英文部分不知道属于杂志、图书还是期刊等，没法改，请作者修改[1]安吉斯·索特纳斯.激励销售员不能只靠钱[G].哈佛商业评论,2015-4：74-76.[2]道格·郑.销售团队激励新法则[G].哈佛商业评论,2015-4：50-56.[3]国家统计局,中国统计年鉴2021,http://www.stats.gov.cn/tjsj/ndsj/2021/indexch.htm[4]马克·多诺罗.销售绩效与薪酬奖励体系设计全书[M].北京:中国人民大学出版社,2018.[5]马克·罗贝热.巧用佣金配合战略[G].哈佛商业评论,2015-4：66-71.[6]V.库马尔,沙朗·桑德,罗伯特·雷昂内.谁是真的明星销售[G].哈佛商业评论,2015-4：58-64.[7]奚恺元.别做正常的傻瓜[M].北京:机械工业出版社,2006.[8]AdamVasquezandHeatherWadlinger,“MillennialB2Breport”,Merit,2016.[9]AndrisA.Zoltners,ParbhakantSinhaandSallyE.Lorimer,“Breakingthesalesforceincentiveaddiction:abalancedapproachtosalesforceeffectiveness”,JournalofPersonalSelling&SalesManagement,32(2),p171–186,2012.[10]AndrisA.Zoltners,ParbhakantSinhaandSallyE.Lorimer,TheCompleteGuidetoSalesForceIncentiveCompensation:HowtoDesignandImplementPlansThatWork,NewYork:AMACOM,2006.[11]ArnauBages-Amat,LizHarrison,DennisSpilleckeandJenniferStanley,“TheseeightchartsshowhowCOVID-19haschangedB2Bsalesforever”,McKinsey,2020.[12]CraigRileyandShayneJackson,“Virtualselling’slong-termimpactonfieldsalesDeployments”,Gartner,2021.[13]DavidJ.Cichelli,CompensatingtheSalesForce,APracticalGuidetoDesigningWinningSalesRewardPrograms,3rdEdition,NewYork:McGrawHill,2017.[14]DougJ.Chung,ByungyeonKimandNiladriB.Syam,APracticalApproachtoSalesCompensation:WhatDoWeKnowNow?WhatShouldWeKnowintheFuture?Hanover,MA:NowPublishers,2020.[15]DougJ.Chung,ThomasSteenburghandK.Sudhir,“DoBonusesEnhanceSalesProductivity?ADynamicStructuralAnalysisofBonus-BasedCompensationPlans”,MarketingScience33(2),March–April,p165–187,2014.[16]Forrester,“Theriseofrevenueoperations”,Forrester,2021.[17]GabeLarsen,“Thestateofsalesdevelopment”,https://www.slideshare.net/GabeLarsen/state-of-sales-development-2017,2017[18]HomayounHatami,IsabelHuber,VinayMurthyandCandaceLunPlotkin,“Salesincentivesthatboostgrowth”,https://www.mckinsey.com/business-functions/growth-marketing-and-sales/our-insights/sales-incentives-that-boost-growth,2018.[19]HomayounHatami,MariaValdiviesoandThomasBaumgartner,“WhysalespeopleneedtoDevelopmachineintelligence”,https://hbr.org/2016/06/why-salespeople-need-to-develop-machine-intelligence,2016.[20]IncentiveResearchFoundation,"Establishingtheintangible,non-financialvalueofawardsprograms”,2018.[21]JasonJordanandMichelleVazzana,CrackingtheSalesManagementCode:TheSecretstoMeasuringandManagingSalesPerformance,NewYork:McGrawHill,2011.[22]JasonJordanandRobertKelly,“Companieswithaformalsalesprocessgeneratemorerevenue”,https://hbr.org/2015/01/companies-with-a-formal-sales-process-generate-more-revenue,2015.[23]JeronPaul,“Data-drivencommissions:theeasiestwaytogrowyourcompanysalesby20%”,https://spiff.com/blog/data-driven-commissions-the-easiest-way-to-grow-your-companys-sales-by-20/[24]KronFerry,“The2021buyerpreferencesstudy:reconnectingwithbuyers”,2021.[25]LanceBergerandDorothyBerger,TheCompensationHandbook.AState-of-the-ArtGuidetoCompensationStrategyandDesign,6thEdition,NewYork:McGraw-Hill,2015.[26]LisaDonchak,JuliaMcClatchyandJenniferStanley,“ThefutureofB2Bsalesishybrid”,https://www.mckinsey.com/business-functions/growth-marketing-and-sales/our-insights/the-future-of-b2b-sales-is-hybrid?cid=eml-web,2022.[27]MikeSchultz,DaveShaby,andAndySpringer,“VirtualSellingSkills&Challenges:BuyersShareWhereSellersAreSucceeding&Failing”,RAINGroup,2020.[28]ModernSaleProsandConcert,“Howtocreatebettercompplansin2021”,2021.[29]RachelDiebner,ElizabethSilliman,KellyUngermanandMaxenceVancauwenberghe,“Adaptingcustomerexperienceinthetimeofcoronavirus”,https://www.mckinsey.com/business-functions/growth-marketing-and-sales/our-insights/adapting-customer-experience-in-the-time-of-coronavirus,2020.[30]SalesExecutiveCouncil,“Shiftingtheperformancecurve:exportinghigh-performancesalesdisciplinestothecore”,2003.[31]Salesforce,“Why79%OfSalesProsSaySuccessIsMorethanClosingtheDeal”,https://www.salesforce.com/news/stories/future-of-sales-research-2022/,2022.[32]Salesforce,“StateoftheConnectedCustomer”,2020.[33]SalesManagementAssociation,“Managingsalescompensation”,2018.[34]SalesManagementAssociation,“Performancemeasurementtrendsinsalesorganizations”,2020.[35]SalesManagementAssociation,“Salesplanningpractices”,2022.[36]SalesManagementAssociation,“Salesorganizations’totalcompensationpractices”,2019.[37]StephanieMialki,“60SoftwareAutomationStatisticsEveryDigitalAdvertiserMustKeepinMindforTheirCampaigns”,https://instapage.com/blog/automation-statistics,2021.[38]SteveHerz,“3keystochangingsalescompensationplansduringcoronavirusdisruptionandeconomicuncertainty”,Gartner,2021.[39]ThomasSteenburghandMichaelAhearne,“Motivatingsalespeople:whatreallyworks”,HarvardBusinessReview,July–August,p70-75,2012.[40]Worldatwork,CertifiedSalesCompensationProfessional(CSCP)®bodyofknowledge,https://worldatwork.org/certification/certified-sales-compensation-professional-cscp/[41]Worldatwork,“2021salescompensationprogramsandpractices”,August2021.[42]Worldatwork,“Returnonsalesexpenses”,July2021.[43]Worldatwork,“SalescompensationinaCOVID-19world”,April2020.[44]Worldatwork,TheWorldatWorkHandbookofTotalRewards:AComprehensive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在实际工作中,如果用对了人,可以说是“换人如换刀”,能够使原本停滞不前的工作很快就有进展。因此,选人、用人对于管理而言极为重要。人才是选拔出来的,只是“千里马常有,而伯乐不常有”。如今一些管理者抱怨人才难得,估计是因为他们既自认为是“伯乐”,也自认为是“千里马”。这种自以为是的人,确实选不出人才。与此同时,还要关注有些岗位无论用了什么人,都毫无起色的情形。当你在河流的下游需要不断地从河里救人的时候,要想一想是不是河流的上游出现了问题?丹·希思的《上游思维》[1]或许能给予你启发。如果有些岗位的设置本身有不妥的地方,且该岗位只有“圣人”或“精神分裂者”才能胜任,那么可以称该岗位为“寡妇岗位”,即由于设置不合理或定位存在偏差而只有具备“特殊气质”的人才能胜任的岗位。这种岗位以管理岗居多,任职时间都不长,往往是接连数任都惨遭失败。只有在坦诚的企业文化中,人才才能辈出。对于选人和用人,管理者的实事求是、至真至诚尤为重要。就如杰克·韦尔奇所说:“缺乏坦诚精神会从根本上扼杀敏锐创意、阻挠快速行动、妨碍优秀的人贡献出自己的才华。它简直是个杀手。”德鲁克曾说:“管理的本质,其实就是激发和释放每一个人的善意和潜能。”以“激发和释放每一个人的善意和潜能”这一标准来评价管理者,在人力资源的绩效管理中应该是恰当的。只是,在企业管理中,善意是有限度的,这个限度取决于企业所在区域的地域文化,以及企业想创设的文化是由什么确定的,以避免得到德鲁克的《行善的诱231效率免费：管理需要知道的常识惑》[2]中的主角的结局。关于选贤用人,有一句话被奉为经典:“爱而知其短,恨而用其长。”只是,这需要极大的气度和智慧。
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