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For attitude, or if you don’t fit in - no one needs a poisonous teammate
Possible, sure. But, what’s the real ROI for you putting that rep on a PIP?
If they’re hitting the goals, why don’t you find what drives them, and then work with them to use that as fuel for growth?
If you put them on a PIP, what do you think the outcome will be? If I’m hitting/exceeding goals, and I’m put on a PIP, I would start looking for another job immediately.
Absolutely, but only if there are other documented, quantitative metrics to which the whole sales team is being held accountable.
I've PIP'd out people who hit an ultimate sales target but weren't hitting (or making any effort to hit) activity targets. The other time this usually comes up is around administrative compliance like CRM accuracy.
Hitting a raw sales target is PART of a sales job, not the only factor. Performance is broader than that.
Well, my first question is what do you want to do with them, and why? It sounds like they are driving the production they have, but the company thinks more could be had.
Are they performing against their peers? Is everyone crushing the plan, and this person is on the low end of the curve? Could any run of the mill sales person do what is being done and "crush it"?
From the description you gave, I personally wouldn't be looking to PIP them or unless there is something else going on that hasn't been shared.
YEP
Bowl Leader
Yes, if you are not meeting your strategic goals; just like a previous post highlighted.
Unless your working for a weak leader I am going to assume something has been said to you already. The PIP should not have come out of the blue. If it is a weak leader then find a way to manage them better or move along.
Yes. However, you should have additional metrics on what the individual is expected to do so they know that they are being measured against such metrics otherwise you’re likely going to lose trust with your team. If the individual is surprised by a PIP, the manager has likely failed.
Be sure that the metrics are the right ones. If the employee is crushing their targets but isn’t making enough cold calls, does that input matter or are they finding a more efficient way to generate opportunities? Alternatively, if the employee is managing an existing account that is growing rapidly, what relationships have been developed and what actions is the employee taking to help foster that growth? Is existing account management revenue as valuable as new logo revenue? Does your compensation plan reflect that and set expectations accordingly? All things to consider as you inspect your metrics.
But why?!
A PIP for what?
Pro
You could but be aware that it sends a very chilling message to the rest of the team... Oh and they will find out.
Outside of the HR concerns, I would want the rest of the team to know. If someone is being messured out based on lack of performance, than it's important for everyone to know that they will be held accountable to the same performance standard across the board, even if they are hitting other (potentially their primary) metrics.
With my company, we don't use PIPs, we use IDPs. It's basically a way for us to develop further to be able to grow into a higher position. Was your PIP presented as a negative thing? Are there any opportunities for you to be able to grow professionally?
Yes—it happened to one of my former coworkers. She wasn’t hitting on of the metrics of her job but killing quota