Click the image for details Private Enterprise Internal Management Research/Pan Wenfu Speaking of the income structure of salespeople, most are basic salary plus floating bonus, with the floating part often accounting for more than 40% of total salary. The specific floating amount is, of course, calculated and determined through a certain assessment system. What is assessment? It is both an incentive for employees and a work orientation for them. After all, where the money is, there the employee's work focus will be. Therefore, most bosses set assessment points on results, such as sales amount, collection amount, completion rate, etc., hoping that employees will focus their efforts on output and bring good results, thus achieving a win-win situation for both employees and the company. However, when setting assessment points, going straight to results is too theoretical, or too simple. It lacks a step-by-step approach, lacks decomposition and quantification of processes, lacks the construction of basic work, and lacks consideration and integration of employees' work status. It's like the Great Steel Smelting campaign in the past: to achieve the goal of total steel output, ignoring actual mineral resources, smelting technology, and management coordination, everyone was mobilized, messing around. Okay, I've digressed. Let's return to the issue of salesperson assessment. The assessment of salespeople can basically be divided into four stages. Set different assessment points at each stage, gradually guiding employees to have a foundation, process, results, and progress.

  1. Probationary Period Stage During the probationary period for new employees, some companies do not assess salespeople because they think that new employees are just familiarizing themselves and cannot produce performance, so how can they be assessed? From another perspective, since new employees are familiarizing themselves during the probationary period, we can assess them on the point of "familiarity with the situation." Instead of assessing performance, we can assess the degree of familiarity with relevant situations, such as:
  2. Product categories, brands, and specifications;
  3. Basic processes and quantitative standards for sales work;
  4. Sales characteristics of various products and seasonal curves;
  5. Execution processes for various routine promotional activities;
  6. Company rules and regulations;
  7. Reasonable suggestions for current operations and management;
  8. Prevention and handling processes for common problems;
  9. ——. The main work of new employees during the probationary period is learning. Therefore, the learning results should naturally be assessed. If they haven't learned well, how can we ensure the quality of later work? This assessment period is generally 1-3 months.
  10. Handover Stage After passing the probationary period, employees are confirmed and take up their posts. At the beginning, they are in the handover stage, needing to understand the situation, adjust, form basic work ideas, and clarify the scope of various job responsibilities. At this stage, performance output is uncertain, so the assessment focus cannot be entirely on results. Results should account for at most 30%, while 70% should be placed on basic and process-oriented work, such as:
  11. Improvement and updating of customer files;
  12. Establishment of customer relationships (since new employees have just taken over customers);
  13. Handling of historical customer issues;
  14. Basic display;
  15. Customer inventory checks;
  16. Clearing up returns and exchanges;
  17. Account relationships, clearing of forms and invoices. These are the foundation for deriving results. Without a good foundation, there can be no good output. If employees are assessed on results from the start, they will definitely not do these process tasks. Therefore, bosses need to guide employees through the assessment direction to establish an overall concept of business work: process first, then results. This avoids employees blaming various objective reasons when problems arise, and also prevents employees from achieving results through overdrawing. The assessment period for the handover stage can be set at about one month.
  18. Routine Assessment After employees have met the technical learning standards, laid a solid foundation, and done the process work well, it is more reliable to assess results. The result assessment points are the usual ones: sales amount, sales volume, completion rate, etc. No need to elaborate further.
  19. Innovation and Progress Assessment On the basis of routine business, an assessment of employees' innovation and progress can be added, such as:
  20. Reasonable suggestions for current operations;
  21. Ability to handle emergencies;
  22. Ability to systematically organize certain types of work and establish execution standards;
  23. On the basis of routine business work, possessing the work ability of the next level (personnel management, budgeting, promotional activity design, etc.);
  24. On the basis of the established product structure, effectively expanding the proportion of high-end, high-margin products. This assessment point opens up a space for employees to progress, encourages innovation and improvement, and can be combined with employee promotion. The author comes from a private business background, having managed a family distributor company for many years, and has also served as a business manager and trainer in several production enterprises. His research focuses on internal management of small and medium-sized private enterprises, with main topics including personnel management, cost control, management backend construction, and the integration of retired military personnel into private enterprises. He continuously breaks down over 400 topics related to internal management of private enterprises and keeps updating material collection and solutions. -END-