Performance management process for Plotted Developers: a review cycle for a team that works away from you
Plot sales are visible in bookings, but much of the work behind them is not. A review cycle that also covers follow-up, conduct and supervision keeps the strongest sellers honest and the quieter staff seen.
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Share your requirementsWhy performance management process matters in plotted developers
A plotted developer usually reviews people on sales alone. A top seller who misleads buyers or hoards leads is praised, while a coordinator who keeps forms straight is ignored. Supervisors on distant layouts are not reviewed at all, because nobody knows what they do.
A process for this kind of firm uses three simple lenses. For sellers: bookings, follow-up and conduct with buyers and brokers. For supervisors: layout condition, reporting and responsiveness. For the back office: accuracy and turnaround. Each lens has a few measures, a monthly conversation and a quarterly review.
How to set it up
1. Choose three measures per group
Sales: bookings, follow-ups logged, buyer feedback. Supervisors: visits done, photographs sent, issues raised. Back office: errors found, forms processed on time.
2. Hold a short monthly conversation
The team leader meets each person for fifteen minutes to look at the log, the measures and one thing to improve.
3. Collect buyer and broker feedback
Ask a few buyers and brokers a simple question after a visit. Note comments on honesty and clarity.
4. Review conduct as well as numbers
Record cases of over-promising or hoarding leads and treat them seriously in the quarterly review. Link to the grievance process for serious matters.
5. Hold a quarterly review
Meet with the owner or sales head, rate each against the measures, and agree one aim for the next quarter.
Check these first
Before changing anything, find out what is true today. These take an afternoon and use your own records.
- Ask a supervisor when he last received feedback on his work.
- See whether any recent review mentioned conduct with buyers.
- Compare the review rating of your top seller and your top coordinator and ask whether it is fair.
- Check that reviews are held for all, not only the sellers.
GullyHR can do this with you. Read how we approach performance management process in general, or share your requirements and we will tell you where to start.
Questions owners ask
Not if it is a fifteen minute talk a month and a short form each quarter. The point is regular feedback, not paperwork.
Use visits made, photographs sent, problems raised in time and a check by a colleague once a quarter. Do not judge him only on whether nothing went wrong.
Where practical, yes, but keep the sales incentive separate from the conduct review. A seller who breaks the code should face consequences whatever the number.