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Sales Managers - Any tips for a better Annual Performance Review?
Posted on 12/18/13 at 10:14 am
Posted on 12/18/13 at 10:14 am
I'm looking for a better way to set up our employee review process for the sales team and I'd appreciate any advice, tips or links to templates that you use that have worked well. My goal (not a very unique one) is to get the team to be more open and honest in their comments on their own work and that of the management team, similar to 360 feedback software used in larger organizations.
It's a small team, so it will not be anonymous.
TIA for any tips.
It's a small team, so it will not be anonymous.
TIA for any tips.
2
Posted on 12/18/13 at 10:19 am to CajunAlum Tiger Fan
If you want them to be honest then you have to create an environment where this is ok.
The best way to do this is to have this conversation all year long. People will be more honest and open about their strengths and weakness over the course of the year. If you talk about it once a year and call it a performance review, good luck getting honest feedback.
The best way to do this is to have this conversation all year long. People will be more honest and open about their strengths and weakness over the course of the year. If you talk about it once a year and call it a performance review, good luck getting honest feedback.
Posted on 12/18/13 at 10:51 am to CajunAlum Tiger Fan
To make sure I understand, you want them to be open and honest with you?
Have an open door policy, reward/welcome constructive feedback and ideas, get to know them on a more personal level and show them you care about them and that they are more than just a cog in your wheel. You need to make them feel like you are a part of THEIR team, not the upper management team.
I don't think incorporating it during the annual performance review is the best way to go about it. It's more of a fluid 365 day per year thing.
As far as their reviews, you should make it crystal clear what your quantitative and qualitative expectations are. It's too late to do that for 2013 if you didn't do so, but you can get it going for 2014.
Also, make sure you are not taking the cookie cutter approach and managing each personality the same way. Have you had them take a DiSC assessment? It was one of the most helpful things for me in realizing that I sometimes need to tailor my messaging to them 4 different ways to maximize their performance, morale, etc. It's also helpful for you to take one and have them know where you fall on the profile as well as where your own manager falls.
FWIW, I manage a team of 12 sales reps for a Fortune 500 company, but have managed smaller teams in smaller organizations in the past, and this approach has worked in all of my roles.
Have an open door policy, reward/welcome constructive feedback and ideas, get to know them on a more personal level and show them you care about them and that they are more than just a cog in your wheel. You need to make them feel like you are a part of THEIR team, not the upper management team.
I don't think incorporating it during the annual performance review is the best way to go about it. It's more of a fluid 365 day per year thing.
As far as their reviews, you should make it crystal clear what your quantitative and qualitative expectations are. It's too late to do that for 2013 if you didn't do so, but you can get it going for 2014.
Also, make sure you are not taking the cookie cutter approach and managing each personality the same way. Have you had them take a DiSC assessment? It was one of the most helpful things for me in realizing that I sometimes need to tailor my messaging to them 4 different ways to maximize their performance, morale, etc. It's also helpful for you to take one and have them know where you fall on the profile as well as where your own manager falls.
FWIW, I manage a team of 12 sales reps for a Fortune 500 company, but have managed smaller teams in smaller organizations in the past, and this approach has worked in all of my roles.
Posted on 12/18/13 at 1:07 pm to Shenanigans
Thanks,
I should have left more detail. I've known this group for 10+ years, but I was away from the company for a while and was hired as VP of Sales last year. We are all close and speak often, so the interpersonal communication and management relationships are fine. I need to formalize this process and build the metrics needed to measure performance so that the UK-based executive and engineering/development teams at our headquarters have greater visibility of this interaction. It's an important process needed as we expand our global footprint.
I'm not familiar with DiSC; I'll have to look it up.
I should have left more detail. I've known this group for 10+ years, but I was away from the company for a while and was hired as VP of Sales last year. We are all close and speak often, so the interpersonal communication and management relationships are fine. I need to formalize this process and build the metrics needed to measure performance so that the UK-based executive and engineering/development teams at our headquarters have greater visibility of this interaction. It's an important process needed as we expand our global footprint.
I'm not familiar with DiSC; I'll have to look it up.
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