What do you do if your performance metrics in After-Sales warrant a raise?

Reach out to your supervisor or manager to schedule a meeting to discuss your performance and compensation. Be sure to choose a time that works well for both of you and allows for a focused discussion.

- Schedule a meeting: Request a meeting with your supervisor or manager to discuss your performance and compensation. - Confidently present your case: Clearly present your evidence and industry research, emphasizing your contributions and value to the company. - Be specific about what you're asking for: Clearly state what you're seeking - a specific percentage increase or a dollar amount. - Be open to negotiation: Be prepared to discuss and consider alternative options, such as additional benefits or professional development opportunities.

I would approach the situation professionally and strategically. First, I would gather concrete evidence of my contributions and achievements, such as exceeding sales targets, improving customer satisfaction ratings, reducing service turnaround times, or implementing cost-saving initiatives. Next, I would schedule a meeting with my immediate supervisor or the relevant decision-makers to discuss my performance and the value I bring to the company. During this meeting, I would present my performance metrics and achievements in a clear and organized manner, emphasizing how they align with the company's goals and objectives.

A salesperson that maintains consistent communication with a customer after the initial sale, offering selfless service or advice, or simply taking interest in the client's success will in time build enduring relationships that result in repeat orders and referrals that generate even more earning opportunities. The relationships are far more valuable than a negotiated pay raise. That is of course assuming a reasonable compensation package to begin with!

If you believe your performance metrics in After-Sales warrant a raise, it's essential to gather evidence of your achievements and contributions, such as exceeding targets or improving processes. Research industry salary benchmarks to support your request. Schedule a meeting with your supervisor to discuss your performance and compensation, presenting your case professionally and courteously. Emphasize your accomplishments, additional responsibilities, and specialized skills. Be open to feedback and follow up in writing to ensure clarity and alignment moving forward. Remember, negotiating a raise takes time and patience, so continue to demonstrate your value to the organization.

To Record Success: Have a plan and goals. Define the strategies and objectives within your organization that will help you achieve them. Use references and KBI's to help build your personnel brand as well as the solutions you sell

Ensure you have the right skills and have had previous successes that warrant the discussion. It may be smart to consider asking for a raise after completing a successful project or receiving positive performance feedback.

Collect Data: review metrics like customer satisfaction, resolution times, and upsell rates. Highlight Achievements: Showcase specific successes that have enhanced efficiency or revenue. Impact: Use numbers to demonstrate your contributions tangible benefits. Market Value: Compare your role to industry standards to justify salary expectations. Pitch: Craft a clear argument emphasizing your value. Meeting: Request a discussion with your supervisor to present your case respectfully.

A manager's job is to take care of his team. The performer should be treated separately. A different plan should be worked out for the performer. More training, more interaction, higher support and motivation, accolades and praises regularly, opportunity to train other team members, rewards and recognition and finally periodic hikes. What you sow, so shall you reap. If you can not value your performer, would you like him to go to your competitor. Performer is a resource who is enhancing values of business for the Company. The Company must reciprocate him suitably and in-time. Retaining him is not easy and the manager should take this seriously. By doing all this, the manager should drive the performer, not the other way round.

Actually I disagree with most of this. As a business you are only as strong as your weakest player. If you don't see the value in your employee then you either need to invest in more training for them, or yourself to be able to bring out the value in all of your team. If someone doesn't want to learn, and doesn't fit the dynamic of your business, it is possible that you can help them find a role more suited to whatever skill set you see them have strength in. Your lowest paid employee should be worth what you would pay yourself in the position they have. Let's quit justifying the way things have been being done and start treating everyone like family and that they mean something to our businesses cause without them you don't have one.