Quota relief is a reduction in a rep's target granted after the period has started, to account for something outside their control: a territory reassignment, a long medical leave, a product pulled from sale, or accounts moved to another team. The rep's attainment is then measured against the revised number.
Something happened that the rep did not cause. That is the entire test, and it is harder to apply than it sounds, because half the candidates for relief are ordinary selling conditions wearing an excuse. A competitor cutting price is the market. A product being withdrawn from sale by your own company is not. A rep on parental leave for four months cannot sell for four months. A rep who spent four months on a deal that fell over has had a bad quarter, which the plan already handles by paying them less. Companies that grant relief for the second kind end up granting it constantly, because every quarter contains a reason.
Sizing it is the part that gets skipped. The defensible method is to remove the planned production attached to whatever was taken away: the pipeline in the moved accounts, the target months of the leave, the forecast for the discontinued product. The indefensible method is to pick a round number that makes the rep's attainment look reasonable, which is common and is how a $900,000 quota quietly becomes $700,000 for everyone who asks. Relief granted by negotiation rather than by arithmetic teaches the team that asking works, and the reps who ask are rarely the ones with the strongest case.
Write down the reason, the amount, the method and the date, on the plan record rather than in an email thread. Two things depend on it later. The rep's attainment history feeds next year's quota, and an unexplained reduction distorts it permanently. And if two reps in similar circumstances get different answers, the record is what shows whether the difference was reasoned or arbitrary.
A rep carries a $900,000 annual quota. In July, three enterprise accounts move to a new team that did not exist when quotas were set. Those accounts held $150,000 of planned production for the rest of the year.
Fifteen points of attainment, from an event the rep had no part in. On a plan whose accelerator starts at 90%, that is the difference between the base rate and the accelerated one on the last slice of the year.
The manager approves the reduction, the rep is told their number is now $750,000, and the commission system carries on calculating against $900,000 because nobody changed it there. The rep sees 76.7% on their statement, believes they missed an accelerator they actually earned, and opens a dispute that takes three people two days to unpick. Quota relief has to land in the system that does the arithmetic, on a dated record, or it is a conversation rather than a decision.
The long form lives in the guides: Setting sales quotas.
Commish pays quota relief the way your plan describes it, shows the arithmetic on every line, and traces each payment back to the deal that earned it.