Why you should implement sales employee self-evaluation

By Henrik Troselius - December 01, 2017

When getting your sales staff on board with goal acceptance and improvements to the sales process, often times their thoughts and feelings get left out of the equation. But employee engagement is a crucial aspect of ensuring the success of reaching an intended sales goal, and there are some easy ways that you can include this important step in your own organisation. As an exercise you can deploy between the second and third ingredients as part of our recipe for sales organisation success, employee self evaluation and personal responsibility can have a large impact on the overall ambitions, morale, and achievement of your staff.

When to get employees to self-evaluate

Ideally employees are involved in the goal-setting process, but at the very least they should be assuredly accepting the goals put forth, or being vocal about any hesitations or inability to accomplish the goals. If we expect our staff to be successful in reaching their targets, we need to know if they feel that those targets are realistic. But the self-evaluation shouldn't only come when the goals are set. Self-evaluation should be a continuous, over time activity.

You should set up appropriate processes or procedures for staff to be able to submit individual feedback or self-evaluations regularly. At Goalplan, we call these pieces of feedback "individual statements." When your sales teams make individual statements about their perceived ability to accomplish a goal, and then their evaluations of progress throughout the target period, you can better understand if goals are likely to be reached, or if you are going to come up short.

Why you should get employees to self-evaluate

The good new is, when you use continuous or regular staff self-evaluation, you are presented with an opportunity to correct behavior or patterns, or re-set more achievable goals. By allowing staff to be forthcoming regarding their own performance and abilities, you can turn these experiences into coaching opportunities that can produce continually improving results over time. Coaching staff through better sales techniques and more productive or efficient processes shows them that you are willing to invest time in their skill set, boosting their morale and feeling of appreciation.

Self-evaluation isn't just good for the individual team members, it's good for the whole team. When everyone is evaluating themselves, two things can happen: The first is that managers and leaders can see when their targets are unrealistic as a whole, or when there are patterns in customer behavior, rather than individual staff behaviors, that can account for low performance. The second is that teams can have confidence in each other that no one individual will bring the team down, and that everyone has equal share of accountability. Individual accountability is important in sales organizations to ensure that team members can work together without fear of being punished for others' poor performance, or worrying that managers aren't seeing individual achievements.

When you understand how important sales staff self-evaluation and ongoing individual accountability is, the more likely you are to succeed in reaching your sales goals. By making the process for goal acceptance and evaluation ongoing, you can address problems as they arise, adjust your coaching, or re-set your goals as need-be. Then, all you have to do it monitor results and improve your sales processes to see real organisational success over time.

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