Sales Compensation and the Challenge of Change

Change is a fact of life in sales organizations. Sales reps come and go, sales channels change, products are added and removed and distribution channels are updated.

For example, take the estimated numbers of annual turnover among U.S. salespeople, which run as high as 34.7%. In an enterprise with 1000 salespeople, this translates to over 340 sales positions that change yearly.

As any change management expert will tell you, handling change effectively requires close management attention, communication, training and many other activities. But in the world of sales, there’s an additional element to consider - data. To continue the example above, the turnover of 340 sales reps is associated with volumes of data that must be updated and adjusted, sometimes retroactively - data related to sales territories, quotas and sales transactions. 

4 Key Requirements for Effective Management of Change

Handling change in the context of sales compensation requires agile IT systems that anticipate changes, automate processes and help sales operations, compensation administrators, analysts, and sales managers effectively handle all pieces of the sales compensation machinery - territories, quotas, compensation plans, sales crediting, payment processing and reporting.

Here are four requirements that will help manage change effectively, eliminate manual work, and enable accurate, on-time payments.

For more information on change and learn how NICE Sales Performance Management (SPM) can help adapt to change in sales organizations, click here.