time, they can be connected to each other. Otherwise, it will be vicious and unpredictable for the development of personal sales personnel and the company.
In short, the establishment of performance appraisal and assessment system can promote the company's modern operation and the benign growth of sales personnel, but it also needs to establish a series of supporting systems to establish an employment mechanism for the survival of the fittest in the company. Incentive and restraint mechanism to stimulate the competitive vitality and innovative spirit of sales personnel.
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