Sales Performance Review

This template is built for individual-contributor sales roles such as account executives, account managers, and business development representatives. It works best when a manager needs to review both results and the behaviors that produced them. If your team uses different expectations for hunters, farmers, or SDRs, you can tailor the goal and skills sections by role. It is not meant for generic employee reviews that do not track pipeline or quota.

Most teams use it on a quarterly or semiannual cadence, with a lighter check-in version monthly or mid-quarter. The right frequency depends on your sales cycle length and how often quota, pipeline, and forecast assumptions change. For longer enterprise cycles, quarterly reviews help capture deal movement without overreacting to short-term noise. For shorter-cycle teams, a monthly or quarterly cadence keeps coaching tied to current activity.

This template covers pipeline quality, forecast discipline, deal hygiene, CRM discipline, and selling skills in addition to sales goals. That helps managers separate outcome from process, which is important when a rep misses target for reasons outside their control. It also gives you a place to document customer engagement, discovery quality, follow-up, and next-step management. The result is a review that supports coaching, not just scorekeeping.

The employee should complete the self-assessment or comments section before the manager finalizes the review. That creates space for the rep to explain context, highlight wins, and flag support needed for the next cycle. The manager then adds the formal assessment and sign-off, and the employee can acknowledge receipt or add comments. If your process includes HR review, you can add that step without changing the core structure.

It encourages uniform performance criteria by asking reviewers to document the same categories for every rep in the same role. The prompts are designed to capture observable behaviors and business impact rather than vague labels. That makes it easier to support EEOC documentation expectations and reduce bias from recency or personality-based judgments. It also creates a clearer record if the review is later used in a compensation or employment decision.

Yes. You can adjust the goal section for new business, expansion, renewals, or territory coverage, and you can change the skill examples to match your sales motion. For example, a BDR review may emphasize prospecting quality and meeting-setting discipline, while an AM review may emphasize retention, expansion, and renewal management. Keep the section structure intact so every rep is still evaluated consistently. That makes comparisons easier across the team.

The biggest mistakes are vague feedback, missing examples, and recency bias. This template pushes reviewers to cite specific deals, pipeline actions, and customer interactions instead of relying on memory alone. It also helps avoid over-weighting the last few weeks of performance by separating goals, pipeline, and skills. Using the same structure for every rep makes reviews easier to compare and easier to defend.

Use CRM data to populate quota attainment, pipeline stage movement, close dates, and activity history before the review meeting. If your team uses a forecasting tool, bring in forecast category changes and deal slippage notes as supporting evidence. The template itself does not replace the CRM, but it gives you a structured place to summarize what the data means. That makes the conversation more specific and less dependent on memory.