Design On Performance Appraisal System Of Salesman Of GW Co.,Ltd

Along with the perfecting of our market economy and developing of market mechanism, the competition among enterprises is more and more intense. For the sales department responsible for revenue performance of the company, how to well manage and develop company's sales human resources will be a very imperative and critical subject. Performance appraisal as a means to evaluate and assess the performance and capability of salesmen has played an important role in objective decomposition, process monitoring, results evaluation and development motivation. How to select an appraisal system suitable for corporate's development stage and strategic objective, how to set up appraisal indicator and evaluation criteria, and how to conduct a fair and reasonable appraisal are main questions discussed in this paper.Based on the theory of performance management, the paper systematically introduces conceptions and implementation methods of four performance appraisal systems currently widely applied at home and abroad, which are target management, 360 degree feedback, Balanced Scorecard (BSC) and Key Performance Indicator (KPI). And their advantages and disadvantages are analyzed. Also, in this paper, the author mainly studies and uses for reference the practical cases of salesman performance appraisal of foreign and domestic famous enterprises. In the analysis of issues of GW salesman performance appraisal system, the paper focuses on the methods to set the company's performance appraisal indicators and problems arising from the implementation of appraisal, and objectively designs a whole set of salesman performance appraisal system. In the design program, the previous company appraisal focusing on quantitative indicators and neglect of other non-financial indicators is improved, and by using BSC introduces four indicator frameworks which are financial, customers, internal business process, learning and growth. Moreover, the decomposition methods of KPI's strategic indicators are made full use of to clarify the indicators. The program also takes into account the appraisal scales of each indicator, and describes appraisal implementation and control in detail, so as to make the program more operational and practical. Through discussion and analysis, the paper deeply studies design of salesman performance appraisal system and appraisal methods. I hope it can be of some help for officials of division in the sales department. Along with the perfecting of our market economy and developing of market mechanism, the competition among enterprises is more and more intense. For the sales department responsible for revenue performance of the company, how to well manage and develop company's sales human resources will be a very imperative and critical subject. Performance appraisal as a means to evaluate and assess the performance and capability of salesmen has played an important role in objective decomposition, process monitoring, results evaluation and development motivation. How to select an appraisal system suitable for corporate's development stage and strategic objective, how to set up appraisal indicator and evaluation criteria, and how to conduct a fair and reasonable appraisal are main questions discussed in this paper.Based on the theory of performance management, the paper systematically introduces conceptions and implementation methods of four performance appraisal systems currently widely applied at home and abroad, which are target management, 360 degree feedback, Balanced Scorecard (BSC) and Key Performance Indicator (KPI). And their advantages and disadvantages are analyzed. Also, in this paper, the author mainly studies and uses for reference the practical cases of salesman performance appraisal of foreign and domestic famous enterprises. In the analysis of issues of GW salesman performance appraisal system, the paper focuses on the methods to set the company's performance appraisal indicators and problems arising from the implementation of appraisal, and objectively designs a whole set of salesman performance appraisal system. In the design program, the previous company appraisal focusing on quantitative indicators and neglect of other non-financial indicators is improved, and by using BSC introduces four indicator frameworks which are financial, customers, internal business process, learning and growth. Moreover, the decomposition methods of KPI's strategic indicators are made full use of to clarify the indicators. The program also takes into account the appraisal scales of each indicator, and describes appraisal implementation and control in detail, so as to make the program more operational and practical. Through discussion and analysis, the paper deeply studies design of salesman performance appraisal system and appraisal methods. I hope it can be of some help for officials of division in the sales department.