Top 7 Challenges For Sales Compensation Management Systems

7 min read

Sales Compensation ManagementCompensation Management SystemsCommission Systems
Providing a great sales experience is essential in attracting and retaining top sales professionals. Companies that leverage a good Sales Compensation Management System are always coming up with new ways to support effective strategies and regulations. Read on to learn about the most common issues with Sales Compensation Management Systems.

Due to some of the most prevalent sales compensation management challenges, for several firms, sales force effectiveness and productivity are lower than expected. As a result, businesses in various industries and at all degrees of operation are beginning to see the value of effective sales performance management. The necessity for a Sales Compensation Management System is growing by the day, whether it is for managing sales agents or giving them appropriate incentives or compensations.

We have compiled a list of 7 of the most faced typical challenges that one should seeks for as a part of a solution:

Challenge 1: Quota Fairness

The team consists of a diverse set of resources. While they all have the same general goals, they are not all responsible for the same things. Not every sales position is equal. Hence, basing the pay on the same quotas is a substantial systematic issue with Sales Compensation Management that far too many firms make. You will observe weaker performance and reduced workplace morale if you develop incentives that are the same for each role. Because each employee's goals and variable pay are based on the same criteria, each sales team member does not seem to have absolute authority over their compensation. Every business benefits from a well-designed incentive plan. Considering that each team is formed differently, the approach for sales compensation management must be tailored to meet specific needs, taking into account all of the varied positions on the team.

Learn More: Key Concepts for Setting Sales Quotas

Challenge 2: Planning Processes

Human involvement unquestionably raises the risk of error. People make mistakes, and it is unavoidable at times. In most cases, numerous executives are involved in the sales compensation management. Managers who do not entirely comprehend the template and make recurrent errors, which audits might reveal, represent a risk. It even has a detrimental influence on performance and raises the chance of financial loss. When audits uncover issues like these, the ramifications can hurt your brand. Another issue with manually constructing and managing compensation plans is that by the time you share it with your team, the data you used to create it has become old, and making changes takes too long. So you are stuck with an ineffective plan for a long time.

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Challenge 3: Strategy

To drive top-tier performance, you need the correct incentive plan with the right combination of simplicity and complexity and appropriate KPIs, but you also need to keep looking for new ways to inspire salespeople. The purpose of sales compensation management is to advance on the preceding year's results, so why should it work the second time around if it did not work the first time? Even if your planning was only partially successful, you don't wish to replicate your performance; instead, you want to do it better. As markets continue to shift and change appears to arrive overnight, it is critical to adjust strategies as needed. You won't be able to improve your productivity if you keep recycling the same strategy without improving it.

Challenge 4: Complexity

When incentive schemes are challenging to comprehend, it influences both rep performance and the ability of compensation admins to carry out the plan. A standard sales compensation management blunder is to create an overly complicated pay plan. As a result, errors may arise in commission calculations, and the time it takes to complete payments will rise. Both these factors will stifle your ability to grow and achieve your objectives. Simple and effective compensation systems that can be conveyed and understood are beneficial. When your incentives are well-designed, the simpler they are, the better. They set out precisely what reps are expected to do and the rewards they will earn if they perform well. More straightforward plans provide an easier, more efficient implementation for sales compensation management admins, as they understand the plan's operation and pay reps appropriately and on time.

Challenge 5: Time to Market

The importance of the time that the Sales Compensation Management Systems take for the necessary information to reach its reps is not unknown. Salespeople need to comprehend the facts as soon as possible when the firms develop their sales compensation plans, align the goals, and set the metrics. The time it takes to transmit this information directly impacts the outcome. Organizations also need to know the way their sales compensation management planning has been positively or negatively received. Opportunity is lost during the time delay. Furthermore, the market may be interrupted during the performance period, so implementing necessary changes and tracking who approved the changes should take as little time as possible.

Challenge 6: Transparency and Faith

To provide the necessary assurances to salespeople, a trustworthy and transparent sales compensation management system is required. Sellers who do not trust the process are more likely to leave and file disputes due to shadow accounting. From onboarding costs to lost opportunities, attrition is costly. Unnecessary disputes and shadow accounting consume valuable time that representatives could spend in generating revenue and cultivating positive customer relationships. With the assistance of automated solutions, a transparent and trustworthy platform is offered. It provides more frequent credit and payment updates and clarity into specific transactions through IC reports and dashboards. Regardless of where or when they try to operate, making these details clearly accessible enables salespeople to evaluate their present and prospective performance better.

Challenge 7: Compliance

This one is the most important one for sales compensation management. When trading with multiple reps, having a properly written set of terms and conditions in place and getting rep consent can help you protect everyone’s interests. Additionally, with multiple stakeholders using the solution it is imperative for a solution to have the ability to capture actions performed by everyone through workflows. This can help to reduce the likelihood of future disagreements. Salespeople must be familiar with relevant guidelines protecting their rights and ensure that they too are equally responsible towards the overall business growth. An automated solution for sales compensation management should come with the ability for sales reps to accept their targets, performances online as well as capture all the action performed in the system by everyone. Such a history always helps when there’s an organizational level audit happening from a compliance standpoint.

Wrapping It Up

In a nutshell, you are supposed to improve your Sales Compensation Management Systems and eliminate various kinds of bottlenecks. Developing a more robust Sales Compensation Plan is the key to effectively driving growth and revenue. Automated solutions might benefit firms with a large sales force and require improved administration. All of the stages involved in Compensation Management will be automated, reducing human error and saving time for everyone in the company.

Looking for Tips to Improve your Sales Management? Check this out.

Authors

  • Amit Jain

    Director of Customer Success

    Amit has more than 17+ years of experience engaging with several life sciences companies in consulting projects. His expertise lies primarily in the areas of incentive compensation, salesforce effectiveness, business intelligence, and analytics. Prior to co-founding Aurochs Software, he worked with several leaders in the incentive compensation space such as ZS Associates, Optymyze (former Synygy) for almost 10 years in several leadership positions leading several product and service initiatives. He was part of the global IC leadership team at ZS Associates and led the formation of an offshore center of excellence for incentive compensation design and delivered several key client projects.

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