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By Ram Raghavan M.S, MBA, PhD, FIETE, FFISP
Salespeople’s wellbeing and performance are closely related. The impact of wellbeing on salespeople directly affects their performance, motivation, and overall job satisfaction. A salesperson’s performance can be negatively affected if their wellbeing is not prioritised, and a focus on wellbeing can help to improve their performance.
Here are some ways in which salespeople’s wellbeing can impact their performance:
The boundary between personal and professional life has blurred and with “working from home” becoming the norm, salespeople struggle to engage with work as they are unable to disengage from their life problems. This adds enormous strain on their wellbeing which then impacts their performance creating a virtuous cycle of doom.
Companies on an average spend £1350 per employee on wellbeing initiatives in the UK. However, a survey conducted by Deloitte found that while 85% of companies offer wellbeing programs, only 60% of employees are aware of them. Of those who are aware of the programs, only 40% participate. Whilst many organisations offer wellbeing initiatives, the bulk of programs focus on physical, a bit of mental and in the recent past on financial wellbeing. It is also not surprising to note that the wellbeing marketplace is crowded.
Even though companies talk a lot about wellbeing, it still is seen more as a benefit that an employer has to provide and is very rarely seen as a strategic priority. However, there is a slow but steady shift and wellbeing is becoming part of the organisation’s strategy and is seen as the responsibility of every leader/manager rather than an HR responsibility.
Employers do support the wellbeing of their salespeople by providing resources such as mental health support, wellness programs, and flexible working arrangements. Post Covid organisations have been spending a lot of money on wellbeing initiatives like these. However, they struggle to demonstrate the impact of investing in these wellbeing challenges and how that has improved performance. Sales leaders are realising that it is not about increasing the size of the wellbeing budget but about spending it on initiatives that salespeople want to achieve maximum impact.
The market for wellbeing is fragmented and the major players try to offer some form of measurement with a view to sell their products and services. We then have single solution providers who try to offer some specific wellbeing solution and the quality of the initiatives of some of them is really questionable. Moreover, not many of them can genuinely demonstrate the impact they have on salespeople and their performance.
We at KAYA have developed a wellbeing platform that helps diagnose all the wellbeing challenges of salespeople and the impact they have on performance. It also helps identify the current wellbeing initiatives that are doing well and those that aren’t. Furthermore, it reveals the initiatives requested by the salespeople to help leaders make some informed wellbeing investment decisions.
Overall, investing in the wellbeing of salespeople can have a positive impact on their performance, job satisfaction, and the bottom line of the business. It is not about increasing the size of the wellbeing budget but about using it effectively to massively improve wellbeing and performance.