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Motivation of commercial people: What levers to implement boosting effectiveness?

Motivation of commercial people: What levers to implement boosting effectiveness?
April 10, 2019

Sales performance

The work atmosphere, the training, the possibilities of evolution or autonomy are among the most popular levers for motivated and therefore efficient employees.

Compensation is one of the main topics for sales people. It is for this reason that companies push a lot to develop comprehensive variable incentive compensation plans that will help motivate and thus make their teams perform. But what is the link between incentive compensation and commercial performance?

 

INCENTIVE COMPENSATION AND SALARY PACKAGE: FIXED, VARIABLE AND BENEFITS IN KIND

Maslow's pyramid indicates that the need for security (a stable environment) is in 5th position (out of 6 needs). This includes the financial aspects with the security of income and resources. It includes the fixed part of the compensation which rewards the experience and the competence, but also the variable part with the bonuses on objective, the profit sharing, which rewards the performance. Also think of the benefits in kind that may not be negligible (company car, phone, computer, lunch checks ...).

This pyramid is valid for all employees. However, let us make a special place for salespeople for whom this compensation lever remains crucial for the motivation of salespeople.

An effective compensation policy is a simple, clear, fair and understood by all. It must reward the performance and success of your salespeople to make sure they really adhere to it. Be careful also that it does not become counterproductive, especially with a system of badly redistributed bonuses that can create unfairness between employees and thresholds that encourage them not to give full power when they consider their chances of success achieving the top goal is too small.

 

MULTIPLE LEVERS TO COMPLETE THE PACKAGE

Financial rewards alone are not enough to raise the bar and keep the motivation of your sales team and, better yet, stimulate it for maximum performance.

There are numerous studies on the subject of the motivation of salespeople at work, showing that a happy employee, recognized and involved by the hierarchy in a strategy that makes sense, will be a good collaborator.

The objective is no longer just adapted compensation, it is a multiple objective that integrates human factors, esteem, missions and autonomy, or environment and corporate values.

Beyond the systems and tools, positive feedback shows that the special focus on people is key to mobilize teams. This is true regardless of organization modes and company sizes. Several levers appear as essential for a sustainable motivation, among which work that makes sense, recognition and trust.

 

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THE QUALITY OF RELATIONSHIPS IN THE COMPANY

This, and more broadly the atmosphere at work, is mentioned in studies as being the main motivational lever of the salespeople, but also of any collaborator. Logic: this increases their sense of belonging and their commitment to the company.

We spend more time in the office than at home, we are more with our colleagues than with our spouse. As much as it happens in the best possible conditions! Your sales people need to interact with their peers and their supervisor, and that communication be as efficient as possible. This is so true that the main reason an employee leaves a company is the disagreement with his manager.

 

SELF-ESTIMACY AND WORK RECOGNITION

According to Maslow's Theory of Human Motivation, the need for self-fulfillment is at the top, followed by the need for the recognition of others. It is essential to follow regularly (and in real time!), the results of your team. First, so that it is always connected to its progress to maintain the same dynamism.

Then you can always congratulate your employees at the right time, for each of their successes. It's about valuing the efforts of everyone and seeing the performances individually or even publicly to stimulate your team even more. You can also contribute to this self-esteem by giving them your confidence, for example by involving them in the development of the company's strategy by soliciting their opinion and sharing your knowledge.

 

THE POSSIBILITY OF TRAINING AND BEING PROMOTED

The majority of your sales people are willing to progress within your company. The more skills you raise, the more responsibilities and possibilities for being promoted, the more motivated they will be. So make sure to train them throughout their journey, with regular points on their progress.

 

THE JOB AUTONOMY

Listening and exchange: these are powerful levers for the atmosphere in the work but also to promote the total take-over of your sales and their initiative. Delegate and trust your teams. They will give you a hundredfold!

 

The 10 golden rules of incentive compensation  Optimize your incentive compensation plans with this exclusive content white  paper.  Download

 

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The 10 golden rules of incentive compensation

Find out the incentive compensation white paper gathering best practices and pitfalls to avoid to set up incentive compensation plans
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Download

Blog post author

Hervé de Riberolles

For more than ten years, I have been leading a number of projects for our customers to diagnose and re design the incentive compensation systems of their teams. The diversity of environments (sectors, countries, populations) that we face, my team and myself, requires a perpetual adaptation of our methods and our offer. The motivation of employees is, from my point of view, exciting, constantly evolving and at the crossroads of several areas of expertise. That's what makes it so interesting.

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