Note: Before getting to examples, it’s very important to note that how you break out your reps into A, B and C-players depends on how much weight you ascribe to performance versus non-performance related items [...]

Examples of performance and non-performance related items below:

• Performance
• % of quarterly goal achieved
• Conversion rates
• SDRs: Lead to SQL, SQL to deal, Calls / Emails to SQLs, Meetings to no-shows
• AEs: SQL to deal, meetings to disqualifications, % of deals lost, % of no-pays, % of churned deals
  

• Non-performance related
• How often a rep offers to help newer reps
• The extent to which a rep can take, and implement, feedback
• Which reps step up to own a new project / share knowledge
• Who looks to leave once the clock hits 5/6pm (staying longer doesn’t equate better rep, but a manager should be able to distinguish who’s efficient vs. who just wants to leave or, conversely, stay for facetime)
• General respect for other employees
• Ability to take ownership and responsibility vs. blaming leads, manager, season, etc. (list is endless)
• How often a rep needs to be disciplined for not following the rules
  

The list of non-performance related items can go on and on. Despite being qualitative, it’s still data and should be treated as such. Meaning, managers document both good and bad non-performance related behavior (quick Google Doc or Evernote is perfect for this) and cite to reps when necessary.

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