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For sales managers, a continuing challenge is getting a complete picture of how their sales reps are performing. Sales figures alone don't measure performance. The real picture is much more complex.
For example, impressive sales figures might be due to the good work of a previous rep. Conversely, a rep's predecessor may have damaged relations ,vith major customers in the territory, and the new rep is paying the price.
To obtain a more reliable picture of the performance of sales reps' and other employees, an increasing number of companies, such as Bell Atlantic, Chrysler, and G.D Searle, are turning to an employee assessment process known as full-circle, or 360-degree, feedback.
Sales managers view the process positively because it helps them and the sales reps see how customers view the reps. It also paves the way for talking about weaknesses in a nonthreatening way and taking steps to improve.
This process involves getting feedback from persons inside and outside an organization. Internal feedback providers include reps' bosses, and external feedback providers can include prospects and existing clients, such as physicians.
Technology is accelerating the use of 360degree feedback. It automates the analytical thinking process and streamlines informationgathering so that an organization can produce literally thousands of feedback reports to individuals in any given day.
Before leaping into this process, companies should consider several factors to ensure they
1. Measuring correctly.
Measuring relevant skills through assessment questionnaires is critical. To make effective assessments, questionnaires must...