Free roofing operations tool
A sales rep performance scorecard that shows why a rep is winning or slipping
Every manager knows their team's revenue number. Almost none can tell you which activity is dragging a specific rep down — and that gap is where coaching dies. A rep misses target, the conversation defaults to “sell more,” and nothing changes. This free sales rep performance scorecard generator fixes that: it builds the KPIs, tiered benchmarks, and scorecard examples that tell you the cause, not just the outcome.
Pick your sales model, team size, and review cadence and it returns a model-specific scorecard with Below / Meets / Top benchmarks — so you can spot the rep who needs a ride-along this week, not after the month is already lost.
Created by Tim Nussbeck — founder of GhostRep, 20+ years in home improvement sales and operations, 1,000+ reps trained.
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Free to use. Calibrate the benchmarks to your own top performer's numbers in your own territory before you hold a rep to them.
What a scorecard tells you that revenue doesn't
Revenue is the score. It is not the game film. The difference between a rep who is slipping and one who is improving is often invisible in the revenue line until the month is already gone — and by then the behavior that caused it happened three or four weeks ago. A scorecard exists to make the cause visible while you can still do something about it.
The whole trick is separating leading indicators (behavior you can coach today) from lagging ones (results you find out about later). You can't fix a close rate directly. You can fix the rep running fewer adjuster meetings or skipping follow-ups — and the close rate follows.
Leading · coach today
- Doors knocked / calls made
- Inspections & appointments set
- Adjuster meetings booked
- Follow-up attempts on stalled deals
Lagging · set goals against
- Close rate
- Average job value
- Revenue per rep
- Proposal-to-contract time
A sales rep scorecard example
Here's one rep's week. The tiers do the work — at a glance you can see Marcus is crushing the activity but leaking at the table, which tells you exactly what to coach.
That's the point of a scorecard example: the number alone says “below target,” but the tiers next to the activity metrics tell you it's a closing problem, not an effort problem.
Tiered benchmarks beat a pass/fail target
A single target makes a binary world — you hit it or you didn't, and the rep one point under gets the same conversation as the rep half a mile back. Three tiers give every rep a realistic next goal and give you a coaching move calibrated to where they actually are.
Set benchmarks you can actually defend
Two ways managers blow the benchmarks. First, they pull a number off the internet — a national close-rate average from a different market, lead source, and season — and hold their team to it. Don't. The only benchmark that coaches anyone is your own top performer's historical numbers in your ownterritory. That's the bar, and it's already proven achievable because someone on your team hits it.
Second, they hold a brand-new rep to a veteran's number and then act surprised when the rep quits. Use a ramp instead, written down before day one so the expectation is mutual:
A ramp gives a new rep a real shot at early success without letting weak performance hide behind “I just started.” Turn those targets into weekly checkpoints with the sales onboarding plan. For reps who are past the ramp and still off the board, use the PIP builder.
The metrics change by sales model
Forcing one scorecard onto every model is how you end up coaching reps on problems they don't have. Keep the core five, then add the one leading metric that controls revenue for your motion.
This activity-versus-outcome split is not unique to this template. Salesforce's sales-performance guidance likewise separates activity measures from outcome measures so managers can connect daily behavior to the result it produces. Use that framework, then calibrate the actual targets to your own sales model.
What makes a scorecard useless
The scorecard only earns its keep in the one-on-one. Run it as the agenda for every weekly review — actuals against targets, the biggest gap, one action — and pair it with the 1-on-1 script so it stays coaching, not a numbers reading.
Frequently asked questions
What should be on a sales rep performance scorecard?
Five to seven numbers, no more: two or three activity metrics (doors or calls, inspections set, follow-up attempts), two or three conversion metrics (close rate, proposal-to-contract, average job value), and one coaching focus for the week. Insurance restoration reps add adjuster-meeting rate and supplement approval — those two often swing 15–30% of a job’s value. The test is simple: if a rep can’t recite their own numbers from memory on a Wednesday, the scorecard has too many metrics.
What is a good close rate for a home improvement sales rep?
It depends on the model. For roofing insurance restoration, 50–60% on inspections run is solid and top reps push past 70%. For retail roofing, solar, or HVAC, 30–40% on quoted proposals is normal. But the only benchmark that actually coaches a rep is your own top performer’s number in your own territory — a national average from a different market and lead source will set the wrong target every time.
Should I track activity KPIs or results KPIs?
Both — but you coach on activity. A falling close rate is a symptom you can’t fix directly. What you can fix is the behavior under it: the rep running fewer adjuster meetings, skipping follow-ups, or not booking second visits. Track results to set the goal; track activity to change what happens tomorrow. A scorecard that’s all revenue is game film with no playbook.
How many KPIs is too many for a rep scorecard?
Past 8–10 and reps stop internalizing any of them. Keep the rep-facing scorecard to five to seven that directly predict revenue and put every diagnostic metric on the manager’s dashboard, where it belongs. A 15-metric scorecard isn’t thorough — it’s a data dump reps will quietly ignore within two months.
How do I use the scorecard in a meeting?
Individually, before the group meeting — never in front of the team. In the one-on-one, find the single metric furthest from target, diagnose the root cause together, and agree on one specific action before the next review. In the team meeting, share aggregate trends and name top performers out loud. Individual gaps are a private conversation; public ones just breed resentment.
How is this different from a hiring or candidate scorecard?
A candidate worksheet organizes job-related interview evidence for authorized human review. This is a performance scorecard for reps you already employ — the weekly KPIs that show what to coach. The two records serve different stages and should not be blended.