Why You Should Be Scoring Sales Reps

Scoring Sales Reps

Sales managers need a new way to score their Sales Development Reps (SDRs). Too often we hear “it depends” when asking sales leaders who their best-performing SDR is. Having a scoring system in place for SDRs and other sales reps gives clarity to both managers and reps on how they should be prioritizing their time and how they stack up against their colleagues.

How most companies track rep performance

Two questions that often challenge sales leaders are “who on my team is doing the best?” and “who on my team is doing the worst?” These may seem like very simple questions to answer but when you dive into them it isn’t as straightforward as you would think. When thinking about business development from a manager's standpoint, the goal is simple: get reps to perform as many activities as possible to generate as much pipeline as possible. These activities are often defined as KPI’s similar to the ones Greg Keshian described in his post on creating a scorecard for BDRs.

Defining KPIs for your business development reps is valuable. But the challenge comes into play when it comes time to evaluate your reps’ performance. Often, you end up with 5 or more key business metrics you want to hold your reps responsible for. How can a manager tell overall who is top of their team and who is on the bottom when there are 5+ KPI’s to keep track of?

If you ask a sales manager, the typical response sounds like this, “well Jimmy is top in calls, but John dominates in connects, and Sarah is always top of the charts in sourcing new accounts”. The problem with this method is that each rep has their own style but it's difficult to figure out who’s actually generating the most activity when comparing across multiple metrics.

This causes more problems when it comes time for coaching. It’s hard for managers to give useful feedback if there is no single metric to keep track of how a rep is doing overall.  Managers end up harping on any metric that's low, but it might be the case that a given rep has one low metric but is outperforming on all the others. Harping on the one low metric in this case might cause more harm than good if it means that all the other metrics suffer when the rep turns all their attention to the lagging one.

Sales Rep Scoring

At Rekener, I have the unique experience to work with many different sales leaders to come up with the best ways to evaluate their sales reps. The common denominator between these sales leaders is that they all want quick but useful information - not twenty unrelated graphs.  Sales leaders are busy, so they all get value from having their KPIs boil down to one number that they can look at and immediately know who was their best rep and who was their worst rep for any given time period.

A great way to achieve the goal of simplifying several KPIs down to just one rating is to weight each KPI and then combine them into one score. For example, you might give calls 1 point, sourced leads 2 points, demos or meetings 3 points, and opps created 5 points.  Then multiply the value for each metric by its weighting, and add them all up to get an overall score. Here’s an example, where multiple metrics have been combined into a sales Activity Score:


This helps managers motivate reps to focus on the right activities. It also allows reps the flexibility to generate activity in the style that is most comfortable for them. An app like Sales Rep Scorecards is a really nice way to be able to visualize this data all together.  It allows you to have all of your KPI metrics on one line and calculate an overall score at the end.  It lets reps know exactly where they stand, and managers can quickly figure out who their top performers are, and why.

Scoring sales reps also fosters competition, as you can set up challenges to see who can achieve the highest score over a week or month.  When reps are competing to have the highest score, nobody is ever out of the game.  Instead, even if a rep is low on demos or opportunities, they can make up for it by sending more emails and making more phone calls.  Since each of these metrics will lift the sales rep's overall score, everyone keeps competing through the end.

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Mike Lawson

Mike is a BizOps Strategist at Rekener. Mike works with Rekener customers to help them optimize their analytics and go-to-market strategy using the Rekener Platform. Working with dozens of best-in-class businesses gives Mike a diverse perspective on best practices for analytics, operations and strategy. Prior to joining Rekener, Mike held Sales and Operations positions at Carbon Black, Confer, and ZeroTurnaround. Mike's sales background keeps him focused on helping the teams on the front lines achieve their goals.

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