Knowledge base · people

A rep's comp plan: making it pay to do what you need

in short

A working scheme has three parts: a modest base, commission on personal sales, and bonuses for the behaviour you want to see. The proportion has to leave the variable part bigger than the base, because a rep on a high salary relaxes. On one of our projects the scheme looked like this: a $200 base, 5% of personal sales, bonuses of $30-70 for specific metrics. At a $2000 deal size a single deal earned the rep $100, and the average bonus came out at $400-1100.

Three parts, and what each one does

  • Base. Covers the person's basic costs so they are not thinking about survival. No more than that.
  • Commission on personal sales. Ties the rep's income directly to money in your bank.
  • Bonuses for specific metrics. These steer behaviour: response speed, touch count, a filled-in CRM, work on the base.

The first part gives calm, the second gives hunger, the third gives direction. Remove any one of them and the scheme stops working: with no base people leave, with no commission they stop pushing, with no bonuses they only do what brings quick money.

The proportions

under halfthe base as a share of expected income
5%typical commission on personal sales
3-5metrics in the bonus part, no more
×2-3how much more a strong rep should earn than a weak one

That last figure is your stress test. If a strong rep and a weak rep take home something similar, the scheme does not work, whatever it says on paper.

Metrics worth putting in the bonus

  • first response time, the median for the week
  • the share of conversations where price was quoted
  • touches on stalled threads
  • how completely the required CRM fields are filled in
  • instalments collected, if you offer payment in parts
That last item gets forgotten a lot. Selling for $2000 is easy, collecting the second part of the payment is a separate job. If nobody is paid for it, nobody does it, and up to 40% of profit hangs in the air.

The usual mistakes

  1. A high base. The rep lives on it and stops fighting for deals.
  2. Commission on team revenue rather than personal sales. The strong carry the weak, and the weak take their time.
  3. Ten metrics in the bonus. The rep cannot hold them in their head, so they do not steer by them.
  4. A scheme that changes every month. People stop believing it and work to the old one.
  5. A bonus for leads rather than payments. You get leads.

How to test your own scheme in half an hour

  1. Work out what a rep earns on plan and what they earn at half of plan. If the gap is less than double, the scheme is weak.
  2. Ask a rep what they get their bonus for. If they cannot list the items, there are too many metrics.
  3. Check whether there is money in the scheme for whatever you have been asking people to do lately. If there is not, it will not get done.

Questions people ask

What base salary should a sales rep have?

Less than half of expected income. The base covers basic costs, the rest the person earns on commission and bonuses.

How many metrics should go in the bonus part?

Three to five. More than that a rep cannot hold in their head, so they do not steer by them.

Should I pay commission on the whole team's revenue?

No, on personal sales. A shared percentage holds the strong back and covers for the weak.

Should I pay for collecting instalments?

Yes, if you offer instalments or split payments. With no separate reward nobody does that work, and part of the profit never reaches the bank.

Sources: our own sales-team build plan; the High-Ticket Zoom sales case (8 reps with no relevant background, 30-day onboarding, 15% conversion, deal size $1111-1998); lead response speed (Harvard Business Review, Lead Response Management Study, 2025-2026 roundup); deal cycle and touches per closed deal (Gartner B2B Sales Benchmark, 939 companies, 2025); field sales productivity (RepMove, 2025). Market figures are averages, mostly non-Ukrainian. Project figures are Double Sales' own measurements on 2026 engagements.
if you need this done in your company

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