Inside salespeople are working hard these days- just by the nature of their responsibilities and the visibility in their roles. It’s a known fact, their plates are full. But just because the phone buzz may be silenced and their field partners are soaking up their excess time doesn’t mean they are wasting time.
I don’t consult on sales comp plans but I train, coach and consult on human behavior. I see what happens to good talent when they are demotivated by a poorly designed comp plan. I watch them trick the system or eventually watch them interview for something else.
There are many things to take into consideration when designing a sales comp plan as this requires careful planning, strategy and it must be designed by someone or a group who has a deep understanding of the complexities of inside sales.
Talent is hard to find- even in this economic downturn/recovery cycle. There’s nothing worst to investing in good talent but having a comp structure than discourages and doesn’t acknowledge their efforts- it won’t be long before you lose good talent.
Yesterday’s Inside Sales Management 2.0 Focus roundtable included some inside sales managers who shared the metrics they consider when setting comp plans and some essential incentives that motivate and change behavior.
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