设定销售目标和管理业绩的五个关键步骤

Setting accurate sales targets and working towards successful sales performance management can be the difference between success and failure for a business – it really is that important!

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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.

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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.

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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.

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Step 1: Communicate early and often

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One of the biggest failings among 21^st Century businesses is the failure to effectively communicate changes or developments effectively with employees.

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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.

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That’s why clear and effective communication is critical when setting targets and managing performance. So what does that entail? Communicating how the company can support employees working to the best of their abilities, what the corporate goals are, in context, and ensuring a framework is put in place to convey what your expectations are performance-wise.

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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.

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Step 2: Get the terms in order

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What’s the difference between a target and an aim? They are certainly not synonymous, that’s for sure.

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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.

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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.

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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.

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Step 3: Let Data Drive Goals

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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.

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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.

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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.

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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.

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Step 4: Enable the right of reply

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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.

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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.

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It may not be what decision makers want to hear, but giving employees the ability to give candid feedback can help make operations run smoother still, while keeping staff happy whilst their targets are amended. This can also provide business leaders with the knowledge of specific courses, qualifications or training materials that would be best for their workers, which – if successful – could be rolled out to the wider team.

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Step 5: Look inward, not just out

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Whether business leaders want to assess their own performance, or use shareholders instead, they should be sure to look in, as well as out. Sales management can and should be the subject of target and performance reviews. This accountability is important for parity across the whole company, not to mention a perfect way to show workers they aren’t the only ones being subject to reviews.

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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.

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With this all considered, it may seem as though setting targets and managing performance is a difficult, lengthy process that is littered with potential stumbling blocks. To an extent, it is. However, taking these five steps (and being prepared for what benefits they offer) should help make the whole process decidedly smoother than it otherwise could be.

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Topic: Sales Performance Management

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制定准确的销售目标并朝着目标努力销售业绩管理这可能是一个企业成功与失败的区别——这真的很重要!

考虑一下极端的情况——设定过低的目标不太可能让你的销售代表发挥出最好的能力，而设定过高的目标会让员工感到不满足，并回那些烦人的招聘人员电话。

保持高性能也是一样的。快乐的员工效率更高，所以建立健康的工作与生活平衡不仅能促进业务发展，还能确保留住最优秀的人才。

考虑到高风险，难怪管理者和企业主经常花费数小时的时间和精力(更不用说金钱)来设计能够最好地实现这种平衡的方法。以下是我们确定的确保比率恰到好处的五个关键步骤。

第一步:尽早和经常沟通

21个国家中最大的失败之一^圣世纪企业是无法有效地与员工沟通变化或发展的企业。

所有公司都希望做对员工和整个企业都有利的事情——这两者之间存在着巨大的共生关系。尽管如此，令人担忧的是，工人们经常认为，这些变化的目的是让他们的生活变得困难，或者让他们更努力地工作，而不是让他们更聪明。

这就是为什么在设定目标和管理绩效时，清晰有效的沟通是至关重要的。这意味着什么呢?沟通公司如何支持员工最大限度地发挥他们的能力，公司的目标是什么，在上下文中，并确保一个框架到位，以传达你对绩效的期望。

然而，如果沟通不当，这可能会给人一种鞭笞的感觉，让员工感到自己被莫名其妙地要求更努力地工作。

步骤2:将各项按顺序排列

target和aim的区别是什么?它们当然不是同义词，这是肯定的。

目标是企业可以为之努力的目标，目的是使其早日实现。给工作人员设定目标，并要求他们在规定的时间内取得成果。

另一方面，目标是企业希望实现的目标，它可能并不完全基于事实或知情的估计。例如，一家企业可能希望达到100万美元的年利润，但这一成功的可实现性以及实现这一目标的现实时间框架往往使其更像是一个目标。

因此，企业应该确保他们有正确的相互理解的术语，以便每个人都在同一页上。这种思想的一致性将有助于使过程变得更容易，避免混淆或误导努力。

第三步:让数据驱动目标

与上述关于定义的观点类似，目标和绩效管理必须是质量研究和对当前数据的扎实理解的结果。

盲目地设定目标通常是浪费时间和资源，因为商业领袖更倾向于目标而不是目标。然而，事先进行适当的研究不仅可以准确地表明业务目前的位置，而且还可以指出未来发展的正确方向。

在作出任何决定之前，应进行全面的研究过程。这不仅应该包括业务目标，还应该包括当前的人员配备水平、饱和点、健康的工作负载和应急计划。这可以通过查看历史数据、基于近期数据的综合预测来实现。然而，最终的结果应该是确定可以改进的地方以及可以做些什么来实现这一目标。

为了将整个过程联系起来，这也可以使员工更容易和更有效地沟通这些变化。将结果白纸黑字地显示出来，然后解释它们是如何被用来为员工和整个企业确定目标的，这应该能使这个过程有资格，并使最终的目标和绩效管理期望得到更积极的接受。

第四步:开启回复权

在花了几个小时确定目标之后，经理们不愿意为了回应他人的抱怨而改变目标，这是可以理解的。这完全可以理解，但却是完全错误的。

即使已经对变更进行了限定，并向工人(或利益相关者)进行了解释，受影响的人仍应获得表达不满或提出修正建议的机会。

这可能不是决策者想要听到的，但让员工有能力给出坦率的反馈，可以帮助公司运营得更顺利，同时在目标修改时让员工感到高兴。这还可以为企业领导人提供最适合其员工的特定课程、资格证书或培训材料的知识，如果成功的话，这些知识可以推广到更广泛的团队。

第五步:向内看，而不仅仅是向外看

无论企业领导人是想评估自己的业绩，还是想利用股东来评估，他们都应该确保既关注内部，也关注外部。销售管理可以而且应该成为目标和绩效评估的主题。这种问责制对整个公司的平等至关重要，更不用说它还能完美地向员工展示，他们不是唯一受到审查的人。

尽管目标无疑会有所不同——例如，侧重于员工发展而非销量——但它们对于企业的成功运营同样重要。

考虑到这一切，设定目标和管理绩效似乎是一个困难而漫长的过程，充满了潜在的绊脚石。在某种程度上，确实如此。然而，采取这五个步骤(并为它们提供的好处做好准备)应该有助于使整个过程比其他方法更顺利。

主题:销售业绩管理