Redesign Of Performance Appraisal System In Sales Department Of S Company

Sales is one of the most important processes in business management, and salespersons are valuable resources in each enterprise. As fast development of the marketing economy, managers and owners of business are eager to solve the problem of salesperson management. How to make salesperson work effectively? How to push salesperson to use most of their power for the company? It is important for each managers and owners.When advanced performance management theory and experience came to China, some of national large groups had built up their own performance appraisal system for salesperson. As some small company becoming bigger, the owner of these small and middle size company find out more shortcomings in their original management, and begin to realize the necessary of performance system in sales management.S company is an intelligence data service company which major marketing mode is sell product by telephone. After six years quickly develop, staffs in this company increased from 2 to more than 70, and more than 40 staff are salesperson among them. The simple performance system for salesperson available is not suitable for the management situation now. So this paper is written for redesign a new performance system basing on the actual situation in sales department of S company.This paper is basing on the theory of human resources, pointing out the shortcoming of the performance appraisal system available, according to different performance body and target, design corresponding performance appraisal system. Meanwhile perfect the subsequent works, add the feedback and communication, make the performance appraisal system operating well.There are six chapters in this paper. The first chapter explains the background and meanings of the study. The second chapter refers to the theory of performance appraisal system and the experience of salesperson evaluation. The third chapter analyses the performance appraisal system available in sales department of S company, and find out the shortcoming of it. The forth chapter redesigns the new performance appraisal system after a series of job and index analysis. The fifth chapter is the operating process of new performance appraisal system and the later improvement. The sixth chapter makes a conclusion basing the theory and actual situation.