How Much Should You Pay Your Sales Force?

SalesGlobe recently published the results of its 2012 Staffing Industry Sales Force Compensation Survey, which companies can use to benchmark their sales organizations. The report specifically examined sales and recruiting roles, organization structures, and sales compensation practices. Last year staffing companies paid their sales forces more than they anticipated, by an average of 13 percent. That’s certainly good news for the sales organization, and it points to improving revenue growth for the staffing firms, as well.

The majority of companies surveyed have sales roles that focus on account management, customer acquisition, blended functions (e.g., selling recruiters), and sales management.  Among the front line sales roles measured, average base pay and incentive was highest for Major/National Account Managers (defined as someone who manages the largest accounts in the organization; responsible for retention, penetration and sometimes account acquisition).

Account Executive II roles (defined as someone who manages current customer accounts and sells to new customers; responsible for retention, penetration and new account acquisition) have second highest average incentive pay.

Some highlights from the report include:

  • Higher Actual vs. Target Compensation. Actual total compensation in 2011 was on average 13 percent higher than targeted compensation across all roles, company sizes, and product focus areas. Overall, actual base salary was approximately 3 percent higher than target salary and actual incentive was 12 percent higher than target incentive, on average.
    • Increase in Base Salary. In 2010, 43 percent of companies reported no anticipated change in base salary for 2011. However, with the strengthening economy and increased competition for staffing talent, only 28 percent actually had no salary increase in 2011. The percent of companies anticipating no base salary increase in 2012 is even less at 22 percent. Staff turnover for sales roles was 33 percent in 2011, an increase from 24 percent in 2010. Turnover for recruiting roles was less at 22 percent in 2011. Approximately one-third of the turnover is voluntary.
    • Popular Performance Measures. The most common performance measures across sales jobs are gross profit and revenue. Often, performance to these measures is recognized upon billing or collection and is predominantly paid on a monthly or quarterly basis for sales roles. Other performance measures include gross margin, placements, net operating income, and accounts receivable.
    • Use of Thresholds. There is mixed use of thresholds (minimum performance standards for incentive pay) for performance measures. 53 percent of companies do not have performance thresholds. 47 percent do have performance thresholds. These are the same results reported in 2011.
    • Increase Use of Caps.  In 2011, 79 percent of performance measures were uncapped and did not limit payouts. This past year the percent of uncapped dropped to 66 percent.

The accompanying chart outlines average actual base salary, incentive, and total compensation for the front line sales roles analyzed in the report. This overview analysis includes all company sizes. Detailed year-over-year analysis is provided for each role type in the full report.

 

2011 Average Actual Compensation for Front Line Roles

Title

ACTUAL Base Salary

ACTUAL Incentive

ACTUAL Total Compensation

Account Executive I

$45,140

$39,521

$121,699

Account Executive II

$52,898

$60,284

$109,699

Account Manager

$49,532

$31,544

$80,907

Major/National Account Manager

$101,756

$74,255

$166,876

Sales Rep I

$41,487

$8,463

$49,554

Sales Rep II

$58,190

$13,864

$74,476

Selling Recruiter

$45,177

$18,791

$75,521

Selling Branch Manager

$65,449

$54,778

$116,444

Vendor On-Site

$55,722

$21,052

$63,518

Above data is average for each compensation component. Therefore, base salary and target incentive will not always sum to target total compensation.

The study was conducted by SalesGlobe with support from Staffing Industry Analysts. The full report, available to participants only, provides detailed compensation and measure information for all the roles.

An executive summary is available for anyone interested, by emailing mdonnolo (at) salesglobe (com) com.

Mark Donnolo

Mark Donnolo
Mark Donnolo is managing partner of SalesGlobe, a sales effectiveness consulting and services firm, and the author of What Your CEO Needs to Know About Sales Compensation and The Innovative Sale. You can reach him at mdonnolo (at) salesglobe (dot) com.

Mark Donnolo

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