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D099 Module 10
Salesperson Evaluation
| Question | Answer |
|---|---|
| Outputs | The result of the completion of a sales task |
| Inputs | An action that helps accomplish the completion of a sales task |
| Account visit | Face-to-face meetings |
| Objective measures | Direct data are used to evaluate the performance of the salesperson |
| Ratios | Combine inputs and outputs to come up with the most effective way to measure performance |
| Subjective measures | Focus on aspects of what is done and how well it is done |
| Graphic rating scales | The raters use a five- to seven-point scale to rate employees' productivity |
| Employee comparison methods | Subordinates are compared with one another |
| Behavioral checklists and scales | Supervisors record behaviors that they judge to be relevant to job performance |
| Peer assessments | A type of assessment consisting of members of a group evaluating and appraising the performance of their fellow group members |
| Self assessments | A type of assessment in which individuals assess and evaluate their own behavior and job performance |
| Business reviews | Formal reviews that provide an opportunity for open and direct feedback |
| Conventions | Sales managers chat with buyers and accounts in a casual setting |
| Questionnaires | One-page documents that ask some key questions, and encourage customers to fill them out |
| Focus groups | Gathering a number of customers, sitting them down, and discussing a range of issues relevant to a company's business |
| Telephone | Yield a more private exchange between the customer and the organization |
| Private consumer panel | A group of consumers from which a company can gather feedback on an ongoing basis, typically online |
| Critical incident technique | A manager on a weekly basis tracks examples of worker behavior that resulted in either an unusual success or unusual failure |
| Management by objectives (MBO) | Supervisors establish goals and objectives they expect their reports to accomplish |
| Assessment center | Consists of trained observers who judge behavior on specially developed exercises, such as in-basket exercises, role-playing, and case analyses |
| Expense ratios | Capture how much it costs to achieve certain sales outcomes |
| Account development ratios | Capture how well salespeople are earning the potential business that exists in their territories |
| Call activity ratios | Measure the effort and planning salespeople put into their customer call activities and the successes derived from it |
| Central tendency error | The tendency of managers and interviewers to rate all or most of the employees or interviewees as average |
| Leniency error | A rater's bias that occurs because of the rater rating an individual too positively |
| Confirmatory bias | The tendency to search for or interpret new information in a way that confirms a person's pre-existing beliefs |
| Similarity bias | A tendency in which an individual favors people who are like themselves, often at the expense of those who are not |
| Recency error | An inaccuracy or flaw in performance appraisal caused by the evaluator's reliance on the most recent occurrences of the employee's behavior |
| Personal bias | A prejudice in favor of or against someone or something |
Created by:
kim.miller