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It was during a normally quiet day on Ellesmere Island that Old Bart was interrupted by a Grass Castles. Written in an appropriately clear and lucid style, Grass Castles evokes nostalgia for simpler times, The criteria have proven to be beneficial in several ways:. Performance management is an ongoing process that should be top of mind all year round. Mentoring and coaching programs are an effective way to provide continuous feedback to front-line employees, managers, and leaders.
These techniques bridge the gap between formal evaluations and help team members focus on ways they can improve their performance. The results include better patient care, greater employee accountability and satisfaction, and lower turnover among the strongest performers. We created You In Review at Intelicare Direct because we were dissatisfied with both the traditional annual review process and the results it yielded.
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Like many companies, we had evolved into a space where we felt the traditional process was setting us back instead of moving us forward, and we determined something needed to change. At its core, You In Review is a self-performance assessment that requires employees to grade themselves by evaluating their overall performance while highlighting their successes, as well as their setbacks. Employees review their year and call out what they did well and what needs work.
Then they present their findings to their senior leader in a creative, non-traditional way. The rules of the process require that no more than 50 percent of the presentation be in writing. They also apply to the manager giving the feedback—this part is key. The manager must display similar creativity and follow the same rules.
The benefits have been clear. By putting the onus on employees to review their year, they highlight things managers may well have overlooked or even forgotten about. In this way, the information being provided is more complete and helps the manager give a more thorough evaluation.
By requiring the manager to be as creative as the employee in responding to the review, employees have stated they actually look forward to the evaluation. Further, by requiring employees to be proactive in analyzing their growth opportunities, managers are clear about how self-aware employees are, which allows them to focus on other areas or only gently touch on the ones the employee pointed out. Since initiating You In Review, we have seen a productivity increase in the time immediately following the feedback portion of the process, where typically we would see a decrease when following the traditional format.
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This has resulted in a nice boost to our bottom line. New salespeople are often like tourists—here for a little while, gone tomorrow.
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If they are poor performers, you are moving them out quickly. If they are great performers, they are getting poached or are moving on. In fact, a recent survey by Glassdoor of 1, salespeople found that more than 68 percent admit they plan to look for a new job in the next year, and 45 percent said they plan to look in the next three months. Only 19 percent were sitting tight with no imminent plans to switch. The reality is both you and your salespeople are aware that your relationship is likely not forever; however, the traditional annual performance review process is designed to provide feedback for employees who likely will have a long-term career with your company.
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So what should a performance review look like for sales professionals who are often on a shorter timeline than other non-sales employees? Are performance reviews for sellers even necessary? The good news is, the long, drawn-out performance reviews that demand hours of time from supervisors and employees are not necessary for evaluating salespeople. However, before you write off performance reviews for salespeople altogether, keep in mind that government requirements, lawyers, and, of course, the compliance police—Human Resources—still want you to do some type of review to protect your company from lawsuits and the arbitrary and unfair evaluation of employees.
And the reality is, a performance review can be a useful tool for developing sellers, even if sellers do not stick around forever. A performance review can help you weed out the underperforming sellers and further develop your top sellers. The key to successful sales performance reviews is to help sellers develop in a short period of time without investing countless hours filling out unnecessary performance review documents and holding performance review meetings. This means your performance reviews for sellers should occur more frequently, but be done more efficiently. The key is to keep seller performance reviews, short, equitable, and factual.
Here are the four key metrics you can use to evaluate your sellers in an effective, yet efficient manner:. Yes, we need to use the merit-based criteria of sales attainment. This means a seller needs to be held accountable for reaching an amount of established revenue targets within an established period of time. This is not the same as simply tracking a measured effort, such as number of meetings attended or forms submitted.
If they do not have that responsibility, then their role is not one of sales. They are service representatives and they should be called such and managed as such. Salespeople have to sell what your company offers at the rate you sell it for the margin your company needs. If the only way a salesperson can close a sale is by discount, then that person is not selling.
That person is participating in an exercise of bidding. He or she has become a participant in a reverse auction. If your employee does not differentiate your offering by quality, benefit, or nature of solution, then your employee is a bidder, not a salesperson. The yield had better be there to justify the investment.
They have to be the best to get the support. If they are just thunder and lightning with no rain, they have to get measured for the disproportion of what it costs for their contribution. You may think after reading this that I feel salespeople are different from non-sales employees and should be measured differently. You only feel that way because you are paying attention. The annual performance review does not develop sellers. It just documents the efforts you already been have making to develop them. You have to do performance reviews for compliance, but they may as well count.
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Make them factual, fast, and effective. Thanks to social media and new technology, most interactions between brands and potential customers now take place in real time. Internally, however, interactions typically still are conducted slowly via annual performance reviews or employee surveys. Even organizations that really care about personal development typically run a degree feedback process only every three to five years. How committed to personal development can an organization be if it only focuses on it every five years?
There is a massive disconnect occurring in which most businesses receive feedback from customers and clients literally every minute of every day, whereas providing and receiving employee feedback happens annually, or even more infrequently. As I was leaving, I saw this:. There are three jars on the counter for customers to vote on their experience. They represent happiness with the service green ; average feelings yellow ; and not-so-great red. You toss a chip in the jar that best matches your feelings, and you exit.
If the red jar is overflowing with chips, they had a bad day—so now they immediately can begin to hone in on what the issues might be and quickly put a fix in place before negative reviews start hitting Yelp. The core point is that transparent, real-time feedback happens the moment each customer flips a chip into the corresponding jar. This current business trend is evident as social media and new technology continue to compress the lead time for marketing, and the conventional sales funnel now is inextricably intertwined with customer service and support. While the interactions between brands and customers happen in real time , interactions between organizations and their employees are typically annual.
Stop and think about this: Organizations are getting feedback from their customers and clients literally every minute, but they get feedback from their own employees only once every one to five years. What is going on? Without a connected and fully engaged workforce, an organization cannot achieve sustained success.