LL_Incentivizing Staff

Incentivizing Staff to Drive Results in Sanitation Coverage


Ongoing coaching, not just one-off training is key to success in sales and general management

Successful sales skills cannot be taught in a single training or even a series of trainings. Rather, selling is a skill that must be learned with ongoing monitoring and coaching. In the project, iDE worked with Whitten & Roy Partnership (WRP) to professionalize the sales approach by establishing a tiered sales management structure that provided the ongoing support necessary to grow sales.

Tiered coaching is conducive to effective sales management

Critical to the success of a sales agent is a skilled sales manager who supports the sales agent through coaching, motivation, strategy development, territory management, and overcoming mental blocks of both the customers and sales agent. The sales manager also receives coaching from the Deputy Program Director, who receives ongoing coaching and mentoring from the sales consultant. Throughout the management structure, from the head office managers to the sales agents, coaching is done using the RACE™ framework (Results = Attitude + Competency + Effort), which provides a systematic approach for discussing sometimes sensitive challenges facing each individual.

Results-based pay drives results

The project developed a results-based staff compensation structure using performance incentives to motivate staff to focus on achieving results. Staff go through quarterly reviews and the incentive structure is modified quarterly to reflect the core objectives of each quarter. For example, at the beginning of the project, the focus was on building up a solid foundation of LBO capacity, so staff were incentivized on how well they trained and coached LBOs as measured by managers’ observations. As the project progressed, achieving high sales targets was the focus and staff incentives were primarily based on sales results. As the project shifted to focus on capacity development of sales agents, the incentives were based on the number of high performing sales agents recruited and trained. The results-based pay structure was an effective tool because:

  • It keeps staff focused on achieving the defined immediate objectives
  • Provides clear metrics of success that staff are measured upon
  • Allows flexibility for updating objectives given changes in program focus