Sales Manager’s Performance Appraisal System

Job Description

A sales manager is a person responsible for managing a group of individuals in an organization tasked with selling goods and services to other individuals and companies (“Bakery manager job description,” n.d). Their responsibilities include setting and achieving certain goals and sales quotas, generate sales plans, analyze marketing data, and distribute sectors of responsibility to their employees. They are also frequently tasked with training current or future members of their teams and engage in self-development to adhere to the increasingly high standards of professionalism (Cascio, 2015). The following appraisal system is comprised of a sales manager of a small manufacturing company producing foodstuffs.

Proposed Standards and Objectives

The proposed standards, objectives and their overall impact is as follows (Anstey, Fletcher, & Walker, 2017):

  • Standard 1: Contract negotiation (50% total).
    • Objective 1: Identify and locate potential customer organizations that may be interested in the company’s products (10%).
    • Objective 2: Negotiate mutually beneficial contracts with customer organizations that would be profitable for the company (30%).
    • Objective 3: Expand and re-negotiate existing contracts to increase sales (10%).
  • Standard 2: Market analysis (20% total).
    • Objective 1: Analyze the local market and the present competition to adjust the quality of service, product price, and the overall sales strategy (10%).
    • Objective 2: Seek out new markets that the company can expand into (5%).
    • Objective 3: Analyze the products currently available as well as those that may come in the future, to facilitate an evolution when necessary.
  • Standard 3: Employee management (20%).
    • Objective 1: Identifying goals and objectives for each employee and ensuring they are being obtained (10%).
    • Objective 2: Resolve issues between employees and customers (5%).
    • Objective 3: Efficiently organize the workflow to attain the goals set up in Objective 1 (5%).
  • Standard 4: Employee Education (10%).
    • Objective 1: Perform accurate evaluations of employee capabilities (3.3%).
    • Objective 2: Identify the directions in which they could be improved (3.3%).
    • Objective 3: Comprise a comprehensive training regimen for employees to better themselves and grow in skill (3.3%).

Proposed Margins for Objective Attendance

Different standards have different weights in the scope of the company, thus requiring a separate set to gouge performance (Ramchandani & Aggarwal, 2018). Contract negotiation is an extremely important subset of foodstuffs production, as the goods tend to have relatively low expiration dates, meaning that everything that was produced needs to be sold (Ramchandani & Aggarwal, 2018). As such, the first Standard should strive to attain an overall score of 85% or higher for each of the objectives. Market analysis and employee management are equally important in the overall efficiency of sales management, though less so when compared to contract negotiation, therefore a satisfactory score of 75% is a reasonable estimation of success. Finally, employee training is an auxiliary role for a sales manager that could be delegated to HR, therefore a 65% score is desired and achievable. Nevertheless, sales managers should strive to improve their positions in all 4 standards for their performance.

Performance Appraisal Sheet

Standard 1: Contract Negotiation (50% of total) Standard 2:
Market Analysis (20% of total)
Standard 3:
Employee Management (20% of total)
Standard 4: Employee Training (10% of total)
Objective 1: Customer identification (87%) Objective 1: Local market analysis (78%) Objective 1: Goals and objectives (95%) Objective 1: Employee evaluation (70%)
Objective 2: Contract negotiation (80%) Objective 2: Newmarket expansion (80%) Objective 2: Conflict management (70%) Objective 2: Improvement planning (85%)
Objective 3: Contract renewal (90%) Objective 3: Product analysis (80%) Objective 3: Workflow organization (93%) Objective 3: Improvement training (80%)
Performance: 85.66%
Of total: 42.83%
Performance: 79.33%
Of total: 15.86%
Performance: 86%
Of total: 17.2%
Performance: 78.33%
Of total: 7.83%

Total performance: 83.72%

Evaluator Signature: X

Date: 25 Nov. 2019

References

Anstey, E., Fletcher, C., & Walker, J. (2017). Staff appraisal and development. New York, NY: Routledge.

Bakery manager job description. (n.d.). Web.

Cascio, W. F. (2015). Managing human resources. Boca Raton, FL: McGraw-Hill.

Ramchandani, M. S., & Aggarwal, M. R. (2018). Performance appraisal – Techniques and critical evaluation. JIM QUEST, 14(2), 77-95.