Organizations often look to compensation plans as the primary lever for improving sales performance. Yet in many cases the underlying issues extend far beyond incentive design. Misaligned onboarding, unclear expectations for managers, and operational friction can all undermine performance even when compensation plans appear sound.

This session examines how one organization approached stalled growth by diagnosing its entire sales performance system. A mid-size residential sales company facing high early turnover and inconsistent regional results conducted a cross-functional assessment to identify where processes, incentives, and leadership expectations were working against each other.

Drawing on the perspective of both the fractional HR leader who led the diagnostic and the executive sponsor who commissioned the work, the session explores how the organization began aligning compensation design, onboarding structure, frontline management practices, and operational tools to support growth.

Attendees will leave with a practical framework for diagnosing systemic sales performance challenges and understanding how compensation fits within a broader performance strategy.