Strategic Sales Compensation Report Card

Welcome to the SalesGlobe Strategic Sales Compensation Report Card!

Use the categories in this report card to evaluate your sales compensation plan. Grade your program according to the dimensions of the Sales Compensation Diamond from Chapter one, What Your CEO Needs to Know About Sales Compensation, that articulate the key steps in plan evaluation and design. Select the grade that most closely represents your organization’s performance in each area. Once you are done, have each of your team members do the same, and compare results and potential actions. To obtain your results, please ensure the proper contact information is below.

About SalesGlobe:

SalesGlobe is a sales innovation firm based in Atlanta, GA that creates the right, innovative solutions to challenging sales problems that give our clients an advantage in their markets. Our creative solutions have changed the focus, vision, and direction of hundreds of global companies to improve strategy, talent, and the bottom line. In each case, new perspectives lead to better thinking, a better outcome and stronger sales performance.

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* C-Level Goals and Sales Roles

	Strongly Agree	Agree	Somewhat Agree	Disagree	Strongly Disagree
We have a clear understanding of our Revenue Roadmap and the upstream and downstream disciplines that connect to sales compensation.	We have a clear understanding of our Revenue Roadmap and the upstream and downstream disciplines that connect to sales compensation. Strongly Agree	We have a clear understanding of our Revenue Roadmap and the upstream and downstream disciplines that connect to sales compensation. Agree	We have a clear understanding of our Revenue Roadmap and the upstream and downstream disciplines that connect to sales compensation. Somewhat Agree	We have a clear understanding of our Revenue Roadmap and the upstream and downstream disciplines that connect to sales compensation. Disagree	We have a clear understanding of our Revenue Roadmap and the upstream and downstream disciplines that connect to sales compensation. Strongly Disagree
We have articulated our C-Level Goals around Customer, Product, Coverage, Financial, and Talent priorities.	We have articulated our C-Level Goals around Customer, Product, Coverage, Financial, and Talent priorities. Strongly Agree	We have articulated our C-Level Goals around Customer, Product, Coverage, Financial, and Talent priorities. Agree	We have articulated our C-Level Goals around Customer, Product, Coverage, Financial, and Talent priorities. Somewhat Agree	We have articulated our C-Level Goals around Customer, Product, Coverage, Financial, and Talent priorities. Disagree	We have articulated our C-Level Goals around Customer, Product, Coverage, Financial, and Talent priorities. Strongly Disagree
The sales compensation plans reflect those C-Level Goals overall.	The sales compensation plans reflect those C-Level Goals overall. Strongly Agree	The sales compensation plans reflect those C-Level Goals overall. Agree	The sales compensation plans reflect those C-Level Goals overall. Somewhat Agree	The sales compensation plans reflect those C-Level Goals overall. Disagree	The sales compensation plans reflect those C-Level Goals overall. Strongly Disagree
Our sales jobs are clearly defined and align with the sales strategy.	Our sales jobs are clearly defined and align with the sales strategy. Strongly Agree	Our sales jobs are clearly defined and align with the sales strategy. Agree	Our sales jobs are clearly defined and align with the sales strategy. Somewhat Agree	Our sales jobs are clearly defined and align with the sales strategy. Disagree	Our sales jobs are clearly defined and align with the sales strategy. Strongly Disagree
We have clearly defined our sales management roles and sales management offer.	We have clearly defined our sales management roles and sales management offer. Strongly Agree	We have clearly defined our sales management roles and sales management offer. Agree	We have clearly defined our sales management roles and sales management offer. Somewhat Agree	We have clearly defined our sales management roles and sales management offer. Disagree	We have clearly defined our sales management roles and sales management offer. Strongly Disagree

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* Aligning Team and Financials

	Strongly Agree	Agree	Somewhat Agree	Disagree	Strongly Disagree
Our program creates directional and motivational alignment between the front line sales organization and management.	Our program creates directional and motivational alignment between the front line sales organization and management. Strongly Agree	Our program creates directional and motivational alignment between the front line sales organization and management. Agree	Our program creates directional and motivational alignment between the front line sales organization and management. Somewhat Agree	Our program creates directional and motivational alignment between the front line sales organization and management. Disagree	Our program creates directional and motivational alignment between the front line sales organization and management. Strongly Disagree
Our program connects our sales teams together where they need to collaborate to be effective.	Our program connects our sales teams together where they need to collaborate to be effective. Strongly Agree	Our program connects our sales teams together where they need to collaborate to be effective. Agree	Our program connects our sales teams together where they need to collaborate to be effective. Somewhat Agree	Our program connects our sales teams together where they need to collaborate to be effective. Disagree	Our program connects our sales teams together where they need to collaborate to be effective. Strongly Disagree
The quota process is understood and accepted positively by the organization.	The quota process is understood and accepted positively by the organization. Strongly Agree	The quota process is understood and accepted positively by the organization. Agree	The quota process is understood and accepted positively by the organization. Somewhat Agree	The quota process is understood and accepted positively by the organization. Disagree	The quota process is understood and accepted positively by the organization. Strongly Disagree
Quotas are based on the sales potential in the market or accounts rather than historic performance alone.	Quotas are based on the sales potential in the market or accounts rather than historic performance alone. Strongly Agree	Quotas are based on the sales potential in the market or accounts rather than historic performance alone. Agree	Quotas are based on the sales potential in the market or accounts rather than historic performance alone. Somewhat Agree	Quotas are based on the sales potential in the market or accounts rather than historic performance alone. Disagree	Quotas are based on the sales potential in the market or accounts rather than historic performance alone. Strongly Disagree
We have clear and objective policies that govern how the plan should operate.	We have clear and objective policies that govern how the plan should operate. Strongly Agree	We have clear and objective policies that govern how the plan should operate. Agree	We have clear and objective policies that govern how the plan should operate. Somewhat Agree	We have clear and objective policies that govern how the plan should operate. Disagree	We have clear and objective policies that govern how the plan should operate. Strongly Disagree

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* Framing the Plan

	Strongly Agree	Agree	Somewhat Agree	Disagree	Strongly Disagree
We target our pay competitively for the roles that are strategically important to the organization.	We target our pay competitively for the roles that are strategically important to the organization. Strongly Agree	We target our pay competitively for the roles that are strategically important to the organization. Agree	We target our pay competitively for the roles that are strategically important to the organization. Somewhat Agree	We target our pay competitively for the roles that are strategically important to the organization. Disagree	We target our pay competitively for the roles that are strategically important to the organization. Strongly Disagree
Our pay mix for salary and target incentive aligns with the characteristics of each sales role.	Our pay mix for salary and target incentive aligns with the characteristics of each sales role. Strongly Agree	Our pay mix for salary and target incentive aligns with the characteristics of each sales role. Agree	Our pay mix for salary and target incentive aligns with the characteristics of each sales role. Somewhat Agree	Our pay mix for salary and target incentive aligns with the characteristics of each sales role. Disagree	Our pay mix for salary and target incentive aligns with the characteristics of each sales role. Strongly Disagree
We use the Reverse Robin Hood Principle to significantly differentiate pay for top performers.	We use the Reverse Robin Hood Principle to significantly differentiate pay for top performers. Strongly Agree	We use the Reverse Robin Hood Principle to significantly differentiate pay for top performers. Agree	We use the Reverse Robin Hood Principle to significantly differentiate pay for top performers. Somewhat Agree	We use the Reverse Robin Hood Principle to significantly differentiate pay for top performers. Disagree	We use the Reverse Robin Hood Principle to significantly differentiate pay for top performers. Strongly Disagree
Our top earners are our top performers.	Our top earners are our top performers. Strongly Agree	Our top earners are our top performers. Agree	Our top earners are our top performers. Somewhat Agree	Our top earners are our top performers. Disagree	Our top earners are our top performers. Strongly Disagree
We don’t over-pay low performers.	We don’t over-pay low performers. Strongly Agree	We don’t over-pay low performers. Agree	We don’t over-pay low performers. Somewhat Agree	We don’t over-pay low performers. Disagree	We don’t over-pay low performers. Strongly Disagree

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* Operating for Results

	Strongly Agree	Agree	Somewhat Agree	Disagree	Strongly Disagree
Our C-level executives are involved at the right points from setting strategy to connecting with the front line.	Our C-level executives are involved at the right points from setting strategy to connecting with the front line. Strongly Agree	Our C-level executives are involved at the right points from setting strategy to connecting with the front line. Agree	Our C-level executives are involved at the right points from setting strategy to connecting with the front line. Somewhat Agree	Our C-level executives are involved at the right points from setting strategy to connecting with the front line. Disagree	Our C-level executives are involved at the right points from setting strategy to connecting with the front line. Strongly Disagree
Our C-level executives ask the right questions around Representation, Motivation, Results, Dependency, Risk, Simplicity, and Change.	Our C-level executives ask the right questions around Representation, Motivation, Results, Dependency, Risk, Simplicity, and Change. Strongly Agree	Our C-level executives ask the right questions around Representation, Motivation, Results, Dependency, Risk, Simplicity, and Change. Agree	Our C-level executives ask the right questions around Representation, Motivation, Results, Dependency, Risk, Simplicity, and Change. Somewhat Agree	Our C-level executives ask the right questions around Representation, Motivation, Results, Dependency, Risk, Simplicity, and Change. Disagree	Our C-level executives ask the right questions around Representation, Motivation, Results, Dependency, Risk, Simplicity, and Change. Strongly Disagree
We communicate and manage plan change effectively from plan inception through implementation.	We communicate and manage plan change effectively from plan inception through implementation. Strongly Agree	We communicate and manage plan change effectively from plan inception through implementation. Agree	We communicate and manage plan change effectively from plan inception through implementation. Somewhat Agree	We communicate and manage plan change effectively from plan inception through implementation. Disagree	We communicate and manage plan change effectively from plan inception through implementation. Strongly Disagree
We know our compensation ROI and financially model plan scenarios to understand potential performance and costs.	We know our compensation ROI and financially model plan scenarios to understand potential performance and costs. Strongly Agree	We know our compensation ROI and financially model plan scenarios to understand potential performance and costs. Agree	We know our compensation ROI and financially model plan scenarios to understand potential performance and costs. Somewhat Agree	We know our compensation ROI and financially model plan scenarios to understand potential performance and costs. Disagree	We know our compensation ROI and financially model plan scenarios to understand potential performance and costs. Strongly Disagree
We operate the plan efficiently and regularly evaluate plan performance and organization feedback as input to the next plan design cycle.	We operate the plan efficiently and regularly evaluate plan performance and organization feedback as input to the next plan design cycle. Strongly Agree	We operate the plan efficiently and regularly evaluate plan performance and organization feedback as input to the next plan design cycle. Agree	We operate the plan efficiently and regularly evaluate plan performance and organization feedback as input to the next plan design cycle. Somewhat Agree	We operate the plan efficiently and regularly evaluate plan performance and organization feedback as input to the next plan design cycle. Disagree	We operate the plan efficiently and regularly evaluate plan performance and organization feedback as input to the next plan design cycle. Strongly Disagree

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* Linking Pay and Performance

	Strongly Agree	Agree	Somewhat Agree	Disagree	Strongly Disagree
Our performance measures represent the priorities of each role with an emphasis on the Financial and Customer categories.	Our performance measures represent the priorities of each role with an emphasis on the Financial and Customer categories. Strongly Agree	Our performance measures represent the priorities of each role with an emphasis on the Financial and Customer categories. Agree	Our performance measures represent the priorities of each role with an emphasis on the Financial and Customer categories. Somewhat Agree	Our performance measures represent the priorities of each role with an emphasis on the Financial and Customer categories. Disagree	Our performance measures represent the priorities of each role with an emphasis on the Financial and Customer categories. Strongly Disagree
We pay for only the critical few measures for each job and manage to the rest.	We pay for only the critical few measures for each job and manage to the rest. Strongly Agree	We pay for only the critical few measures for each job and manage to the rest. Agree	We pay for only the critical few measures for each job and manage to the rest. Somewhat Agree	We pay for only the critical few measures for each job and manage to the rest. Disagree	We pay for only the critical few measures for each job and manage to the rest. Strongly Disagree
Reps and managers can control the performance measures in their plans.	Reps and managers can control the performance measures in their plans. Strongly Agree	Reps and managers can control the performance measures in their plans. Agree	Reps and managers can control the performance measures in their plans. Somewhat Agree	Reps and managers can control the performance measures in their plans. Disagree	Reps and managers can control the performance measures in their plans. Strongly Disagree
Our measurement and payment frequency (e.g., monthly, quarterly, etc.) matches the rhythm of each role’s sales cycle.	Our measurement and payment frequency (e.g., monthly, quarterly, etc.) matches the rhythm of each role’s sales cycle. Strongly Agree	Our measurement and payment frequency (e.g., monthly, quarterly, etc.) matches the rhythm of each role’s sales cycle. Agree	Our measurement and payment frequency (e.g., monthly, quarterly, etc.) matches the rhythm of each role’s sales cycle. Somewhat Agree	Our measurement and payment frequency (e.g., monthly, quarterly, etc.) matches the rhythm of each role’s sales cycle. Disagree	Our measurement and payment frequency (e.g., monthly, quarterly, etc.) matches the rhythm of each role’s sales cycle. Strongly Disagree
Plan mechanics are structured simply and create a clear line of sight between performance and pay.	Plan mechanics are structured simply and create a clear line of sight between performance and pay. Strongly Agree	Plan mechanics are structured simply and create a clear line of sight between performance and pay. Agree	Plan mechanics are structured simply and create a clear line of sight between performance and pay. Somewhat Agree	Plan mechanics are structured simply and create a clear line of sight between performance and pay. Disagree	Plan mechanics are structured simply and create a clear line of sight between performance and pay. Strongly Disagree

100% of survey complete.