5. Mission:
OpenSymmetry provides businesses and
organizations of all sizes with end-to-end
Sales Performance Management solutions
through:
· Vendor agnostic strategic thought
leadership
· Robust and innovative
implementation services
· Cost-effective support, training
and managed services
· Global experience applied to local
markets
8. Current Challenges
• Growing opportunity in South Africa
• Balancing efficiency with customer
satisfaction and effectiveness
• Motivating and retaining the workforce
9. Shift in Design
The Electronic Sweatshop model Diverse Working Model
• Low Status Higher status because high skills set
• Poorly Paid is required (including knowledge of
• Little Discretion or Authority company, competitor’s products and
• Tight Control and monitoring ICT)
Competitively paid
Increased discretion owing to
complexity of work
Reduced monitoring because of
increased dependence on individuals
communication skills.
10. Efficiency or Effectiveness
• Cost per call • Abandonment • Utilisation
• Calls per agent / day • Hold time • Attrition
• Self Service • First call resolution • Ready time (call time
• Sales • Agents per coach + wait)
• Training • Absence
Efficiency Quality Resourcing
13. Attrition
(ICMI study of 444 contact centre professionals)
Reward Career Opportunity
• Low pay • Better opportunities (both
• Not valued/appreciated inside and outside the
for contributions organization)
• Lack of insufficient • Lack of career development
incentives/rewards opportunities
• Skillset/expertise not being
utilized
• Lack of challenge
Work Content
Working Conditions Attrition • Repetitive work
• Daily physical confinement •
(being tied to their desks)
Drivers Pace of work too fast
• Dislike handling customer
• Inflexible work complaints and problems
environment • Inability to work up to
• Inconvenient/undesirable handling more complex
work hours Management Style
• Rigid rules customer issues as skills
• Excessive scrutiny/ advance
micromanagement • Sense of powerlessness or
lack of control
14. Call Centre Focused Ideas
• Valuing contribution
• Career progression opportunities
• Reward high levels of attendance
• Team rewards
• Individual development – mentoring and
coaching
• Working environment
16. The Employee Deal for the Call Centre
Maximise return on Employers Expect:
Culture investment in people
• Employee commitment
• High performance behaviours
Values Employees Expect: • Team orientation
• Competitive pay • Innovative ideas
Brand • Challenging work • Reliability and quality
• Open Communication • Willingness to learn
• Flexibility • Openness to change
Strategy • Opportunity to develop
• Positive working atmosphere Build relationship between
employee commitment and
• Realistic performance management reward
17. Total Reward Framework
Benefits
Profitability Pension
Benefits
Opportunity Holiday/Other Leave
Job Design
Training
Development Opportunities
Responsibility and
Involvement Total High Performance
Career Progression
Mentoring and Guidance Reward
Performance Management Culture
Leadership Style
Employee Commitment Working Environment
Diversity/Equality
Employee Recognition
Pay Work/life Balance
Competitiveness
Base
Bonus
Other Incentives
18. Virtuous Circle
Motivate, Reward, Enga Retain
ge •Internal communications just
•Efficiency measures one way
and performance 4. Staff •Job design restrictive
feedback Dissatisfaction •No culture of celebration
•Incentives difficult to •Little meaningful performance
attain management
3. Poor 1. High Staff
Customer Turnover
Service
Recruit
Develop and Engage • Reactive recruitment
•Few training , development and strategy
progression opportunities • Non-competitive reward
•No mentoring offer
2. Poor Training
•Poorly developed team structure • ‘Sink or swim’
and Rewards
•Command and control line Onboarding
management
•Little customer engagement
19. Virtuous Circle
Motivate, Reward, Retain
Engage •2 way communications/team
•Effectiveness and briefing
Customer Satisfaction 4. Staff •Flexible job design
measures and Satisfaction •Culture of celebration
performance feedback •Structured and positive
•Incentives attainable performance management
and motivational
1. Relatively
3. High Low Staff
Customer Turnover
Service
Develop and Engage Recruit
•Different career paths • Can plan ahead and be
•Formal mentoring within a selective
team structure • Competitive reward offer
•Responsive, listening line 2. Positive • Comprehensive
management Training and Onboarding and first
Rewards day/week/month support
•Can engage with
customers
20. Break Out 1 – Prioritise the following
factors for Call Centre motivation
Rank 1-10
Aspect Importance for Call Challenge/Difficulty
Centre Performance to Get Right
Salary
Incentives
Benefits
Management Style
Working Environment
Recognition
Work/Life Balance
Job Design
Training/mentoring/coaching
Development Opportunities/
Career Progression
22. Should Call Centre Roles be Incentivised
• Customer Service only
• Customer Service with
Inbound Sales How?
• Outbound Sales • Sales
• Cross Sales • Customer Service
• Contract Renewal Sales • Efficiency Measures
• Team Leader
• Call Centre Manager
Consider the behaviour you want from your agents
23. Recognising a good incentive plan
• Aligns with the commercial model
• Offers clarity on how individual will earn rewards for their
efforts
• Drives attainment of performance goals
• Generates costs in line with or below projections
• Engages and excites employees
• Highly rewards top performing people
• Serves as a vehicle to attract and retain high performers
• Delivers satisfied customers
• Allows for good management oversight
24. Determining the Principles for Design
1. Link to Company Goals
2. Accountability
3. Alignment
4. Measurable
5. Pay for Results
6. Significance
7. Simplicity
8. Pay Differentiation
9. Management /Adjustment
10.Involvement
25. Break-Out 2.
Prioritise These for your industry Rank the
Priority)
Drive company objectives through your plan components, across all business
1. Link to Company Goals activities. There is a clear return on investment. Scheme is affordable
2. Accountability Hold participants accountable for results they control
3. Alignment Promote team participation through collaborative measures
4. Measurable Develop plans with measurable metrics based on robust data
Pay for business results (outputs); manage the activities (inputs like experience,
5. Pay for Results competence, time spent)
Participants must perceive target incentive pay as obtainable and a substantial
6. Significance portion of total target pay. In particular, important for sales incentives
Use as few measures as possible with the simplest mechanics to increase focus.
7. Simplicity Eligible roles are clearly able to understand and explain how the Scheme works
Differentiate pay levels for excellence vs. average, and match to your culture
8. Pay Differentiation and type of job role
Plan is flexible to respond to changing circumstances, is reviewed regularly and
9. Management /Adjustment complies with relevant industry regulations
Plans are developed/redesigned with input from participants to
10. Involvement incorporate ideas and maximise buy-in
26. Getting the Design Right
1. Number of plans/structure/eligibility
Architectural Plan Components
2. Pay
3. Compensation Type – commission or bonus
4. Metrics
5. Use of Other Programs
6. Crediting and Payout Timing
Components
Detailed Design
7. Rules
8. Compensation Structure
27. Getting the Right PayMix
Length of Sales Cycle Long Short
Primary Customer Existing New
Type
Number of Accounts Few Many
The Sales
Environment Sales Channel Indirect Direct
Configuration
Product/Service Established New
Maturity Level
Culture Conservative Aggressive
High 80:20 75:25 to 60:40 50:50 to 0:100
Importance of
Medium 90:10 80:20 to 65:35 70:30 to 60:40
Personal
Persuasion Low Salary only or 90:10 85:15 to 72:25
small bonus
28. Design Extremes - Continuum
• Monthly Scheme • Quarterly Scheme
• Individual Based • Team based
• Relatively high incentive • Driven by Customer Satisfaction
opportunity measures
• Commission per • Relatively low incentive opportunity
product/service/tariff
• Threshold
• Not capped
• Credit when subscription activated
• Clawback if subscription cancelled
or customer hardbarred
• Short-term SPIFFs for campaigns
• Additional quarterly bonus
30. • Significant opportunity
• Attrition driven by wide range of factors
• Get the Employee Deal right
• Take a Total Reward approach
• Effective incentive design depends on role
• Ensure you can tick off the design principles
31. Contact details:
Jon Clark
Director Strategy Services, EMEA
+44 7768 558771
Jon.clark@opensymmetry.com
Notas do Editor
OpenSymmetry provides business and technical consulting globally with offices in 7 countries. We provide global expertise across industries, cultures and technologies to provide you with the best performance management solutions. OpenSymmetry integrates the people, processes and technologies for aligning sales resources, improving decision making and motivating behavior.
By maintaining strong client relationships and accountability, we strive to consistently exceed customer expectations in everything we do.Our customers love us, just ask them.
Growing complexity – changing legislation, rise of speciality brands, growing influence of generics is leading companies to refocus sales operations towards account-based selling and regional organisationClustering and influence of specialists and hospitals is changing the relationship from individual to individual selling to team-based relationship based selling with accounts, practices or sets of practices within a specific geographyIncentive plans historically driven by single factors - volume, growth, market share growthNow, greater focus on input behaviours e.g. call frequency, quality, duration, on-time reporting. Has also led to more transparent reporting of activityNeed new measures to measure and reward: The strength of the relationship e.g. Customer value MetricsTeam-based selling leading to variable weighting between individual and team in driving plan payoutOther MBOsSuccessful change in salesforce behaviour also depends on other levers – structure, competence, account segmentation, performance measurement, transparent administrative processesOverall, balancing fairness and simplicity.
Growing complexity – changing legislation, rise of speciality brands, growing influence of generics is leading companies to refocus sales operations towards account-based selling and regional organisationClustering and influence of specialists and hospitals is changing the relationship from individual to individual selling to team-based relationship based selling with accounts, practices or sets of practices within a specific geographyIncentive plans historically driven by single factors - volume, growth, market share growthNow, greater focus on input behaviours e.g. call frequency, quality, duration, on-time reporting. Has also led to more transparent reporting of activityNeed new measures to measure and reward: The strength of the relationship e.g. Customer value MetricsTeam-based selling leading to variable weighting between individual and team in driving plan payoutOther MBOsSuccessful change in salesforce behaviour also depends on other levers – structure, competence, account segmentation, performance measurement, transparent administrative processesOverall, balancing fairness and simplicity.
Growing complexity – changing legislation, rise of speciality brands, growing influence of generics is leading companies to refocus sales operations towards account-based selling and regional organisationClustering and influence of specialists and hospitals is changing the relationship from individual to individual selling to team-based relationship based selling with accounts, practices or sets of practices within a specific geographyIncentive plans historically driven by single factors - volume, growth, market share growthNow, greater focus on input behaviours e.g. call frequency, quality, duration, on-time reporting. Has also led to more transparent reporting of activityNeed new measures to measure and reward: The strength of the relationship e.g. Customer value MetricsTeam-based selling leading to variable weighting between individual and team in driving plan payoutOther MBOsSuccessful change in salesforce behaviour also depends on other levers – structure, competence, account segmentation, performance measurement, transparent administrative processesOverall, balancing fairness and simplicity.
Growing complexity – changing legislation, rise of speciality brands, growing influence of generics is leading companies to refocus sales operations towards account-based selling and regional organisationClustering and influence of specialists and hospitals is changing the relationship from individual to individual selling to team-based relationship based selling with accounts, practices or sets of practices within a specific geographyIncentive plans historically driven by single factors - volume, growth, market share growthNow, greater focus on input behaviours e.g. call frequency, quality, duration, on-time reporting. Has also led to more transparent reporting of activityNeed new measures to measure and reward: The strength of the relationship e.g. Customer value MetricsTeam-based selling leading to variable weighting between individual and team in driving plan payoutOther MBOsSuccessful change in salesforce behaviour also depends on other levers – structure, competence, account segmentation, performance measurement, transparent administrative processesOverall, balancing fairness and simplicity.
Growing complexity – changing legislation, rise of speciality brands, growing influence of generics is leading companies to refocus sales operations towards account-based selling and regional organisationClustering and influence of specialists and hospitals is changing the relationship from individual to individual selling to team-based relationship based selling with accounts, practices or sets of practices within a specific geographyIncentive plans historically driven by single factors - volume, growth, market share growthNow, greater focus on input behaviours e.g. call frequency, quality, duration, on-time reporting. Has also led to more transparent reporting of activityNeed new measures to measure and reward: The strength of the relationship e.g. Customer value MetricsTeam-based selling leading to variable weighting between individual and team in driving plan payoutOther MBOsSuccessful change in salesforce behaviour also depends on other levers – structure, competence, account segmentation, performance measurement, transparent administrative processesOverall, balancing fairness and simplicity.
Growing complexity – changing legislation, rise of speciality brands, growing influence of generics is leading companies to refocus sales operations towards account-based selling and regional organisationClustering and influence of specialists and hospitals is changing the relationship from individual to individual selling to team-based relationship based selling with accounts, practices or sets of practices within a specific geographyIncentive plans historically driven by single factors - volume, growth, market share growthNow, greater focus on input behaviours e.g. call frequency, quality, duration, on-time reporting. Has also led to more transparent reporting of activityNeed new measures to measure and reward: The strength of the relationship e.g. Customer value MetricsTeam-based selling leading to variable weighting between individual and team in driving plan payoutOther MBOsSuccessful change in salesforce behaviour also depends on other levers – structure, competence, account segmentation, performance measurement, transparent administrative processesOverall, balancing fairness and simplicity.
Growing complexity – changing legislation, rise of speciality brands, growing influence of generics is leading companies to refocus sales operations towards account-based selling and regional organisationClustering and influence of specialists and hospitals is changing the relationship from individual to individual selling to team-based relationship based selling with accounts, practices or sets of practices within a specific geographyIncentive plans historically driven by single factors - volume, growth, market share growthNow, greater focus on input behaviours e.g. call frequency, quality, duration, on-time reporting. Has also led to more transparent reporting of activityNeed new measures to measure and reward: The strength of the relationship e.g. Customer value MetricsTeam-based selling leading to variable weighting between individual and team in driving plan payoutOther MBOsSuccessful change in salesforce behaviour also depends on other levers – structure, competence, account segmentation, performance measurement, transparent administrative processesOverall, balancing fairness and simplicity.
Growing complexity – changing legislation, rise of speciality brands, growing influence of generics is leading companies to refocus sales operations towards account-based selling and regional organisationClustering and influence of specialists and hospitals is changing the relationship from individual to individual selling to team-based relationship based selling with accounts, practices or sets of practices within a specific geographyIncentive plans historically driven by single factors - volume, growth, market share growthNow, greater focus on input behaviours e.g. call frequency, quality, duration, on-time reporting. Has also led to more transparent reporting of activityNeed new measures to measure and reward: The strength of the relationship e.g. Customer value MetricsTeam-based selling leading to variable weighting between individual and team in driving plan payoutOther MBOsSuccessful change in salesforce behaviour also depends on other levers – structure, competence, account segmentation, performance measurement, transparent administrative processesOverall, balancing fairness and simplicity.
Growing complexity – changing legislation, rise of speciality brands, growing influence of generics is leading companies to refocus sales operations towards account-based selling and regional organisationClustering and influence of specialists and hospitals is changing the relationship from individual to individual selling to team-based relationship based selling with accounts, practices or sets of practices within a specific geographyIncentive plans historically driven by single factors - volume, growth, market share growthNow, greater focus on input behaviours e.g. call frequency, quality, duration, on-time reporting. Has also led to more transparent reporting of activityNeed new measures to measure and reward: The strength of the relationship e.g. Customer value MetricsTeam-based selling leading to variable weighting between individual and team in driving plan payoutOther MBOsSuccessful change in salesforce behaviour also depends on other levers – structure, competence, account segmentation, performance measurement, transparent administrative processesOverall, balancing fairness and simplicity.
Growing complexity – changing legislation, rise of speciality brands, growing influence of generics is leading companies to refocus sales operations towards account-based selling and regional organisationClustering and influence of specialists and hospitals is changing the relationship from individual to individual selling to team-based relationship based selling with accounts, practices or sets of practices within a specific geographyIncentive plans historically driven by single factors - volume, growth, market share growthNow, greater focus on input behaviours e.g. call frequency, quality, duration, on-time reporting. Has also led to more transparent reporting of activityNeed new measures to measure and reward: The strength of the relationship e.g. Customer value MetricsTeam-based selling leading to variable weighting between individual and team in driving plan payoutOther MBOsSuccessful change in salesforce behaviour also depends on other levers – structure, competence, account segmentation, performance measurement, transparent administrative processesOverall, balancing fairness and simplicity.
Growing complexity – changing legislation, rise of speciality brands, growing influence of generics is leading companies to refocus sales operations towards account-based selling and regional organisationClustering and influence of specialists and hospitals is changing the relationship from individual to individual selling to team-based relationship based selling with accounts, practices or sets of practices within a specific geographyIncentive plans historically driven by single factors - volume, growth, market share growthNow, greater focus on input behaviours e.g. call frequency, quality, duration, on-time reporting. Has also led to more transparent reporting of activityNeed new measures to measure and reward: The strength of the relationship e.g. Customer value MetricsTeam-based selling leading to variable weighting between individual and team in driving plan payoutOther MBOsSuccessful change in salesforce behaviour also depends on other levers – structure, competence, account segmentation, performance measurement, transparent administrative processesOverall, balancing fairness and simplicity.
Growing complexity – changing legislation, rise of speciality brands, growing influence of generics is leading companies to refocus sales operations towards account-based selling and regional organisationClustering and influence of specialists and hospitals is changing the relationship from individual to individual selling to team-based relationship based selling with accounts, practices or sets of practices within a specific geographyIncentive plans historically driven by single factors - volume, growth, market share growthNow, greater focus on input behaviours e.g. call frequency, quality, duration, on-time reporting. Has also led to more transparent reporting of activityNeed new measures to measure and reward: The strength of the relationship e.g. Customer value MetricsTeam-based selling leading to variable weighting between individual and team in driving plan payoutOther MBOsSuccessful change in salesforce behaviour also depends on other levers – structure, competence, account segmentation, performance measurement, transparent administrative processesOverall, balancing fairness and simplicity.
Growing complexity – changing legislation, rise of speciality brands, growing influence of generics is leading companies to refocus sales operations towards account-based selling and regional organisationClustering and influence of specialists and hospitals is changing the relationship from individual to individual selling to team-based relationship based selling with accounts, practices or sets of practices within a specific geographyIncentive plans historically driven by single factors - volume, growth, market share growthNow, greater focus on input behaviours e.g. call frequency, quality, duration, on-time reporting. Has also led to more transparent reporting of activityNeed new measures to measure and reward: The strength of the relationship e.g. Customer value MetricsTeam-based selling leading to variable weighting between individual and team in driving plan payoutOther MBOsSuccessful change in salesforce behaviour also depends on other levers – structure, competence, account segmentation, performance measurement, transparent administrative processesOverall, balancing fairness and simplicity.
Growing complexity – changing legislation, rise of speciality brands, growing influence of generics is leading companies to refocus sales operations towards account-based selling and regional organisationClustering and influence of specialists and hospitals is changing the relationship from individual to individual selling to team-based relationship based selling with accounts, practices or sets of practices within a specific geographyIncentive plans historically driven by single factors - volume, growth, market share growthNow, greater focus on input behaviours e.g. call frequency, quality, duration, on-time reporting. Has also led to more transparent reporting of activityNeed new measures to measure and reward: The strength of the relationship e.g. Customer value MetricsTeam-based selling leading to variable weighting between individual and team in driving plan payoutOther MBOsSuccessful change in salesforce behaviour also depends on other levers – structure, competence, account segmentation, performance measurement, transparent administrative processesOverall, balancing fairness and simplicity.