Sales management · Performance evaluation
Agree who judges, how often and on what, before the first review is held.
Evaluation ground rules are the written agreement on who appraises a salesperson, how often, on which measures and how disputes are settled. The page covers the one-page charter, the choice of appraisal method, the weighting of numbers against behaviour and a test on two reps.
Scope, fee, reporting and term are agreed in writing after we have read your brief and spoken to you.
In one paragraph
Evaluation ground rules are the written agreement on who appraises a salesperson, how often, on which measures and how disputes are settled. The page covers the one-page charter, the choice of appraisal method, the weighting of numbers against behaviour and a test on two reps.
A building-materials dealer in Jaipur reviews its reps in April, when the owner has time. One rep hears a figure for the first time in the meeting and says the target was never theirs to meet. The owner remembers saying it aloud. The rep remembers nothing. Both are being honest.
A charter ends that. It says who appraises, how often, which six to eight measures count, how targets are fixed from territory and history, what happens in the review meeting and how a disagreement is escalated. The owner and the sales head write it, and each rep signs it before the period starts.
It replaces a review that depends on the owner's mood. It comes before the scorecard, which holds the measures, and the pay design, which attaches money to them.
Where this sits
Topic 12 of 14 in sales management: performance evaluation. Judging reps and the business fairly and regularly.
- The topic before
- Territory management
- The topic after
- Legal and ethical issues
If you want this done for you
Sales blames the leads, marketing blames the reps, and nobody has the data to settle it.
The work
What this is actually like.
“Do not tie the review to the April cycle”
Linking appraisal to one annual month makes the year a rush towards it. Review quarterly on a calendar published at the start, and keep the formal annual review separate from the day-to-day feedback.
“Forced ranking fails in a small team”
Ranking five reps into top, middle and bottom puts a good rep in the bottom by arithmetic. Below roughly fifteen reps, rate against standards, not against each other.
“Weights are a statement of what you value”
If results carry ninety percent and behaviour ten, the team will hear that behaviour is optional. Decide the split on purpose, such as half and half, and say why.
“Every rating needs an anchor”
A score of four means nothing until the form describes it. Write a sentence for each point on the scale, so two managers rating the same rep reach the same number.
What we do
What you end up with.
The documents this topic produces, what each one is for, and how you know it is finished.
Evaluation charter
One page signed by the owner: who appraises (manager, owner, or others), frequency, calendar, the measures, how standards are set, the dispute route and the meeting format.
Result: Finished when each rep has a signed copy before the period begins.
Method mix note
The chosen combination of targets-based, rating-scale, essay or multi-source appraisal, and why each was picked.
Result: Finished when each method has a stated purpose and nothing is included for show.
Weighting table
Share of the score for results and for behaviour, and the measures inside each.
Result: Finished when the weights add up to a hundred and the owner can explain each in a sentence.
Rating anchors
A sentence for each point on every behaviour scale describing what it looks like at work.
Result: Finished when two people rate the same rep and land within one point.
Tested appraisal form
The form trialled on two reps, with their comments written on the back.
Result: Finished when changes from the trial are in the final version.
Why us
Why owners pick GullySales over an agency.
Marketing and sales, as one job
Most agencies stop at the enquiry. We also fix what happens after it: the reply, the follow-up, the quote and the CRM.
The person on the first call does the work
No account managers in between. You are never handed to someone you have not met.
A baseline before anything starts
Your numbers are written down on day one, so every later report compares against something honest.
The fee in writing, split three ways
Our time, your media spend and production on separate lines. You always see what goes to us.
No guarantees we cannot keep
The term is agreed in writing and never a default twelve months. We never promise a ranking or a lead count, because nobody controls those.
One office, and we say so
Nagarbhavi, Bengaluru. We work across India by call and WhatsApp and travel when a session needs to be in person.
#257, 3rd floor, Sri Nanjundeshwara Complex, Nagarbhavi 8th Block, Outer Ring Road. How we work.
Your brief
Tell us what you need, and we will read it before we call.
Eight short steps about your business, what you want and who decides. Most questions are a tap, and you can skip any you would rather answer on the call.
FAQ
Questions owners ask before they call.
Not here? More answers, or ask on WhatsApp.
Who should appraise a rep?
How often should we hold reviews?
Is a numbers-only review enough?
Do we need a lawyer for the charter?
How much does it cost?
How long is the contract?
How soon will we see results?
Who will actually do the work?
What do you need from us?
What if we are not happy with the work?
Where to go next
The work that carries this topic further.
The rest of performance evaluation
Or read all of sales management.
Your next practical step
Tell us what you are trying to grow, and we will read it before we call.
Eight short steps, mostly taps. Skip anything you would rather answer on the call.