Use cases for incorporating Atrium into your operating rhythm:
Daily
Weekly
Monthly
Quarterly
Annually
Ad Hoc
Daily Standup
Who does it and when?
A line manager and her team has daily standups, either at lunch or end of the day to review metrics progress.
What’s the format?
A rapid, <5 minute meeting that drives collective accountability around quantity and quality of activity metrics. <30 seconds per person on key metrics that were achieved in the prior interval. Share any key items “of note”, such as exciting wins or big flubs to share with others to avoid.
How does Atrium fit in?
Atrium cards can provide real-time insights into the state of key performance indicators intraday and intraweek, like emails and account engagement metrics for SDRs or meeting execution to-date metrics for AEs.
This way, you can do a quick check-in for each team member on how they’re tracking on weekly KPIs. You may want to build a custom dashboard to check in on those things you can impact intraday (meetings, emails, and calls), those that you want to watch over the week (meetings and accounts touched, for example), and a small subset that build up over the month (such as email engagement rate and opportunities transferred, for SDRs, or advanced in stage for AEs).
A custom dashboard created for this purpose, with the URL included in the meeting invite, can support this kind of check-in.
Alert Review
Who does it and when?
The manager reviews the various alerts for her team to see if there are any issues to address, ideally at the beginning of the day.
What’s the format?
The manager by herself reviews alerts and see if there are needed corrective or celebratory action needed.
How does Atrium fit in?
Atrium sends morning digest emails to managers highlighting strategy insights and top alerts. The Top Alerts view also shows progress towards goals, who might need help, and who deserves kudos across the team.
1:1s
Who does it and when?
A manager with each of his or her direct reports, once a week or once every other week, to proactively extract issues as viewed by the rep, flag potential issues as seen by the manager, and share information in a private setting.
What’s the format?
Review consistent, standard set of items each time. One agenda and suggested dashboard items to support a 1:1 meeting can be found here. You may want to make sure that, whatever your agenda is, you cover within that “What do you need from me?” (As in, what challenges is the rep encountering that he needs the manager’s help in addressing?) “What do I need from you?” (As in, how are you performing, and what changes do I as a manager want to see?”), and “What do you need to know?”.
In the “What do I need from you” case, it’s advisable for the manager to review past-week, or month-to-date, quarter-to-date stats with the rep, to ensure that things are tracking appropriately. As regards information sharing, this is “What information do I need to share with you” with commentary that may not be suitable for a public setting. By always following a format, it will be a forcing function to surface this information, and ensure you don’t have blowups and surprises. In sales organizations, issues typically show up in metrics before they become a problem in bookings, and should be discussed here.
After the meeting, you should document via email, 1:1 software or 1:1 “living document” in Google Docs, etc. any agreed upon next steps and issues to resolve, such that the following meeting you are able to review if the needed improvement has been made.
How does Atrium fit in?
Atrium has default 1:1 dashboards that come pre-built, which you can then edit to tailor to your specific needs and agenda. The information in Atrium can guide pipeline review discussion, identify places to celebrate successes, and highlight areas where changes are needed to bring performance in line with expectations.
You can see a more in-depth piece on holding data-driven 1:1s here.
Team Meeting
Who does it and when?
Entire sales team, led by manager, with representatives from product and customer success attending for a portion of the meeting as well.
What’s the format?
This meeting will often be split into a performance check in and a broad set of information sharing and discussion. In the performance section, the team will review the key leading and lagging indicators of performance specific to that role and sales motion.
For information sharing, this may include time for a representative from the product team to share what shipped last week, what is shipping this week, and what’s coming in the next few weeks, all while soliciting product feedback. This may also include time for Customer Success to share information, make requests, and solicit feedback.
Finally, in many team meetings, team members will go around and share a personal win and a personal learning from the prior week before reviewing any particular information that needs to be underscored in a group environment. This is also an opportunity to solicit questions and feedback on the go-to-market, issues that might impact the whole group, feature requests, etc.
How does Atrium fit in?
Atrium can assist in both the review of key team metrics at the beginning of the team meeting and to identify areas that might warrant a group discussion or the focus of the entire team.
For example, active team alerts can help a manager identify areas where the team as a whole is succeeding or struggling. The team manager may want to celebrate success if the team has cleaned out stale deals and is engaging with their open opportunities more frequently and quickly reinforce the importance of regular contact with prospects to move deals to closed won.
Or, if the team as a whole is lagging behind customer meetings, this would be the venue in which to air this concern. Atrium alerts can help flag those topics.
Aside from alert review, this is an important venue to foster individual accountability in a group setting by reviewing team and individual metrics, recognizing outperformance and spotlighting areas for improvement on both a team and individual basis.
In Atrium, managers can create custom dashboard with the relevant KPIs that the team has agreed to read out on and include a hyperlink to that dashboard in the recurring team meeting calendar invitation so that the dashboard is always accessible to all members of the team. Some customers use the "End of Week/Month in Progress" dashboard as a starting point from which to customize the dashboard they use in their team meeting.
Exec Meeting
Who does it and when?
CEO and leadership team meet to track progress against stated goals as measured via agreed key metrics.
What’s the format?
Review key agreed metrics that track success of each functional organization for improvement or degradation. Discuss and identify constraints that are blocking forward progress. Agree and prioritize proposed solutions to constraints, and document next steps for execution and timeline, for review at next meeting. At next meeting, review agreed outcomes from prior meeting and success or divergence.
How does Atrium fit in?
Atrium provides a way to track changes over time at the team, or overall sales organization, level.
The sales or sales operations representatives at the executive staff meeting can quickly show not only outputs but also how trends in inputs have led to those outputs and support forecasts for future bookings.
Performance Check-In
Who does it and when?
Sales manager (often in partnership with sales ops), to track performance across the team, and individually, at the end of the period and take note of any trends over time.
What’s the format?
At the start of each new month, the sales or sales ops manager reviews team and individual performance from the prior month to identify any areas of success or concern to highlight to the team and review longer-term trends.
Reviewing metrics in weekly team meetings and one-on-ones provides a great sense of how the team is tracking to goals and what level of attainment to different metrics the team is currently reaching. The monthly retrospective takes a step back to see how those levels are moving over time and offers a chance to review metrics that aren’t meaningful at the weekly level.
How does Atrium fit in?
Atrium allows the sales or sales ops manager to see how key metrics are trending for the team as a whole and for individual reps over time. Dashboards like the Selling Efficiency dashboard can be useful here to track those metrics that won't show much movement at a weekly level but are very important to maintain over time.
Quarterly Business Review
Who does it and when?
Sales leadership (all sales managers) along with sales operations and other cross-functional representatives, at the start of each quarter, to understand what went well and what needed improvement the prior quarter and to plan for the quarter ahead.
What’s the format?
All sales leaders and cross-functional partners in sales ops and marketing and customer success spend spend a half-day towards the beginning of each quarter reviewing prior quarter performance and aligning on the plan for the quarter ahead. This will typically include time spent on metrics from each organization reviewing, retroactively, where areas of strength and weakness were and a presentation of the plan for the coming quarter. Of particular importance are specific areas where inter-organizational alignment is needed (SDR / AE or AE / CSM, etc.) or questions for discussion highlighted to be reviewed and resolved while all key stakeholders are in the room.
You may want to use a template like this as a starting point for structuring that meeting.
How does Atrium fit in?
Atrium can help provide much of the information for the linked template above, to support data-driven discussion around sales metrics from the prior quarter and offer a clear view into expectations for the quarter ahead.
Board Meeting
Who does it and when?
Sales and sales operations leadership prepare materials for the quarterly board meeting to review results and next quarter’s plan.
What’s the format?
In most organizations, a board meeting will be scheduled once a quarter, during which the CEO and his direct reports discuss successes and challenges from the past quarter and the go-forward plan with members of the board and seek advice on key strategic questions.
The board deck is sent out in advance of the meeting so that the members have time to review supporting material in detail before the meeting takes place and come prepared for a discussion.
One section of the board deck will be devoted to sales, or broader go-to-market results. That section may look something like this. In this section, the CRO will generally provide an overview of performance versus plan, split by segment where applicable, along with metrical analysis and qualitative observations around the “hits” and “misses” for the past quarter. She will also preview expected performance versus plan for the quarter to come, along with areas of upside and downside that would swing that forecast.
How does Atrium fit in?
Atrium can help identify where those previous quarter areas of strength and weakness were, and the leading indicator KPIs provided can inform the estimation of whether the sales organization is tracking to plan for the quarter ahead. It can further be useful for providing screenshots of pertinent metrics on team-level and rep-level performance to inform investment discussions at the board level.
Whether you exceeded or fell short of plan, you should be able to explain why and have that explanation inform your understanding of the business going forward. Say that you beat plan last quarter. Great! Was it because your ASPs were higher? Did win rates improve? Did the number of opportunities worked per rep increase? Did sales cycles shorten? Did you exceed your hiring plan, or have lower attrition than expected? Are those answers consistent across the sales organization, or are they different by team? And what are you going to do to amplify the components of your sales motion that drove that outperformance, and ensure that they persist into this quarter and beyond?
Atrium can not only answer all of the above questions (with visualizations), but depending on the answers to the questions above, Atrium can help you go a level deeper in diagnosing what is underlying those drivers.
Atrium can also inform expected production during the following quarter. For example, if Bookings per Meeting are consistent by team, and you know the average length of your sales cycle, then the number of opportunity-associated meetings that reps are having now should yield predictable outcomes. Similarly, pipeline and opportunities advanced are likely to have a predictable correlation with outcomes and may provide insight into what near term results are likely to be. This is an area where sales leadership should work closely with sales operations to develop a point of view that is data-driven and takes into account the sales leaders’ understanding of their business.
Performance Reviews
Who does it and when?
Sales managers with each of their direct reports, usually twice a year, to give detailed feedback on rep performance, including areas of outperformance and areas needing improvement.
What’s the format?
Generally, the sales manager will write up a formal performance review that is kept by the internal People Operations or Human Resources team.
This review should cover both results in sales performance as well as any other areas that the company agrees are important to evaluate for all employees. As a result, in addition to sales results, the written review usually has a section where the manager has a chance to address ways in which the rep is or is not working to improve the company or the sales team as a whole. Various organizations call this section things like “Extra 10%”, “Leadership and Leverage”, or “Culture Champion”.
That written performance review is shared with each rep in a private 1:1 meeting, during which the rep can ask for questions and clarification about the evaluation and the rep and manager can align on performance priorities over the next six months.
How does Atrium fit in?
Atrium can fill in information about sales performance significantly above and beyond the attainment to quota, which will usually be reported out of the organization’s CRM or Incentive Compensation Management tool.
The questions around sales performance below are repeated in the Performance Improvement Plan section of this document, which is intentional, as Performance Reviews should give a robust evaluation of all aspects of a rep’s performance. Under no circumstances should the contents of a PIP come as a surprise to a rep.
Effort: Is the rep putting sufficient effort into sales activities?
The first piece of the evaluation is whether the rep is carrying out the right actions to try to be successful, and focuses on those metrics most directly within the rep’s control. Is he sending a number of emails and making a number of calls that is in line with the rest of the team and with the performance standards set by you as the manager? Is he touching a sufficient quantity of accounts? If not, then that should be raised as an area of concern in the Performance Review - What is causing low activity numbers? Is it lack of will, or are there blockers that you, as the manager, need to remove, like insufficient accounts in his name? If the rep is hitting these numbers, then acknowledge that effort, and if he is outperforming substantially, acknowledge and praise that, and consider having him share the strategies he uses to attain those levels with the rest of the team to drive similar effort outperformance.
Beyond raw effort, look across other metrics that capture quality of that effort in ways that are directly within the rep’s control. Does the rep have any untouched new business or existing business opportunities in his pipeline? Is his average days between touches on his open opportunities in line with the rest of the team and with the standards set by you as his manager? Is he reaching out to a number of contacts at each account touched that is consistent with your expectations and sales approach?
Again, if there are any issues or areas of concern with these metrics, that should be raised and documented in the Performance Review, and if not, then the good coverage of his pipeline should be acknowledged.
Capturing Prospect Interest: Is the quality of top-of-funnel activity sufficient to convert prospecting work to opportunities that reach the middle of the sales funnel?
The next question to address after effort is whether that effort is effectively filling the top of the AE’s pipeline.
Look at the immediate conversion rate on email and call activity. Are email engagement rate or call connect rates higher or lower than expected and than the other members of the team? If lower, maybe the rep in question is targeting his activity poorly in terms of the accounts he’s reaching out to or maybe his messaging needs improvement. If higher, maybe there are best practices that can be used across the team.
Moving down the funnel, the next question is whether those emails and calls are generating a number of initial meetings with new prospects that is in line with expectations. Because you’ve already reviewed quantity data and looked at email engagement rates and connect rates, the number of meetings scheduled is now a function of how effectively the rep is communicating the value proposition once they have a prospect engaged in order to schedule an initial meeting.
Again, if this metric is above or below expectations, the performance review should discuss the ways in which the rep is successfully or unsuccessfully communicating value.
Qualifying: Is the rep’s effort being focused in a productive direction?
This is a question of whether the AE is efficient and effective or whether he’s spending too much time on unproductive activities - either because he is working deals that he never properly qualified or because he takes an overly optimistic approach to his pipeline and continues to chase deals that should have been Closed Lost.
To answer this question, you might look at efficiency metrics like follow-up meeting ratio, which will indicate how effectively the rep is able to convert an initial meeting with an account into a real shot at a deal, or bookings per meeting. If the rep is inefficient because of a “happy ears” problem, it will show up as Closed Lost opportunities with multiple meetings against them, which you can see on the “back of card” data in Atrium.
A rep with a sufficient meeting volume (from the effort section at the top), who is effectively converting first meetings into follow-up meetings and efficiently translating those meetings into dollars for the business is likely a rep who is producing results in quota attainment as well.
Closing: Is the quality of bottom-of-funnel activity sufficient to turn opportunities into bookings?
Once an initial meeting has taken place, and an opportunity has been created, there are additional indicators as to the rep’s sales acumen. Obviously, in this section of the performance review, you will address bookings and quota attainment, but you also want to review the most immediate drivers of those bookings to understand why the rep hit or missed quota.
If bookings are soft, but the rep is doing the right things, as indicated above, to fill the top of the pipeline, then he will either have a lower average deal size / average selling price (“ASP”), or he will have win rates on opportunities lower than the rest of the team. A lower ASP is likely to show up in some of the precursor metrics above around targeting the right contacts at account or targeting too few contacts per account, but it may also be because the rep isn’t comfortable asking for the larger deal or is discounting too aggressively. Conversely, a high ASP can indicate strong sales acumen, but can also hide some weakness in some of the other metrics above if you restricted the performance review only to dollars booked (as in - there may have been one large deal covering underlying weakness, or if this rep did more activity, his bookings numbers would be higher - so perhaps quotas are artificially low).
Lower win rates will start showing up even before the opportunities in question are Closed Lost in precursor metrics such as a low ratio of follow-up meetings to initial meetings, indicating fewer follow-up meetings gained from the same number of initial meetings, fewer total follow up meetings, and fewer opportunities advanced down the pipeline. You can also use the opportunity conversion rate card to see where the rep is losing deals at a disproportionate rate to the rest of the team.
By robustly reviewing and then documenting the performance of each of your reps in this fashion on a cadenced basis, you can ensure that reps are performing to the top of their abilities by resolving issues, ensure that top performers are engaged and recognized, and identify poor fits quickly and work to resolve any skill or will gap, or manage them into better roles or out of the organization.
Promotions
Who does it and when?
Sales leadership identifies high performers as part of ongoing performance and staffing conversations (typically biannually in most organizations) and ensures that those performers are set up for promotions at the appropriate intervals.
What’s the format?
Your top performers want to know what they need to do to succeed and to earn their next promotion. As a manager, you owe it to them to set clear expectations around what metrics need to be hit, what the anticipated timing to a promotion looks like, and what external factors may impact that timing.
How does Atrium fit in?
Atrium allows you to set goals for each rep on your team and to see the performance of reps against one another and over time, to see who is meeting and exceeding their goals and who is continuing to improve over time. You can review performance versus goals, performance versus peers, and performance versus a rep’s own historical numbers on key metrics during your 1:1s with that rep, to make an honest assessment of whether they’re tracking towards a promotion.
Ramp Monitoring
Who does it and when?
Sales manager or sales ops manager, to track the progress of newly-hired sales reps on leading indicator KPIs.
What’s the format?
The sales manager tracks the performance of the new rep against others who have previously ramped in the same role to understand the new rep’s performance in its proper context.
How does Atrium fit in?
Atrium's ramping alerts and the ability to compare reps in ramping timeframes allow sales managers or sales ops managers to perform this analysis in a few clicks instead of needing to do complicated data manipulation.
Attrition Warning
Who does it and when?
Sales managers use this to understand whether any of the reps on his or her team are disengaged (or potentially interviewing) and at risk of departing the company.
What’s the format?
As a part of the daily alert review and 1:1s, managers should be alert for signs of degradation in “effort” metrics versus a rep’s past performance. Once aware of these issues, they can use such alerts either to work with reps on issues causing them to check out before they leave the company or, if that is unsuccessful, to start preparing a pipeline of candidates to backfill the role and force a conversation with the rep to accelerate their departure.
How does Atrium fit in?
A common pattern seen in sales reps who are planning to depart the business (either by lining up a new opportunity, or waiting to be shown the door) is a degradation in both the quantity and quality of leading indicator KPIs ahead of their departure as they start looking for other jobs and stop working new leads and opportunities.
When a single rep has multiple alerts indicating a pattern of activity that is below his or her historical average, particularly when that pattern persists over multiple weeks, that rep is at a high risk of attrition.
For example, degradation in volumes of emails sent, accounts touched, meetings, and opportunities advanced, coupled with degradation in quality metrics like days between touches on opportunities and untouched opps are all great leading indicators of potential attrition (assuming the rep isn’t on vacation!).
Typically, the longer the average sales cycle at a company, the earlier symptoms of intentional rep disengagement (“interviewing”) will present themselves as reps stop investing in early-stage leads with little chance of closing before they plan to leave the company. By monitoring these sort of metrics, managers and leaders can make sure to stay ahead of these warning signs, and take the appropriate actions.
Performance Improvement Plans
Who does it and when?
Sales manager, when creating a performance improvement plan for a struggling rep who is at risk of termination.
What’s the format?
When a rep is struggling, drafting a performance improvement plan based solely on outcomes is unlikely to help the rep improve his performance because it doesn’t coach him in what behaviors he should be doing differently. A performance plan that focuses on improving the leading indicators of sales quality is much more effective in creating a plan that sets the rep up to exit the plan successfully and remediate poor selling behavior. Here is a template that you can use.
How does Atrium fit in?
Atrium can provide information about some of the leading indicators of sales quality, which can be used to identify specific actions a rep can take to improve sales performance as part of the requirements of a performance plan and also to track that improvement throughout the duration of the PIP.
The questions around sales performance below are the same as those in the Performance Review section of this document, which is intentional, as Performance Reviews should give a robust evaluation of all aspects of a rep’s performance. Under no circumstances should the contents of a PIP come as a surprise to a rep.
Effort: Is the rep demonstrating that he’s trying to do the right things?
First, confirm that there is not an issue with the quantity of selling activities that rep is performing. Is he sending a number of emails and making a number of calls that is in line with the rest of the team and with the performance standards set by you as the manager? Is he touching a sufficient quantity of accounts? If the answer to either of those questions is no, then the first thing the rep needs to prove is that he is willing to increase his level of effort immediately.
In the Performance Improvement Plan, this might appear in requirements such as:
“Increase number of unique prospect accounts touched per week from x [where the rep is today] to y [the expectation for your sales team] beginning on the week of xx/xx/xxxx and continuing for the duration of the Performance Improvement period. This only includes those accounts on the Target Account List as agreed with [Manager].”
Then, look across other effort metrics beyond just those quantity indicators. Does the rep have any untouched new business or existing business opportunities in his pipeline? Is his average days between touches on his open opportunities in line with the rest of the team and with the standards set by you as his manager? Is he reaching out to a number of contacts at each account touched that is consistent with your expectations and sales approach?
Again, if there are any issues or areas of concern with these metrics, they should appear in the PIP with documentation of where the rep is today, what the performance standard is, when he is expected to reach that standard by, and the expectation that the higher level of performance should be maintained over time.
Because these kinds of metrics are solely within the control of the rep, the timeframe to improve should be immediate if the sales rep wants to up-level his performance and successfully exit the PIP.
Capturing Prospect Interest: Is the quality of top-of-funnel activity sufficient to convert prospecting work to opportunities that reach the middle of the sales funnel?
For an SDR or for an AE doing some portion of his own prospecting, if he is putting in the effort, per the questions above, the next question is whether that effort is effectively filling the top of the AE’s pipeline.
If email and call volume are sufficient, look next to the immediate conversion rate on that activity. If email engagement rate or call connect rates are lower than expected and than the other members of the team, maybe the rep in question is targeting his activity poorly in terms of the accounts he’s reaching out to or maybe his messaging needs improvement. This may read something like:
“[Rep] will BCC [Manager] on external email communications for the next week to give [Manager] the opportunity to review messaging. [Manager] will provide detailed feedback on email messaging by [date] and ongoing feedback in weekly 1:1s. [Rep] is expected to increase email response rate from x to y, while still targeting the same caliber of accounts, by [date] and maintain that response rate for the duration of the PIP.”
As in this example where messaging is the issue, the Performance Improvement Plan will include a requirement to increase email response rate but also a commitment from you as the manager to provide coaching on better messaging or templates of more appropriate messages with guidance as to why those are preferable.
Moving down the funnel, the next question is whether those emails and calls are generating a number of initial meetings with new prospects that is in line with expectations. Because you’ve already reviewed quantity data and looked at email response rates and connect rates, the number of meetings scheduled is now a function of how effectively the rep is communicating the value proposition once they have a prospect engaged in order to schedule an initial meeting. Again, if this metric is below expectations, the PIP should include clear documentation of current state and expected future state, as well as a commitment from the manager to provide detailed feedback on communicating value.
Qualifying: Is the rep’s effort being focused in a productive direction?
Another reason an AE might be struggling to reach quota is if he is spending too much time on unproductive activities - either because he is working deals that he never properly qualified or because he takes an overly optimistic approach to his pipeline and continues to chase deals that should have been Closed Lost.
This will show up in efficiency metrics like bookings per meeting. If the issue is the second one from above - the “happy ears” problem - it will show up as Closed Lost opportunities with multiple meetings against them, which you can see on the “back of card” data in Atrium.
The PIP requirement for this kind of issue will be a combination of quantitative and qualitative outcomes. It may involve the manager joining the rep on some of his calls and have a follow-up conversation about how well that prospect, and that specific individual at the account, matches the Ideal Customer Profile or whether the rep believes the deal is worth pursuing or the entry criteria for the next opportunity stage have been met, with the Manager documenting detailed feedback about the accuracy of the rep’s assessment. It may also include quantitative criteria, such as a maximum number of deals that go to Closed Lost with more than one meeting.
Closing: Is the quality of bottom-of-funnel activity sufficient to turn opportunities into bookings?
Once an initial meeting has taken place, and an opportunity has been created, there are additional indicators that the problem the rep is struggling with is related to a lack of sales acumen. This will show up in a number of places, and if effort metrics are high, is generally an indicator of an opportunity for much more hands-on management and coaching as a way to develop the rep such that he can successfully exit the PIP.
If Bookings are soft, but the rep is doing the right things, as indicated above, to fill the top of the pipeline, then he will either have a lower average deal size / average selling price (“ASP”), or he will have win rates on opportunities lower than the rest of the team. A lower ASP is likely to show up in some of the precursor metrics above around targeting the right contacts at each account or targeting too few contacts per account, but it may also be because the rep isn’t comfortable asking for the larger deal or is discounting too aggressively.
Lower win rates will show up before opportunities are closed in metrics such as a low ratio of follow-up meetings to initial meetings, indicating fewer follow-up meetings gained from the same number of initial meetings, fewer total follow up meetings, and fewer opportunities advanced down the pipeline, and will also be seen as a lower conversion rate at a specific stage or stages of the sales funnel. Because these metrics will start to show improvement sooner than win rate and bookings will, these metrics can be included as part of the PIP to indicate that the focused coaching and feedback the rep is receiving is translating into results earlier in the PIP process.
This issue, written as part of a PIP, may result in something like:
“By the end of the PIP, [Rep] should increase win rate on closed opportunities from x% to y%. Progress between now and the end of the PIP will be tracked on the following metrics:
For each initial meeting held, at least x follow-up meetings should be generated, for a target ratio of y:z of initial meetings to follow-up meetings.
The total number of follow-up meeting should reach at least x by the third week of the PIP and should stay at that level for the duration of the PIP.
Beginning in the third week of the PIP, at least x% of the opportunities owned by [Rep] should meet the entry criteria to advance to the next stage of the sales funnel, which should result in y total opportunities advancing each [week/month] (depending on your own pipeline velocity).
To support this goal, [Manager] will join at least x sales calls with open opportunities each week and will provide [Rep] with coaching and detailed feedback after those calls.”
Putting it all together
All of the above should be thoroughly documented and shared with your internal HR or Employee Relations team, then shared with the rep.
The final document should also include well laid-out expectations around frequency of feedback and check-ins to evaluate improvement and whether the terms of the plan are being met. It should also include guidance around what happens if the terms of the PIP are not met (i.e., In that scenario, is the last day of the PIP the rep’s last day with the company? Is the rep guaranteed the full length of the PIP to improve, or will he be terminated earlier if intermediate standards are not met? Etc.).
These should be worked out in advance as part of a broader company approach and explained to the rep at the time that the PIP begins.