Benefits and Compensation

Are You ‘Cost of Sales’ or ‘Cost of Labor’?

DiMisa, who is senior vice president, Sales Force Effectiveness, at Sibson Consulting, clarified the difference between the two approaches during a recent webinar sponsored by BLR® and HR Hero®.

“Cost of Sales” or “Cost of Labor” Philosophy?

Approach

Concept

Example

Market

Cost of Sales

Payouts are based on a percentage of volume or $ per unit.

“I’ll give you 6% on everything you sell.”

Market pay survey data are usually not used.

Cost of Labor

Compensation is based on what the market is paying, what you need to pay a representative in your industry.

“Sales representatives in our industry make about $65K.”

Compensation is tied to a quota/goal or to a standard industry performance benchmark.


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The table below further clarifies the different circumstances in which employers might choose cost of sales of cost of labor.

Business Stage

 

Cost of Sales

Cost of Labor

Typical Use

More for acquisition of new—higher cost of sales

Greater percentage of effort on maintaining book of business

Business Stage

Start-up businesses

Mature businesses; complex sales organizations

Sales Complexity

Lots of transactions

Relatively simple

Consultative/
relationship selling

Relatively complex
Sales Complexity

Control over Sale

Customer buys from the representative

Customer buys from the company

Pay Prominence

Pay is the primary performance measure

Pay is only measure of success

Company Support

Seller is a “lone ranger”

Sale requires significant support from the company

Relationship is with company, not rep

Other considerations:

  • Definition of the competitive labor market
  • Target pay (many don’t hit target) vs. market pay (what market is paying—an actual number)
  • Need for internal equity (comparators within company)
  • Desired dispersion between top, average, and low performers
  • The degree of uniformity across sales incentive compensation plans (no uniformity, large variance)
  • Caps and upside earnings potential (are people earning these?)
  • Sales compensation plan governance and administration

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  • $4.75 million: Hospital in Thousand Oaks, California, settles wage and hour lawsuit over miscalculated overtime pay and failing to compensate workers for missed meal and rest periods.
  • $1.15 million: Las Vegas construction company to pay in back wages to 1,060 current and former employees.
  • $976,327: New Mexico aerospace company settles with 900 employees who were routinely required to work through lunch breaks without compensation.
  • $340,400: New Jersey convenience store to pay back wages and damages for violations of overtime and recordkeeping.
  • $84,541: New York physical therapist agrees to pay 22 employees for minimum wage violations.
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