销售人员薪酬管理外文翻译--委托销售人员的薪酬管理

Compensation Management of Commissioned Sales Employees Motivating employees in the private and public sectors can be a difficult task. Fortunately, the private sector has the ability to offer compensation plans to sales employees that involve competitive incentives. Before companies are able to offer incentives to their employees they need to decide which is the best fit and the most manageable for them. Many compensation plans can become too costly for companies. Companies need to be able to manage compensation of commissioned sales employees in a way that will maximise profit and motivate employees to produce. Companies can design their own compensation plan or they can contract out to a consulting firm that specialises in compensation management of commissioned sales employees. Each sales organisation is different, but all share common needs in their reward plans. Sales compensation has new ideas and changes every year. None of these new ideas are a real change from existing best practices. In all organisations, sales executives (by their nature) all want the new commission plan, so organisations need to be careful in reviewing methodologies to identify the real value-added vs. the marketing hype (Rodeghero, 2002).

Compensation management can mean many things to different organisations. The root word for compensation is compensate, which means to reward or to pay (Webster’s Dictionary, 1991:85). When one talks about compensation management of commissioned sales employees, the words incentive, motivation, goals and performance arise. All of these are aspects of compensation plans. Before an organisation can create a compensation plan, it needs to find out what will motivate employees to perform at higher levels. The easiest way to do this is to simply ask employees what they want. Once an organisation finds out what is most important to their employees, the organisation can start putting together a compensation plan that satisfies every one.

Usually an organisation’s main goal is to increase productivity and p rofit, while reducing costs and making employees happy. Most employees in an organisation are paid a base salary or hourly wage, which is easily manageable. But, almost every organisation in the world has a sales force. Sales employees need to be compensated in a way that will motivate them to produce high amounts of revenue. This article will focus on some different types of compensation plans that organisations can implement, as well as some examples of organisations that are already managing certain types of compensation plans. This article will also suggest ways to manage these compensation plans for commissioned sales employees , discuss whether they are effective or ineffective among commissioned sales employees and which is the best way to manage compensation plans of commissioned sales employees.

Managing Different Types of Compensation Plans

There are many types of compensation plans for commissioned sales employees. Organisations have implemented new compensation plans as well as continued with older compensation plans. Depending on the organisation, each compensation plan should be specific to each employee. The first compensation plan I would like to discuss is that of a base salary with extra commission coming from attainment of goals. Currently the Orange County Register uses

this compensation plan to motivate its sales employees to produce. Each sales associate is given a base pay and an opportunity to make an unlimited amount of money through commission. The Orange County Register has many different media products in which, all sales employees sell advertising space in many different publications. Each product has a certain percentage of the sale that the sales employee can make in commission. Each employee is given a goal that is commensurate with his or her performance from the previous year. The sales employee does not receive commissions on each product sold for the month unless 100% of the goal has been met. The goal of this plan is to motivate employees to hit 100% of their goal so that they will make more money. Each year the goal is met, the sales employee’s goal is set higher the next year based on how high their revenue was the year before. This is all very well until the goals of the sales employees become outrageous and unattainable.

Sales employees at the Orange County Register have found a way to manipulate the goal setting process. The sales employees stop selling once they pass their goal by about 5%. This is done so that the goal for the next year will be only about 5 to 10% higher than the previous year, thus enabling the sales employee to meet their goal again and make more money. One sales employee that I interviewed at the Orange County Register said that he passed his goal by 80% one year and made a huge amount of money in commissions, but the next year his goal was so high he could not reach it. According to Chris Raitz, this caused him to hardly make any money that year because he was unable to meet his goal. Managers need to recognise this and implement some kind of standard for goal setting. Each sales employee should be expected to reach their goal and pass it by 15% each year. Even if the sales employees pass their goal by 16%, the company is getting more productivity out of them each year for each product the Orange County Register has. The sales employee should be given a higher commission if he/she were to surpass their goal by a higher percentage.

The next example of a compensation plan has been implemented by an organisation called MacArthur Associates. This company has adopted a compensation plan that does not offer any type of commissions. MacArhur Associates is a technical recruiting firm that specializes in placing high quality computer programmers into jobs with Fortune 500 companies. This organisation prides itself in its compensation plan because they believe that it makes their employees feel comfortable from month to month even when their numbers are low. This organisation’s compensation plan consists of starting each sales associate out at a base pay. Each month the sales employee is required to close four deals. When this is completed, the sales employee receives a raise of $6,000 onto their yearly salary. This sounds like a great compensation plan, but what about that employee that is unable to make four deals in one month. Let us say that this sales employee has only been able to do three a month. The organisation should set up a plan that is specific to the employee. The employee’s performance should be measured each month and he/she should have goals set that are attainable by that employee.

This organisation should use the new trend in incentive pay plans, which is to direct

incentives to specific classes of employees (Abbott, Kleiner: 16). The organisation should start new sales employees at the lowest level and should have to only make one deal in their first month and their salary should only be increased by $1000. Next, when the sales employee can do two deals in a month he/she should be moved up to the next class of sales employees and have their salary increased by $2000. This should continue into three deals a month for $3000, four deals a month for $4000, etc... This makes the goals attainable and gives the sales employee a reason to build his or her skills and increase productivity for the organisation. With the amount of money that the organisation brings in from deals closed by its sales employees, it should be able to reduce costs by adjusting it’s compensation plan for commissioned sales employees.

The last example of a compensation plan for commissioned sales employees is that of a real estate agent. In most real estate organisations, the sales employees are on a commission only salary. According to Stephen Mendoza of Corona Realty, ―the real estate agents only make money when they sell a house. When they do sell the house, the organisation gets a certain percentage of the sale of the house‖. This commission pay scale can be good because it really drives the sales employee to produce. If there is no production from the sales employee then he/she will not make any money to live on. Most employees understand when they go to work for a real estate organisation that they will not receive a base pay to live on. It takes a certain type of person to work in this type of a compensation plan.

The compensation plan of a real estate organisation makes it easy to manage motivation and performance of sales employees. These type of employees are the ―Theory Y‖ employees of MacGregor’s Theory X and Theory Y study. Theory Y employees are those who are committed to achieving established objectives. The rewards they seek for achieving these objectives are those that satisfy needs for self-respect and personal improvement (Kleiner & Peter son: 24). These type of employees are much easier to manage than those of Theory X who need to be coerced, con trolled, directed or threatened with punishment in order to produce satisfactory results (Kleiner & Peter son: 23). Sales employees on a straight commission compensation plan will achieve their goals because they want to, not because they were offered an extra incentive to do so. They do not want to be controlled by others, they want to establish their own goals and objectives to obtain.

Management Research News 28 : 2 – 10（2005）

University of Wisconsin—Milwaukee

doi: 10.1108/01409170510785048,available online at https://www.360docs.net/doc/7f12122396.html, Christopher J. Shipley

Emerald Group Publishing Limited

委托销售人员的薪酬管理

在私人和公共部门激励员工是一个艰巨的任务。幸运的是，私营部门有能力向销售人员提供薪酬方案，这个方案包括了销售人员的竞争激励机制。在公司有能力向他们的员工提供奖励之前，他们需要决定出最合适，最易于他们管理公司的机制。对许多公司来说，薪酬方案可能显得特别昂贵。公司要能够用一种以达到利润最大化和激励员工生产工作的方式去管理委托销售人员的薪酬。公司可以自己设计薪酬方案，也可以外包给专门从事委托销售人员薪酬管理的顾问公司。每个销售组织是不同的，但他们在奖励方案中都有着共同的需要。每年销售薪酬都有新的观念和变化。但没有一个是从最佳实践中的真实转变。在所有的组织，销售人员（根据他们的本能）都希望新的佣金方案，因此组织需要谨慎地从识别真实增值和市场炒作的比较中复习方法（Rodeghero，2002）。

薪酬管理对不同的组织可能有不同的意义。薪酬的根源是补偿，这意味着要奖励或者支付（韦伯词典，1991:85）。当人们谈及委托销售人员的薪酬管理时，激励，动机，目标和业绩这些词就会出现。这些都是薪酬方案的方面。在一个组织制定薪酬方案之前，它需要去寻找将会激励员工在更高水平工作的东西。做这件事最简单的方法就是直接问员工他们想要什么。一旦一个组织发现对他们员工最重要的东西时，组织就可以开始制定一个能满足每个员工的薪酬方案了。

通常组织的主要目标是在降低成本，使员工快乐的同时提高生产率和利润。组织中大多数员工是按基本工资或计时工资给付的，这易于管理。然而，几乎世界上每个组织都有一个销售队伍。销售人员应该以激励他们去创造更高销售收入的方式去给付。本文将重点研究一些组织可以实施的不同类型的薪酬方案，并举例那些已经管理某些类型的薪酬方案的组织。本文还将对管理这些委托销售人员的薪酬方案提出些建议，讨论它们是否有效，以及管理委托销售人员薪酬方案的最佳方法。

管理不同类型的薪酬方案

委托销售人员来有很多种类型的薪酬方案。组织在实施新的薪酬方案的同时，继续沿用旧的方案。在组织的基础上，每个薪酬方案应该具体到每个员工。第一个我想讨论的薪酬方案是有提成的基本工资。最近橘郡记事报使用这个薪酬方案来激励员工的生产销售。每个销售人员都给付基本工资和通过销售得到无限量薪酬的机会。橘郡记事报有许多不同的媒体产品，所有的销售人员在许多不同的出版物上都有销售广告的空间。每个产品都有一定比例的销售提成。每个员工都有一个与他/她上一年表现相关的销售目标。除非100%完成销售目标，否则销售人员不能得到提成。这项方案的目标是激励员工100％的完成目标，这样他们才能赚更多的钱。每年的销售目标达成时，销售人员会根据上一年自己收入的多少来确定下一年更高的销售目标。这将一直很好的持续到所有销售人员的目标都变成遥不可及。

橘郡记事报的销售人员已经找到一种操作目标设定过程的方法。当超额完成目标的5％时，他们就停止销售。这种方法是为了使下一年目标仅仅将会比前年

高约5％至10％左右，这样就能令销售人员达到目标的同时赚更多的钱。我在橘郡记事报县采访的一位销售员说，一年内他通过了80％的目标，通过销售赚得大量的钱，然而下一年他的目标是如此之高，以至于无法达到。据Chris Raitz 分析，令他那年几乎赚不到钱的原因就是他无法达到自己的目标。管理者必须认识到这一点，并为制定目标实施一些标准。每个销售人员每年都应该有望达到他们的目标，并超额完成15％。即使超额完成了16％，公司每年将会从他们那获得更多的生产力，用在橘郡记事报拥有的产品上。如果他/她以一个更高的比例超过目标，销售人员应当给予更高的薪水。

另一个例子就是一个叫麦克阿瑟协会的组织实施的薪酬方案。这家公司已通过了一项不提供任何类型薪酬的方案。麦克阿瑟协会是一家科技招聘公司，他们为高品质专业的电脑程序员在世界500强的企业里安排工作。该组织对他的薪酬方案引以为豪，是因为他们认为，即使员工人数偏低时他们也会一直感到舒适。该组织的薪酬方案由从每个销售人员的基本工资基础上开始构成。每个月销售人员需求与四笔交易相联。当工作完成时，销售人员在年薪上将有6000美元的提成。这听起来像一个非常好的薪酬方案，然而员工是无法在一个月内完成四笔交易。让我们说，销售人员一个月只能够完成三笔交易。组织应该制定一项专门针对员工的方案，员工的工作表现应当每月进行测量，同时他/她应该为那些率属的公司制定目标。

组织应当把这种对具体层次员工的直接奖励的新趋势运用到激励薪酬方案

中（雅培，克莱纳：16）。组织应当将销售新人的薪水从最低层次开始，同时在他们不得不在工作的第一个月里仅仅完成一笔交易，薪水也仅仅增加1000美元。接着，当销售人员在一个月内可以完成两笔交易时，他/她应该上升到下一层次的销售人员，同时薪水也会增加到2000美元。以此类推，一个月三笔交易，薪水增加 3000美元，一个月四笔交易，薪水增加4000美元等等，这使得目标更接近，同时也给销售人员一个增加他/她的技能，为组织推动生产力的理由。组织从与销售人员紧密联系的交易中取得盈利，这些资金应该能够减少组织为了委托销售人员调整赔偿方案的费用。

最后一个委托销售雇员薪酬方案的例子来自一个房地产经纪人。在大多数的房地产机构，销售人员在薪金里只有工资。据Stephen Mendoza分析：“房地产机构只有在卖出房子时才会赚钱。当他们出售房子时，组织从销售额中提取一定提成。”这个薪酬支付方案之所以好是因为它确实推动了销售人员去工作。如果销售人员没有成绩，那么他/她将无法赚钱。大多数员工都知道，在房地产机构工作是不会有一份维持生活的基本工资。这就令一类人在这种形式的薪酬方案下工作。

房地产机构的薪酬方案使其能够轻松地管理销售人员的动机和表现。这类型的员工就是《MacGregor的X理论和Y理论研究》中的“Y理论”员工。 Y理论的员工致力于实现既定的目标。他们为实现这些目标寻求的激励就是自我尊重和自我改善（Kleiner & Peter son: 24）需要的满足。这种类型的员工比X理论中

那些需要用胁迫，控制，指挥或用惩罚威胁的方法来达到产品满意结果的员工更容易管理（Kleiner & Peter son:23）。在一条销售线上的员工的薪酬方案将会因为他们想要做而不是被提供了一个额外的奖励才这样做的原因实现目标。他们不希望被别人控制，他们希望自己建立目标并实现目标。

《管理研究新闻》2005年第28期2-10页；

网址：https://www.360docs.net/doc/7f12122396.html,

作者：Christopher J. Shipley

出版商：翡翠出版社