STRICTLY CONFIDENTIAL
SALES AND CUSTOMER SUPPORTPERFORMANCE APPRAISAL
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YEAR
CYCLE
of
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FIRST NAME
LAST NAME
JOB TITLE
DEPARTMENT
DIVISION
ORGANIZATION
LOCALITY
STARTED IN ORGANIZATION / Date: //
STARTED IN JOB / Date: //
DIRECT SUPERVISOR
UPLINE SUPERVISOR
SALES APPRAISAL SCORE
(Max 40, Min 8, see Key below)
APPRAISAL MANAGEMENT / PLEASE ANSWER IN THE SPACES BELOW
TIME PERIOD COVERED / From: // To: //
COPY SAVED ON DISK AS? / Filename:
SIGNED COPY TO EMPLOYEE FILE?
Does not apply to Peer Reviews /
No Yes Date Filed: //
INSTRUCTIONS
How to Use: Select box that best describes how often the employee displays the type of behavior or conduct described. Cross one box per attribute. When finished, add up the values and put the total in the Sales Appraisal Score box above.
1. Product and Market Knowledge
Example behaviours. List is not exhaustive. Builds and maintains a thorough knowledge of products or services offered, both by us and by competitors, including aspects such as pricing, features, availability, strengths and weaknesses, and how the products are used or installed. Understands and promotes the key elements of our competitive advantage over others. Knows the customer base and their activities and needs. Keeps up-to-date with changes in products, customers and competitors.
4 Always or nearly always
3 Often, frequently
2 Usually, normally, generally
1 Sometimes, occasionally
0 Rarely or never
Additional comments, if any ...
2. Pro-Activism
Example behaviours. List is not exhaustive. Does not wait passively for sales to happen, but seeks out fresh opportunities, including cross-selling, value-adding, referrals and repeat sales. Listens carefully for clues given by customers about present and future needs and uses them to maximize sales. Shows initiative and thoroughness in identifying the needs of customers and offering solutions they may not have considered, while also recognizing that pointless persistence could cause offense and damage future selling opportunities.
4 Always or nearly always
3 Often, frequently
2 Usually, normally, generally
1 Sometimes, occasionally
0 Rarely or never
Additional comments, if any ...
3. Persuasive Communication
Example behaviours. List is not exhaustive.Projects an alert and attentive attitude by use of appropriate skills, including listening and questioning skills, tone of voice, eye contact and body language. Explains products and services lucidly and honestly. Shows interest in and empathy with the customer’s situation and treats them with courtesy at all times. Makes the customer feel valued, builds rapport and inspires trust and confidence. Does not exaggerate, distort or misrepresent.
4 Always or nearly always
3 Often, frequently
2 Usually, normally, generally
1 Sometimes, occasionally
0 Rarely or never
Additional comments, if any ...
4. Resilience
Example behaviours. List is not exhaustive.Shows determination to make sales and satisfy customers, even those who are difficult or hard-to-please. Not easily upset or discouraged by rejection, rudeness, indifference, criticism or setbacks. Projects a secure belief in the value and usefulness of our products and services. Patiently follows through with customers and is willing to respond in a constructive way to objections and questions. Ready to “go the extra mile” to bring the sale to closure.
4 Always or nearly always
3 Often, frequently
2 Usually, normally, generally
1 Sometimes, occasionally
0 Rarely or never
Additional comments, if any ...
5. Personal Presentation and Organization
Example behaviours. List is not exhaustive. Standard of dress, presentation and personal grooming is appropriate for public contact roles in our service or industry, and is likely to inspire confidence and trust in customers. Well-organized and prepared, punctual, professional in attitude and conduct. Accessories and equipment, such as printed materials, vehicles, samples, etc., are kept in good order and condition. Makes a good impression on customers, which in turn reflects well on the organization.
4 Always or nearly always
3 Often, frequently
2 Usually, normally, generally
1 Sometimes, occasionally
0 Rarely or never
Additional comments, if any ...
6. Closing Skills
Example behaviours. List is not exhaustive. Recognizes when a sale is imminent (or possibly stalling) and acts in a timely and appropriate way to bring about closure. Asks politely and directly for the order if this is needed to break through indecision, but is also sensitive enough to perceive when the customer needs more time. Negotiates on issues like price, options, availability, finance, quantities, etc. Consults with others if negotiations exceed normal practices. Identifies and seeks to resolve lingering objections. Gives away just enough to complete the sale while not eroding profitability too much.
4 Always or nearly always
3 Often, frequently
2 Usually, normally, generally
1 Sometimes, occasionally
0 Rarely or never
Additional comments, if any ...
7. Internal Relations
Example behaviours. List is not exhaustive. Builds and maintains effective working relationships with internal staff, including both sales and non-sales staff. Promptly initiates tasks such as billing or delivery paperwork needed by others to process and complete the customer’s order. Shares information with the appropriate staff on order-related issues such as customer’s special requests, agreed terms, and delivery instructions. Shares market intelligence and customer feedback with other staff where it may be useful for improving sales, customer relations, products or services.
4 Always or nearly always
3 Often, frequently
2 Usually, normally, generally
1 Sometimes, occasionally
0 Rarely or never
Additional comments, if any ...
EMPLOYEE
When you have studied your appraisal, please read the statements below and respond -
“The ratings and comments in this appraisal are a fair and reasonable
assessment of my performance and development needs.”
Strongly Agree Not SureDisagreeStrongly
AgreeDisagree
Please include any additional comments you would like to make.
...
Employee Signature: ...... Date: //
SUPERVISOR
Please include any additional comments you would like to make.
...
Signed: ...... Date: //
UPLINE SUPERVISOR
Please add any comments and sign to indicate that you have reviewed the contents.
...
Signed: ...... Date: //
KEY
Use this guide to interpret the Sales Appraisal Score. The comments below are indicative and generalized. They are not unconditional statements of fact.
Score 25 to 28
Exceptional Performance.Ratings at this level are unusual and represent less than 5% of employees. There are few identifiable areas of weakness. The main challenge at this level is to maintain the energy, effort and focus needed to sustain exceptional performance.
Score 19 to 24
Strong Performance.Approximately 10% to 20% of employees. This band is usually populated by well-experienced, capable, motivated employees. There is often a mixture of exceptional, strong and competent components that overall create a strong performance level. Focus needs to be applied to the competent components because that is where the potential lies to maintain strong performance or reach into exceptional levels. It is unlikely employees in this band would have less than two years on-the-job experience.
Score 10 to 19
Competent Performance.Approximately 40% to 70% of sales and support staff. Overall performance is satisfactory and within normal expectations. Employees at this level are dependable performers who may have the potential to do even better with training, opportunities and incentives. There may be some marginal or developing components. These should be the focus of improvement efforts. Employees in this band are unlikely to have less than six months on-the-job experience - typically they would have twelve months or more.
Score 4 to 9
Marginal and/or Developing Performance.Often junior or inexperienced employees with less than twelve months experience. It is expected - and signs usually exist - that performance will improve with continued training or experience. In the case of experienced employees (three years or longer on the job), performance at this level may signal serious problems. It might also indicate an employee is not particularly suited to selling and customer support. Be careful making these judgements on the basis of one appraisal, or if the employee is inexperienced, or if the score is at the upper end of the band. Approximately 10% to 20% of employees.
Score 0 to 3
Ineffective Performance.May be inherently unsuited to selling and customer support roles. With such a low level of evident performance, it is uncertain whether or not the deficiency is correctible, since most of the basic attributes needed in selling and customer support appear to be profoundly lacking. Once again, care should be exercised that this judgement is not made on the basis of one appraisal only, or if the employee is inexperienced. Less than 5% of employees.
ANPAS Sales Appraisal. Requires Microsoft Word 6 or higher. Copyright 1998-2004
Archer North & Associates. All rights reserved. Distribution to third parties in any form is strictly prohibited.
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