Measure Sales, Service and Control Roles on What Each Is Really There to Do
Set goals, reviews and ratings that fit a financial services business where volume is easy to count and quality is easy to overlook. Our performance management services help banks, NBFCs, insurers and advisory firms build role-wise scorecards, review rhythms and calibration, so a rating can be explained and a target does not push people toward mis-selling. You decide the weights, and we help you apply them.
Not sure what you need? Tell us about your business in six short steps and we will come to the first meeting prepared.
Share your requirementsThe starting point
Does Your Scorecard Reward the Right Behaviour?
A target is the loudest signal in a financial business, and a scorecard made only of targets rewards whatever is quickest to book. Control staff are judged like sales staff, service teams have no scorecard at all and ratings are argued about once a year with no record of the conversations that preceded them.
We help you build a framework in which each role is judged on its own work.
You may be experiencing:
- Relationship managers and sales officers rated on volume alone, with nothing on the quality or suitability of what was sold.
- Service, operations and control staff measured against sales-style targets that do not fit their roles.
- Collections executives rated on the amount recovered, with no view of complaints or the way recovery was carried out.
- Targets set from the top and cascaded to branches without regard for each branch's catchment.
- Reviews held only at year end, so a person learns of a problem after it has cost a bonus.
- Ratings that vary from one regional head to another for similar results.
- Underperformance handled by a conversation nobody wrote down.
What we can help with
Our Performance Management Services for BFSI Businesses
Role-Wise Scorecards
Define goals for each role family: sales, service, operations, credit, risk, compliance and collections, with a sensible spread between volume, quality, process and conduct.
Target Cascade
Build the path from the business target to the branch, team and individual, adjusting for catchment, vacancy, tenure and product.
Quality and Conduct Measures
Add measures such as complaint handling, documentation quality, audit observations or cancellations, so the scorecard shows how business was done as well as how much.
Review Rhythm
Set a cadence of monthly check-ins, a mid-year review and a year-end review, each with a format and a written record.
Manager Feedback Skills
Equip branch managers and team leaders with a short structure for a feedback conversation, including how to discuss a miss without turning it into a verdict.
Rating and Calibration
Define the rating scale and run a calibration across branches and regions, so similar results receive similar ratings.
Improvement Plans
Provide a plan template with specific gaps, support, dates and a review, and a path for recommending a person's exit where improvement does not follow.
Link to Pay and Progression
Show how ratings feed into increments, incentives and promotion decisions, and who signs off each link.
The deliverables
A Framework Managers Can Use
Depending on scope, the work can deliver:
- Scorecards by role family with weights and measures.
- A cascade from business target to individual goals.
- Quality and conduct indicators for sales and collections roles.
- A review calendar with formats for each point.
- A feedback guide for branch managers.
- A rating scale and calibration method.
- An improvement plan template and decision path.
- A summary of how ratings link to pay and progression.
Step by step
How We Work
Review Current Practice
We read your scorecards, review forms and a sample of completed reviews, and talk to branch and regional managers.
Define What Each Role Owns
With the business heads we settle the few goals for each role family, and which ones carry the largest weights.
Design Cadence and Calibration
We set the rhythm of reviews and the method to compare ratings across branches.
Train and Pilot
We brief managers and run the cycle in a pilot region, collecting what worked.
Review the Cycle
We help you read the first cycle's results. Before work starts we record where you stand, and we report against that baseline.
The difference
Ratings You Can Explain
A clearer framework helps you:
We do not promise outcomes. We record a baseline before work starts, covering the share of reviews completed on time, rating spread by region, goals set per role and cancellations or complaints by seller, and report against it, so you can see what changed and what did not.
- Judge each role by measures that fit its work.
- Balance volume with quality and conduct.
- Set branch targets that allow for catchment and vacancy.
- Give feedback during the year, not only at its end.
- Compare ratings across regions with confidence.
- Handle underperformance with a written plan.
Find your fit
Who This Service Is For
Banks and Branch Networks
Build scorecards that separate sales, service and control roles within the same branch.
NBFCs and Microfinance Companies
Balance disbursement and collection goals for field staff against portfolio quality.
Insurance Companies and Agencies
Balance new business with renewals and the lapse or cancellation pattern of each seller.
FinTech Companies
Move from a small team's informal feedback to a role-based framework as headcount grows.
Advisory and Wealth Firms
Include client suitability and documentation alongside revenue for advisers and relationship managers.
How it usually shows up in banking, financial services and insurance
A sales-led business tends to measure what is sold and miss how it was sold. Volume decides the rating because it is the easy number, and the quality of the sale does not appear on the form. Sales that are cancelled in the first months often still count toward the officer's score. Complaints and compliance breaches are handled in a separate process and do not reach the performance review. Credit and operations staff measured on speed alone are pushed to cut corners.
Common challenges
Where it goes wrong in banking, financial services and insurance
Volume decides the rating
The number sold is the easy measure, and the quality of the sale does not appear on the form.
Early cancellations are not counted
A sale that is reversed in the first months still counts toward the officer's score.
Conduct is a separate process
Complaints and compliance breaches are handled elsewhere and do not meet the performance review.
Support roles are reviewed by volume too
Credit and operations staff are measured by speed, which pushes them to cut corners.
A better process
What a working version looks like
- 01
Balance sales with quality
Pair volume with persistency, complaint rates and checks on how the sale was explained. The performance management process provides the form.
- 02
Count only sales that hold
Treat sales that are cancelled or lapse early as not sold, for rating and incentive.
- 03
Bring conduct into the review
Complaints, audit findings and compliance breaches are reviewed with the officer's results.
- 04
Review support roles on accuracy and timeliness
Credit and operations measured on errors and turnaround together. Set the measure so a clerk who catches an error is rated higher than one who clears a queue by ignoring it.
What to check this week
- Check whether the review form has a place for early cancellations.
- Find out whether complaints are discussed in a performance review.
- Compare the ratings of your top sellers with their complaint and cancellation rates.
- Ask a credit analyst what he is measured on and whether accuracy is part of it.
- Look at the last year's top performers and see whether any had conduct issues.
Confirm with a qualified professional. What applies depends on your establishment, your state and your sector, and it changes. This page describes a practice; it does not state a legal position.
What this looks like in banking, financial services and insurance
The parts of performance management that are specific to this sector, rather than general.
Performance by Role
Sales, service and control measured differently.
What this coversHide
Performance by Role
Sales, service and control measured differently.
What this coversHideSales and collections
- Business sourced
- Conversion
- Policy renewal or repayment
- Collection efficiency
- Customer complaints
- Activity metrics
- Attendance
Operations and service
- Turnaround time
- Accuracy and error rate
- Audit findings
- Customer service scores
- Process adherence
- Training completion
BFSI HR Dashboard
Headcount, productivity and risk in one place.
What this coversHide
BFSI HR Dashboard
Headcount, productivity and risk in one place.
What this coversHide- Headcount by branch and role
- On-roll vs off-roll
- Open positions and ageing
- Time to hire
- Verification pending
- Certification expiry
- Attendance
- Attrition by branch and vintage
- Incentive payout
- Conduct cases
- Employee cost
- Training completion
Questions on this, in banking, financial services and insurance
Pair each volume target with a quality or conduct measure, such as cancellations, complaints or documentation checks, and make sure a serious conduct breach affects the rating regardless of volume. The balance is your decision; we help you set it out.
Yes, with goals that fit their work, such as the timeliness of reviews, the closure of observations and the quality of reports. They should not be set sales targets, and their reporting line should remain independent.
Monthly check-ins keep goals alive, a mid-year review catches problems early and a year-end review settles the rating. Sales roles may need a more frequent look at activity, so we agree the rhythm with you.
A meeting in which managers compare ratings for similar roles and results, and adjust where they differ without good reason. It does not replace a manager's judgement but makes it consistent across branches.
It can feed the qualifying conditions or the rating that adjusts the payout, but incentive mechanics are a separate matter, which we handle under compensation. Any change to pay terms should be confirmed with a qualified professional.
Goals, check-ins, review forms and approvals can be configured on the GullyHR platform or on your own system, using the formats we design with you.
Include persistency, cancellations and complaints in the measure, and review conduct findings with the results. If the form only counts volume, volume is what you will get.
Accuracy and turnaround together, with the quality of decisions reviewed over time. Speed alone pushes people to approve what should be checked.
No, they should not be counted as sales. If a sale is reversed, it was not a sale, and the incentive and the rating should reflect that.
Monthly for targets, quarterly for quality and conduct and annually for the full review. Short cycles catch problems while they are small.
Judge Each Role by What It Is There to Do
Whether you are building scorecards for the first time or repairing ratings people no longer trust, we can help you set out a framework your managers will use.
Prefer to talk first? Call +91 80958 58589 or write to hello@gullyhr.com.
Book a Performance Consultation
Tell us about your roles, your current reviews and your target cascade.
The general method — what performance management covers, the questions it answers and what an engagement produces — is the same whatever the sector, and is set out on the performance management process page. What is above is the part that differs for banking, financial services and insurance.
To run this in a system rather than on paper, see performance management software.
Other HR topics for banking, financial services and insurance
Where to start
Most engagements begin with a review of how this runs in your business today, then a written process and the sequence to implement it.
See all HR topics for banking, financial services and insurance, or another industry.