Examples of kpi for development managers. We develop KPI for the sales manager. Real examples. Comprehensive KPIs

KPI (Key Performance Indicators) - "key performance indicators", but more often translated as "key performance indicators". KPI is one of the tools with which you can analyze how effectively the staff works to achieve the company's goals.

KPI indicators are often used by larger companies (not where the owner, director, seller and loader are the same person), but vice versa when the company has a large number of employees and branches. The use of "kipiai" greatly simplifies the control of the efficiency of all departments of the company. Having key performance indicators, we get the opportunity to manage the process and make changes to it. Set goals for staff and motivate them to achieve them.

Let's look at an example of key performance indicators. You are the owner of a large store household appliances and you have 12 sales managers on your staff. The performance of each manager for a month can be assessed according to the following criteria:

• what % of the customers the manager interacted with made a purchase;
• average check clients;
• fulfillment of the sales plan (for example, the minimum bar for a month is 350,000 rubles, and the manager’s salary will depend on how much% he exceeds the plan);

If, for example, you need to sell blenders of a certain model, you can set a minimum plan of 5 units for each manager, if more, then the seller receives 3% of its value from each “extra” unit. Thus, the goal is achieved to sell a certain product and motivate managers for this. As practice shows, the optimal number of KPI criteria for one employee is from 5 to 8.

2. Types and principles of KPI

Types of key performance indicators:

• KPI of the result - quantitative and qualitative indicators of the result;
• Cost KPI - the amount of resource costs;
• KPI of functioning - how the execution process corresponds to the established algorithm;
• Performance KPIs are derived indicators that characterize the ratio of the result obtained and the time spent to obtain it;
• Efficiency KPIs (performance indicators) are derived indicators that characterize the ratio of the result obtained to the cost of resources.

There are principles to follow when developing key performance indicators. The cost of measuring performance indicators should not exceed the managerial benefit from using the indicator. After all, you won't hire a person who will count the number and duration of the manager's calls, the result will not justify the costs. For a more accurate result and the possibility of comparison, the indicators should be measurable and as simple as possible, understood by each unit in the same way, in order to avoid misinformation. And, most importantly, that KPIs are necessary, if we do nothing based on the results of their measurement, then in this case they are meaningless.

3. Pros and Cons of KPIs

Key benefits of the KPI include:

• fairness, transparency and comparability of results (management and staff see who works and earns how much);
• adjusting the work of an employee according to a lagging indicator;
• involvement of personnel in achieving the goals of the enterprise;
• quality control of the performance of duties.

Despite all the positive aspects of the KPI system, it is not universal. Not all indicators in the work of personnel can be measured quantitatively, and therefore each business has its own ways of evaluating performance, and in order to find them you will need high costs time, labor and finance.

4. How to calculate KPI. Example

There is no single formula for calculating KPI, since each company has its own specifics and, therefore, its own “kipiai”. Let's look at an example calculation wages sales manager, taking into account his KPI in the Kotelok online store. The rate is 7,000 rubles. + 2% of personal sales (800,000 * 0.02 = 16,000 rubles) + bonus for fulfilling the plan by the number of new customers (2,000 rubles) + bonus for fulfilling the enterprise plan (for example, the plan is 100% completed - 5,000 rubles , by 70% - 3,500 rubles) in our case, by 80% - 4,000 rubles. In total, at the end of the month, the manager will receive a salary of 29,000 rubles. This scoring system motivates managers to sell to existing customers and attract new ones.

5. What is KPI in sales

In the field of sales, the main key performance indicators for the sales manager and the sales department are:

1. Sales volume. The manager is set a plan for a certain period of time (month, quarter, year). For example, in March, the manager must make sales for 1,300,000 rubles.

2. Number of sales. The number of customers who made a purchase (number of receipts).

3. Traffic. The number of customers who have learned about your product are potential buyers. Of course, attracting traffic is the task of marketers, but the seller himself can also influence the flow of customers, for example, using word of mouth.

4. Average check. Introduced in order to encourage the manager to sell additional products. For example, purchase a heat-resistant glass plate or baking dish for the oven.

You can develop a KPI system on your own, but this will require a lot of effort and eat more than one dog. Majority large companies Still, they prefer to entrust the construction of the Kipiai system to professionals with extensive experience in this field. If you need help implementing KPIs in your company, please contact us, we will be happy to help!

In the face of fierce market competition, the most topical issue for company executives is to increase sales. This problem can be solved by developing innovative ways stimulation and motivation of personnel, as well as methods for assessing the effectiveness of its activities. The last factor is given today Special attention.

Organization of activities

The sales manager is a significant figure in any company. It is this specialist who ensures the financial well-being of the organization. Its main task is to optimize sales volume.

The employee's efforts are aimed at attracting potential customers, maintaining the interest of real buyers. The main functions are negotiations with consumers, conclusion of contracts with them.

Efficiency mark

The choice of approaches to the analysis of the performance of the sales department depends on financial opportunities organization, the nature of relationships within it, the quality of management units.

Stages

1. Analysis of the current situation.

Comparison of indicators of the level of sales for a certain period with the establishment of factors influencing its fluctuations. External factors of sales volume decrease include:

• seasonal drop in demand for goods;
• image loss of the company;
• increased market competition;
• financial, economic and political crises.

Internal factors for reducing work efficiency can be the following:

• shortage of personnel or their inappropriate rearrangement;
• decrease in the quality of goods and / or the level of service;
• errors in the development strategy of the department;
• lack of funds intended for advertising purposes;
• interpersonal conflicts within the organization;
• inefficient system of motivation or incentives for employees;
• low level of specialists' competence;
• difficulties encountered during the sale of goods.

2. Determining the relationship between total sales and the professionalism of managers.

3. Identification of the competent level of each manager and employee.

4. Development of new ways to improve the professional literacy of salespeople.

5. Personnel training, increasing the productivity of business processes

Ways

The range of tools for evaluating the work of sellers is quite wide. Let's highlight the most effective of them:

1. Intraorganizational observation - analysis of recorded telephone conversations with potential customers, attending negotiations, testing and questioning employees, customer surveys.
2. Operation "Mystery Client" - the introduction of a specially trained person into the working environment, acting as a buyer, determining the level of professional compliance of the manager.
3. The 360-degree method is the provision of information about the behavior of a specialist in a real business process by all its participants: clients, colleagues, managers.
4. A business case is a task with several unknowns, as close as possible to a typical working situation.
5. Methodology for automated assessment of key performance indicators (KPI).

Criteria

These indicators are usually divided into three groups:

1. Performance indicators:
   — real sales volume/gross profit, their share from the planned indicators;
   - base of active customers / daily number of calls / number of new and lost customers;
   — the quality of activities with receivables.
2. Criteria for assessing personal characteristics:
   — activity;
   - creativity;
   - a responsibility;
   - performance;
   - initiative;
   - flexibility;
   - communication skills;
   - ambition.
3. Skills Assessment Indicators:
   - ability to learn and make decisions
   - the ability to convince;
   — the success of presentations and negotiations;
   — customer focus.

Assessment center

This complex methodology is recognized as the most profound, as it allows you to evaluate not only the current success of the manager, but also his potential.

The assessment center includes testing of employees and business games. Their implementation is entrusted to professional business coaches.

Based on the results of a set of assessment activities, a detailed report is drawn up, reflecting the performance of the entire team and each employee individually. Based on these data, the unit manager makes strategic planning development of the sales department.

Performance indicators of the sales department and salespeople- this is the starting point in evaluating the work of the sales department. Only thanks to these indicators it is possible to say how successful the work was during the reporting period.

In order to understand how effectively the sales department as a whole and each salesperson in particular, you need to evaluate the quantitative and qualitative indicators of work sales department and vendors.

Quantitative indicators of the work of the sales department and salespeople

• sales revenues achieved;
• Receiving a profit;
• sales volume per potential client;
• sales volume per actual customer;
• number of orders for the period;
• sales to new customers;
• number of new consumers.

Note that all of these metrics are related to sold products. There are other quantitative indicators of work, which include:

• number of contacts with consumers;
• the number of contacts per potential client;
• number of contacts per actual customer.

This information makes it possible to determine:

• the ratio between sales receipts and the total number of contacts with customers;
• the ratio between profit and the total number of contacts with customers;
• the ratio between the number of orders received and the total number of contacts with customers (communication efficiency).

These ratios help answer the following questions:

• Did the seller manage to achieve the planned level of sales?
• Is the achievement of the planned sales volume reflected in the profit?
• Did the seller or sales representative achieve the planned sales volume by giving customers unreasonably high discounts?
• Does the seller devote enough time to work with potential customers?
• To what extent is working with potential customers justified by the number of orders received from them?
• Does the sales representative communicate enough with potential customers for a certain amount of time?
• Does the sales rep have enough repeat contact with customers across different categories?
• Is the salesperson focusing too much on low potential customers?
• How does the number of negotiations carried out affect sales figures?
• Is the salesperson meeting the sales target through a large number of small orders or a small number of large orders?
• Is the profit per order sufficient to justify the amount of work per client?

Many of these indicators point to possible reasons, for which the seller may not reach the established for him.

Perhaps the seller is lazy, and therefore the required number of contacts with potential customers does not occur. Perhaps the rate of contacts made is quite satisfactory, but their effectiveness (the ratio between sales volume and the total number of contacts) is rather low. This may indicate a lack of training. Maybe the salesperson is talking too much with regular customers and not spending enough time with potential customers.

Qualitative indicators of the work of the sales department and salespeople

The sales manager should also evaluate quality indicators of the work of the sales department and salespeople. This is more subjective information, and it can be obtained when the sales manager observes the work of employees. Several parameters are used to identify performance indicators.

Sales Skills and Abilities:

• Establishing contact with the consumer and deepening mutual understanding.
• The ability to ask the right questions and identify needs.
• Sales presentation quality.
• Use of visual aids.
• Ability to overcome objections.
• The ability to close a deal with a sale.

Mutual understanding with the consumer:

• How well do consumers perceive a particular seller?
• To what extent are consumers satisfied with the service, the recommendations received, the reliability of the seller?
• How often do consumers complain about the work of the seller?

Work organization. The level of organization of work depends on how well the seller performs the following functions:

• prepares for communication;
• organizes travel routes in order to spend a minimum of time;
• contributes last changes in consumer reports;
• conducts an analysis of its activities in order to identify shortcomings and work to eliminate them.

Product Knowledge:

• how well the seller knows his product, its consumer properties, benefits, methods of application;
• how well the seller knows the competitors' products, their benefits and promotion methods;
• strong and weak sides in its own offer and the offer of competitors.

Collaboration and attitude to work. This quality is evidenced by how the employee:

• responds to the goals of the sales manager, his proposals to improve the performance of the seller;
• responds to suggestions made to improve its sales;
• takes initiative on his own.

Pay special attention to these indicators, since it is by these criteria that you can evaluate your work and the work of your colleagues. Practice shows that managers small companies they try to keep quality indicators in their heads, while managers of large companies, as a rule, present them in a more formal form, for example, in.

The degree of control over sales departments may also depend on the culture of the employing company. Many European and American companies are focused on making a profit and therefore rely on quantitative control mechanisms - sales and profits. Many companies in Japan and other Asian countries use less formal and non-quantitative valuation methods.

The results of the performance of the sales department and salespeople

The sales manager must respond to the results obtained in the course of evaluating the performance of salespeople. Experts offer four scenarios with different consequences:

Good quantitative and good qualitative indicators

The appropriate response would be praise and monetary reward. If possible, the sales representative may apply for a promotion.

Good quantitative and poor qualitative indicators

Good quality results suggest that the salesperson is generally good with customers, but some aspects of quality control may require guidance and appropriate communication of company standards and requirements.

Poor quantitative and good qualitative indicators

If good qualitative inputs are followed by poor quantitative results in an assessment, the specific reasons need to be investigated and dealt with accordingly with that vendor. Possibly reasons for poor results could be a lack of perseverance, a poor command of closing techniques, or a lack of customer contact.

Poor quantitative and poor qualitative indicators

Serious discussion is required to identify problem areas in this situation. You may need training or refresher training. In some situations, it may be necessary to resort to punishment or dismissal of the seller or sales representative.

In order for the evaluation and control system to work effectively, it is important that the sales team correctly understands its purpose. This system should be used and perceived as a tool to help sellers improve their performance. Indeed, the quantitative outputs themselves can be used as a basis for if the goals are achieved.

KPI (Key Performance Indicators) - key performance indicators. KPI in sales helps to determine the quality of work not only of each employee, but of the company as a whole. It is KPI that should be the only measure of the cost of labor and an indicator of the effectiveness of each branch / department / division / working group.

Knowing what KPIs we want to achieve from sales managers in general, we can manage the entire sales process: make changes to the marketing funnel, influence efficiency and improve the staff motivation system.

Performance indicators should be measurable, simple and equally understandable to all, whose result will be determined by a specific indicator.

Main types of KPI

• KPI of the result - quantitative and qualitative indicators of the result
• Cost KPI - the amount of resource costs
• KPI of functioning - how the established processes are observed
• Performance KPI - the ratio of invested resources to the final result

The calculation of KPI should be justified by the benefits of its measurements. These indicators should really influence the sales process and depend on the actions of specific people.

KPI in sales: 7 main landmarks

KPI in sales: calculation of indicators

You must realize that great results come from small efforts made systematically and in large numbers. So it is with deals. A lot depends on how many calls are made on a daily basis, meetings are held, commercial offers, billing, etc.

That is why the number of all these daily actions must be calculated in advance, communicated to managers and adapted for the KPI system in the sales of a particular company. It is quite obvious that it is clearly not enough to control only what happens at the input (), and then at the output (payment).

How to calculate performance indicators?

1. Collect data: the share of profit in revenue, the value of the average check, from application to payment, conversion rates between stages.

2. Analyze the results of previous periods, calculate the potential return on planned marketing campaigns, take into account seasonality and other external factors to correctly predict profit. After all, it is this figure that determines the indicators of daily activity for a full-fledged KPI system in sales.

3. As soon as you figure out the profit, proceed to simple mathematical calculations. And the first thing you get is revenue. It is easy to calculate when you know the forecast profit and its share in the turnover.

4. Revenue calculated? Now let's understand how many payments must go through to close it. This is where we need the average check indicator. Let's divide the amount of revenue by it: the number of successful transactions = revenue / average check.

6. After that, by intermediate conversion between stages, you will be able to find out the total number of actions that the department will have to perform for the entire planned period in order to achieve the planned profit.

8. Redistribute the load among employees depending on their personal conversion.

9. Compare the obtained results with the labor standards of the industry (we give them below). If what you got is within those standards, then it means you were realistic.

10. We introduce some of the most "influential" indicators of daily activity as key performance indicators.

What are the labor standards?

Let's give some guidelines. From them, like a litmus test, you can check how realistic you were in your forecasts and requirements. The number of meetings and calls varies from segment to segment and depends on whether your salespeople combine these 2 types of activity.

Number of meetings

• 25 meetings in the FMCG sector
• 8 meetings in retail
• 2 B2B meetings provided there are no calls
• 1 meeting in B2B if there are calls

Number of calls

• 250 calls in retail
• 150 calls in the mass market
• 100 calls to B2B, SMB sector
• 50 calls to B2B, medium and large business sector
• 15 calls per day with appointments

If you use the information above, you can set your own performance metrics: average check, traffic for the marketing department, daily activity of managers, conversion from lead to deal, etc.

KPI in sales: implementation in business

Such innovations in the company need to be implemented only when you have created a transparent and understandable system for evaluating KPI in sales. Otherwise, you may encounter stiff resistance from managers to work according to the new rules, up to and including refusal to work and dismissal.

It is necessary to convey to subordinates the benefits of such implementations. Managers must clearly understand how they will be measured, and what exactly they themselves can do to influence these indicators.

The seller should directly influence the KPI. For example, if you set a KPI for a company profit manager, then this is unlikely to somehow motivate an employee to work better.

Simply because the seller is not physically able to influence this indicator. After all, KPI for profit is influenced by many factors that do not depend on the manager. For example, the margin or the quality of the built marketing funnel.

But, for example, the amount of revenue or the average check is quite understandable KPI, which depends on the efficiency of the seller.

Why implement KPIs:

• Employee motivation
• Creation of a transparent system for evaluating results and remuneration
• Involvement of managers in achieving company goals
• Quality control of sales processes

KPI in sales: motivation system

In companies, there are two ways to stimulate staff: material () and intangible

But such a tactic would be wrong. After all, the company has the task of selling the entire range, developing and expanding client base, work under the order (higher price). Therefore, it will be correct to establish key performance indicators that will help to solve the listed tasks. It could be:

• Sale of a certain range of goods
• Increase in the number of clients
• Increase in the average check
• goods on order.

Yet more ideas and examples on this topic you will receive on our .

We've covered the main KPIs that your managers should be judged against. Review your standards for assessing the quality of work and the system of employee motivation. Implement the necessary changes in your business.

Only 5% of employees in the company work perfectly, about the same number do poorly, and the rest need certain rules games. One of these rules is the KPI system. Market experts say that the introduction of KPI in the enterprise allows you to increase profits by 30%. Let's figure out how to achieve these results.

Implementation results and staff motivation in the sales department

Of course, each company has its own experience and methods of doing business, it is likely that they are efficient and progressive, so if you achieve your goals, then nothing needs to be changed. It is also unlikely to be implemented KPI for sales manager in a small enterprise where the number of employees does not exceed 30 people and the manager always has the opportunity to meet with everyone once or twice a month, clarify goals and adjust the ways to achieve them.

Key Performance Indicators (key performance indicators, KPIs) is a system that allows a company to assess its condition, helps in analyzing the implementation of a strategy, and also allows you to control business activity employees in real time.

The implementation of the KPI system will require serious time, emotional and physical effort on the part of managers. Objectively, you will encounter mistakes and miscalculations, with possible demotivation of employees and even layoffs. To carry out changes, the efforts of one leader are not enough; there must be a team of like-minded people ready for change. Therefore, if such a team cannot be formed, then it is not worth starting to change.

KPI for sales manager

In 2010, the management of our company decided to introduce KPI in the sales department in order to more predictably receive funds and grow the company. For this, there is an objective need, since the simple question “What sales forecast for the next 2-3 months with a probability of execution of 75% can the commercial department give?” managers could not give an answer even after an hour. All work was unpredictable, and the main task that the company had to solve was to achieve a planned economy.

To understand whether you need to implement a KPI system in your enterprise, you can apply a simple circuit acceptance management decisions- analysis and evaluation of pros and cons (Table 1). By pluses, we mean the advantages of implementing the system, by minuses, we mean the disadvantages. A prerequisite work at this stage will be the substantiation of the evaluation points, on which the need for the implementation of a particular criterion is built. If the criterion is important in terms of advantages or disadvantages, then we evaluate it as one point. If the organization has already implemented the processes associated with the benefits, or these benefits are not obvious, then we evaluate them as zero points. We also give zero points to the shortcomings if they are not critical for the organization or they can be compensated. Next, we summarize the points of benefits and losses and compare them with each other. A company needs change if the benefits outweigh the drawbacks by at least two to one.

Development and implementation of the KPI system

The task of developing and implementing a system of key performance indicators for a company clearly falls under the definition of a project, and in this case, the first step is to form project team. The process consists of ten successive steps (figure).

The work in the first five stages is based on the principle of cause-and-effect relationships: the achievement of the organization's goal should be a consequence of the achievement of the goal by each employee. In fact, after the fifth stage, we receive a draft KPI of each participant in the process, since these are the results of the work that we want to achieve and which lead to the achievement of corporate goals. When determining the goals and objectives of each employee, it makes sense to request information from the field, how exactly and with what tools this employee will contribute to the common good. Such an approach would make it possible to introduce KPIs with less time losses and smooth out the negative reaction of the team to the transition to a new system.

On the next step it is necessary to adjust the company's business processes so that they contribute as much as possible to the implementation of the required actions. In this case, it may turn out that according to various internal and external reasons(lack of resources, lack of employees with the necessary level of knowledge and skills, development of the industry) the required business processes cannot be built or the costs of their implementation will be incommensurable with the result. In this case, at the sixth stage, we return to the initial goal, correct it, and go through the first five stages again.

The seventh stage is the development of a system of employee motivation. It is important to remember here that remuneration and other tools (bonuses, non-material incentives) should guide each team member to perform actions and solve priority tasks for the company.

At the next stage, when communicating the essence of changes to employees, it is important that most of them are involved in carrying out active changes, otherwise even the best of the developed systems will forever remain on paper.

Last steps- implementation and feedback.

The system can be launched in test mode for two to three months with a gradual transition to full-fledged operation either in the entire company at the same time, or in individual divisions. Of course, in order to maintain the relationship of goals between the various services of the enterprise, it is preferable to start all at once. But if you decide to start with leadership units and gradually adjust other departments to them, then you need to understand that such an approach can only be implemented in client-oriented companies that offer the client the maximum of what he needs, and not what they can do. In this case, it is worth starting from the definition of the KPI of the sales department according to the scheme described above, but at the same time, at the third stage, it is necessary to create the requirements of the commercial service for other divisions of the company according to indicators related to them.

Whichever path you choose, after the system is launched, project team members should regularly collect information about all deviations from planned changes and the reasons for such deviations. And on the basis of monitoring data, conduct monthly “fine tuning” of the entire system and once a quarter evaluate the correctness of the constructed cause-and-effect relationships.

KPI in the sales department: mistakes and pitfalls

Setting unattainable goals. Of course, the goals of the organization must contain a challenge, but unrealistic goals can stall the entire system and even discredit the very idea of ​​​​KPI (the probability of achieving the goal should be at least 70–80%).

Inconsistency internal indicators employee and performance indicators of departments. For example, if a mandatory assortment includes a lot of low-margin products, then the sales manager’s indicator of “achieving sales complexity (sales of a certain assortment) by 25% of customers” may conflict with the indicator “achieving in 2012 marginal profitability sales at 20%.

Excessive complication of indicators. It can take a long time to create a perfect KPI, but the development of simple indicators would be much faster. There is always room for improvement in any system.

Too many indicators. It is believed that a person is not able to control the execution of more than seven processes (± 2) at the same time. One may not agree with this, however, during the first implementation of the KPI system, from three to five tasks can be set for an ordinary employee, and from six to eight for a manager. In the future, when the system is fully operational, the number of tasks can be changed in one direction or another, depending on the specific capabilities of each employee. For example, today in our commercial department, the sales manager has five KPIs: sales volume, new customers (buyers), cross sell (cross-sales) with up sell, search and support of complex projects, holding (organization) of technical seminars.

Development-related performance indicators are missing. The main task of the company's leaders is to ensure its profitability in the long term (unless, of course, the goal is "even a flood after us"). Therefore, there must be KPIs related to both operational and strategic goals. For example, the head of the department has the indicator “establishing friendly informal relations with Y customers”, and the sales manager has the indicator “conducting N training seminars on the product for employees of regular and potential customers”.

Implementation of a system incomprehensible to employees. Most employees are afraid of change and initially see it as the possibility of reducing their own income. Get feedback and remove the main part of the questions before the start of implementation.

The absence of a simple mechanism for calculating the achievement of KPI for an employee. The complexity of calculating KPI can negate the positive effect of the implementation. If an employee cannot independently assess the degree of KPI achievement in real time, the system will not bring the expected result. Today, at the end of the month, each of our employees is sent a KPI plan for the next month. Thus, he is mentally prepared and tuned in to work, understands and knows what he must achieve. On the initial stage the plan was sent out in the first days of the current month, and the specialist lost his “setting for the goal”, he needed time to adjust.

Lack of a mechanism to support the KPI system on the part of managers. A decrease in attention from the management will convey to the company's employees the idea that all this is not very necessary, not important. Therefore, it is necessary to soberly assess in advance your readiness for temporary and material costs at the initial stage, the determination to bring the transformation to the end and support them in the future. Implementation of changes also requires a certain will and firmness. It is impossible to allow the well-known principle "the severity of laws is compensated by the non-obligation of their observance" to be realized.

Results and staff motivation

A good KPI system should contain as many built-in automatic incentives as possible that ensure the attention and effort of employees in the right directions.

In our time, the most common and effective tool of motivation is monetary reward. However, one should not forget about intangible methods(challenging cups, pennants, flags, boards of honor and achievement of results, announcement of oral and written thanks, publication of employees' achievements in internal communications (newspaper, website), professional competitions, participation of the best in working groups on changes and maintaining the efficiency of the KPI system).

1. There must be a clear, transparent relationship between the bonus and KPI for the employee. The total amount of the employee's income must be broken down into parts, one of which will be related to the achievement of KPI. It is important to remember here that any system that allows for double interpretation of results will demotivate the team.

2. Bonuses should be associated only with those indicators that the employee can have a direct impact on. It is clear that the increase in the overall level of remuneration in the organization is associated, among other things, with an increase in net profit. And although each employee directly or indirectly affects the change in the company's profit, you still should not associate the secretary's or loader's KPI with the net profit.

3. The weight of a specific KPI should correspond to the size of the bonus for its achievement. The goals that one employee faces may be of different importance for the company, which must be reflected in the amount of the bonus for achieving a particular KPI. If for achieving one indicator the bonus is 1000 rubles, and another 100 rubles, then the employee is more likely to achieve the first indicator in the first place.

4. The premium must be substantial. The premium for a specific indicator should be tangible. Otherwise, the achievement of this indicator from month to month will be lame. A significant amount is at least 5% of the employee's income.

For example, by entering the weight of task 1 in terms of sales volume of 20%, we got underfulfillment of the plan, as managers focused on performing another task - conducting technical seminars (as it is easier to complete). It was necessary to make an adjustment and increase the weight of the sales task to 40% to obtain balanced indicators.

1 Each task assigned to an employee has its own weight as a percentage, the sum of the weights of all tasks is 100%. The KPI target is a benchmark for normal work, but overfulfillment is reflected in bonuses. The allowance can also be calculated with a reduction factor.

KPIs for Sales Managers

We will summarize the information received and develop KPI for the sales department. As an example, consider a wholesale trading company whose main goals are to increase market share, increase profitability and increase the number of customers. Clarification about the company profile is made to use specific terminology: sales, shipments, outlets(table 2).

The table shows options for possible KPIs aimed at achieving one or more goals of the organization. A specific set of KPIs for an employee should cover all the goals set for him, but at the same time not be redundant (an indicator is enough for each goal). Also, KPIs can be used interchangeably. For example, if the head of the sales department does not have access to information on sales margins, instead of the indicator “increase in the marginal income of each employee of the department by 40%”, you can take the indicator “increase in revenue of each employee of the department by 40%”. Or the manager active sales the indicator "fulfillment of a personal sales plan" is interchangeable with the indicator "ensuring sales growth by 25% compared to the same period last year."

In conclusion, I would like to remind you once again that the KPI system imposes serious obligations and requires additional emotional and physical efforts and time from the management. It is naive to believe that KPI after launch will turn into a perpetual motion machine. This is an inertial system, which is constantly affected by the force of friction and to which the leaders are obliged to constantly impart energy. Ready? Then do not hesitate, go for it.

KPI evaluation of sales managers

Kirill Tikhonov, Director of Small and Medium Business Development Department, Promsvyazbank

Evaluating the work of managers by quality KPIs makes it possible to assess the potential of each individual employee and possible ways to develop his career. We lined up own process determining efficiency, which allows you to accumulate information and make management decisions.

The motivation system for employees who directly interact with customers includes a quality factor - an integral indicator that is calculated according to a certain algorithm as a result of checking the point of sale. It depends on how the manager greeted the client, whether he offered Additional services and so on. If this ratio falls below the minimum allowable value, for example 90%, the employee's bonus is adjusted. Of course, such an approach motivates in terms of improving the quality of consultations and service.

We also regularly conduct interviews with existing clients, for example, on issues such as their satisfaction in cooperation with us in foreign exchange transactions, lending and other banking products. Such an assessment gives us the opportunity to identify the strengths and weaknesses of employees, select the necessary training programs for them, and determine the prospects for further development.