设定销售目标和管理绩效的五个关键步骤
Setting accurate sales targets and working towards successfulsales performance managemenT可能是企业成功与失败之间的区别 - 确实如此重要！亚搏彩票手机版免费下载
Consider the extremes – setting too low a target is unlikely to see your sales reps operate to the best of their ability, while an excessively high target can leave employees feeling unfulfilled and returning those pesky recruiter calls.
It’s the same for maintaining high performance. Happy workers are productive ones, so establishing a healthy work-life balance should not only boost the business but also ensure your best talent is retained.
Given the high stakes, it’s no wonder managers and business owners often dedicate hours of thought and attention (not to mention money) into devising ways in which this balance can be best struck. Here are five key steps we’ve identified to ensure the ratios prove to be just right.
Step 1: Communicate early and often
One of the biggest failings among 21英石世纪企业是未能与员工有效地有效沟通变化或发展的。
All companies want to do what is right for both their staff and also the business as a whole – with the two having a hugely symbiotic relationship. Despite this, it is alarming just how often workers think that changes have been made with the intention of making their lives difficult or getting them to work harder, not always smarter.
这就是为什么在设定目标和管理绩效时清晰有效的沟通至关重要的原因。那么这需要什么呢？传达公司如何支持员工以尽最大的能力工作，在上下文中，公司目标是什么，并确保建立框架以传达您的期望。
Communicated badly, however, this can come across as a cracking of the whip, with employees left feeling they are being told to work harder for no apparent reason.
Step 2: Get the terms in order
目标和目标有什么区别？当然，他们当然不是同义词。
Targets are goals businesses can work toward, with a view to making it happen sooner rather than later. Staff members are given targets, with a timeframe in which they are requested to achieve results.
Aims, on the other hand, are objectives the business is hoping to achieve, which may not be quite so based on fact or informed estimates. For example, a business might be looking to reach an annual profit of one million dollars, but how attainable this success is and the realistic time frame in which this can be achieved is likely to often make it more of an aim.
As such, businesses should be sure they have the right mutually understood terminology in place so that everyone is on the same page. This uniformity of thought should then help to make the process a much easier one, avoiding confusion or misdirection of efforts.
步骤3：让数据驱动目标
Similar to the above point regarding definition, target and performance management has to be the result of quality research and solid understanding of your current data.
Going blindly into the goal-setting process is generally a waste of time and resources, as business leaders lean significantly more on aims than targets. Carrying out proper research beforehand, however, will not only provide an accurate indication of where the business is at present, but it will also point future developments in the right direction.
A comprehensive research process should be undertaken before any decisions are made. This should include not only the business objectives, but also current staffing levels, saturation point, healthy workloads and contingency plans. It can be achieved by looking at historical data, comprehensive forecasts based on recent figures. The end result, though, should be one of establishing where improvements can be made and what can be done to achieve this.
To tie the whole process up, this can also make the communication of such changes to employees much easier and more effective. Showing results in black and white, then explaining how they’ve been used to determine targets for both employees and the business as a whole, should qualify the process and make the resulting targets and performance management expectations more positively received.
步骤4：启用回复权
After spending hours determining targets, managers will understandably be loathed to change them in response to complaints from others. This is completely understandable, but wholly wrong.
Even if changes have been qualified and explained to workers – or stakeholders – those affected by them should still be given the chance to air grievances or suggest amendments based on what is presented.
这可能不是决策者想要听到的，但是让员工能够提供坦率的反馈可以帮助使操作更加顺畅，同时使员工感到高兴，同时修改他们的目标。这还可以为企业领导者提供特定课程，资格或培训材料的知识，这些课程最适合其工人，如果成功的话，可以向更广泛的团队推出。亚搏彩票手机版免费下载
Step 5: Look inward, not just out
无论是企业领导者是否想评估自己的绩效，还是使用股东，他们都应该确保看待以及外出。销售管理可以并且应该是目标和绩效审查的主题。这种问责制对于整个公司的奇偶校验很重要，更不用说向工人展示他们并不是唯一受到评论的方式。
While the targets will unquestionably be different – such as focusing on staff development instead of sales volumes, for example – they can be just as important to the successful running of a business.
考虑到这一切，似乎设定目标和管理性能是一个困难，漫长的过程，并带有潜在的绊脚石。在某种程度上是。但是，采取这五个步骤（并为他们提供的利益做好准备）应该有助于使整个过程绝对比其他方式更顺利。
Topic:销售量Performance Management