Training Manager

Aditya Birla Health Insurance Company Limited; Assam; On-site; INR 1,200,000 - 1,800,000; Full time

Job summary

Aditya Birla Health Insurance Co. Limited (ABHICL) seeks a Training Manager in the Sales Training department to identify training needs across channels, co-create content, and design a delivery mechanism for trainings aimed at a large sales workforce and distributors.

The role focuses on ensuring product knowledge, competition benchmarking, and industry requirements are embedded into training to boost productivity and business growth.

Qualifications

• Experience in corporate training and sales enablement.
• Strong communication and stakeholder management.
• Ability to design and implement training architectures.

Responsibilities

• Develop training architecture to impart best-in-class training across channels.
• Review and co-create architecture for employees, advisors, and channel partners.
• Create training content with the content team and validate modules.
• Drive activation and productivity improvements for sales teams and distributors.
• Manage a team, mentor subordinates and oversee training delivery.

Job description

Department

Sales Training

Reports to: Department

Sales Training

Basic Details: Fill the required information about business, unit, location, position, reports to position and date of updation of JD

Business

Aditya Birla Capital

Unit

Aditya Birla Health Insurance

Location

Kolkata

Function

Human Resources

Job Purpose

To identify training needs across channels, co-create relevant content, co‑creating a training architecture and designing a robust delivery mechanism for trainings catering to the Sales force & distributors in order to ensure that they are trained on the product parameters, competition benchmarking, industry requirements and successful sales practices such that they are equipped to ensure higher productivity and contribute to the growth of the business.

Dimensions

Business Workforce Number 3200

Unit Workforce Number 3200

Function Workforce Number 80

Department Workforce Number 56

Other Quantitative and Important Parameters for the job: Budgets/ Volumes/No. of Products/Geography/ Markets/ Customers or any other parameter

Productivity enhancement- Enhance productivity of active advisors: 70% and third party distributors Banca: Aligned to Sales objective CAB: Branch activation

Job Context & Major Challenges

About The Health Insurance Industry –

While the current market sees more than 15 non-life players in the private space and 5 exclusive private players in the health insurance space trying to capture a sizeable market share, the nationalised service provider (6) remains a strong competitor. In addition to this the business dynamics are such that the overall market on an annual basis which is to the tune of roughly 10,000 Crs sees close to 85 % of the business renewing with the existing service provider itself. This narrows down the opportunity of the fresh business actually being seriously fought in the market to approximately 1500 odd Crs. With the SME and the start-ups being the driving force of Indian economy, the opportunity to cater to these segments is immense and is increasing manifold year on year. The challenge here therefore remains as to how we capture a larger share of the opportunity by developing specific solutions to cater each segment of the business. Also by creating an inexpensive and standardised solution to increase the reach into the pockets of channel partners across the country to harness on their captive business and explore new opportunities with them.

Market Opportunities – With the advent of medical advancements, lifestyle changes, change in Indian socio‑economic scenario and Indian healthcare space, and the insurers are facing challenges to cater to the needs of this diverse clientele. Increasingly Indian customers have started considering health insurance partners as intentions of health advisers. In this scenario it becomes extremely important to understand their psyche and then provide tailored solutions with wellness benefits which would help them meet their end objectives and bring in profitable revenue source for the company.

About The Aditya Birla Health Insurance –

Aditya Birla Health Insurance Co. Limited (ABHICL) was incorporated in 2015 as a 51:49 joint venture between Aditya Birla Capital Limited (ABCL) and MMI Strategic Investments (Pty) Ltd. ABHICL commenced its operations in October 2016.

ABHICL has entered the competitive health insurance market with an aim to expand the category to wider customer segments, beyond the ones that health insurance companies traditionally have marketed to. As the 6 th entrant in a category with well‑established players, ABHICL is creating differentiation and equity for itself though the unique business proposition of “Health Insurance for All”, a one of a kind proposition in India at the moment. This is a philosophy that is being built through every single consumer touch point and into every single backend process of the company to ensure a customer’s experience of our proposition is continuous and seamless.

ABHI’s unique offering to market includes proposition includes -

• A Comprehensive Incentivized Wellness Program that will attract the young and health conscious and will motivate, guide and reward them to stay healthy
• A Chronic Care Management Program to cater to the unmet needs of a growing Indian population of those suffering from chronic lifestyle conditions like Diabetes, Asthma, High Cholesterol and Hypertension from Day 1
• ABHICL serves as an enabler and influencer of health and healthcare choices that customers make, in addition to being a payer of healthcare expenses. Thus, ABHICL would act like a much needed catalyst to grow the prevalent health insurance landscape in India through product innovations and a wider choice of consumer relevant products.
• ABHICL’s vision has always been digital. The company has been successful in adopting paper‑less approach right from identifying to on‑boarding to delivering seamless experience of its customers & employees.

Challenges –

• Though there is a strong association in employees – most of them have running policies from other companies and do not want to port immediately
• The road to customers is often through significant seniors in ABG, who need to understand inherent value proposition before granting access to other employees of organisation
• Since the customers are group employees and their references – any lacunae in service leads to immediate escalations.
• Soft Insurance Market: Considering the soft insurance market in India, offering new‑age solutions to price sensitive clients is difficult. It is extremely important to design and customize the right solution for the right set of clients.
• Upskill the recruited workforce and enable them to do concept selling as opposed to hitherto habit of price based selling.
• Initiatives launched across companies need approvals from Heads in other companies – it is often difficult to secure their time to explain the product offerings and take their approvals to conduct activities.
• The customers often expect customised offerings. Offering and structuring a deal often involves working with various departments like operations, claims, actuarial etc to see what best can be offered. There may be instances that actuarial may not be comfortable offering a particular price that has been made available to the customer and hence working with them to see how best can things be modulated is often a tough ask. Also getting various stakeholders and constituents to the process like operations to understand the sensitivities of the various partners involved and seeing the creation of a process which meets our objective without offending either the partner concerned or the internal norms gets to be a challenge that has to be fought on a daily basis.
• Key Result Areas: Write the key results expected from the job and the supporting actions for each of these key result areas (For a majority of jobs typically there could be 4- 7 key result areas)- Maximum 10 KRAs can be updated

Key Result Areas

Write the key results expected from the job and the supporting actions for each of these key result areas (For a majority of jobs typically there could be 4- 7 key result areas)- Maximum 10 KRAs can be updated

Supporting Actions

Develop a training architecture to ensure capability to impart best in class training

• Review and co‑create architecture for different constituencies like:
• Training of Employees
• Training of Advisors
• Training of Channel Partners
• Training as a retention module
• Knowledge interventions
• Refresher modules for increasing the Advisor applications to the Licensing ratios
• Enhancing the reach, scalability, quality and cost effectiveness of Training

Ensure creation of relevant and customised content basis the TNA

• Ensure training needs analysis, fulfilment and measure training effectiveness.
• Ensure creation of ILT & online content in close co‑ordination with the content team.
• Ensure content validations and review of modules created.
• Ensure continual learning through engaging , interactive and byte size learning

Drive programs to impact productivity of Sales employees

• Drive activation of advisors

Ensure effectiveness of the training programmes through designing a robust evaluation system to measure ROI.

• Review feedback of training on quality norms of delivery and content to improvise on the Training modules to align them to Individual development as well as Business needs.
• Facilitate in creating and driving a monitoring system to assess change in participants post training and related impact on performance and business.

Ensure creation of internal / external subject matter experts along with a training structure to ensure capacity for effective delivery.

• Plan resources for optimal training delivery.
• Ensure creation of specific training modules with focussed training in each area to create subject matter experts.
• Create a robust trainer certification programme

Team Management

• Recruit the best talent from the available clutter
• Mentor, supervise and coach and well as provide direction to sub‑ordinates.
• Facilitate development of skills of sub‑ordinates to enable them to perform and achieve their roles as well as take on higher responsibilities.
• Job Purpose of Direct Reports: Describe the job purpose of the direct report/s to the job (in 2-3 lines for each report)

Training Manager

To identify training needs across channels, co‑create relevant content, deliver training at the last mile and drive all training initiatives to ensure that employees across sales channels are ready and equipped to interact with customers and intermediaries, and effectively follow the sales process. He would therefore be responsible to drive capability building and productivity parameters in assigned geography – which will include recruitment and activation of channel partners.

Relationships

Describe the nature and purpose of most important contacts or relationship (except superior/team members) with individuals, departments, organizations inside and outside of the organization, that job is required to interact with in order to deliver the job objectives

Relationship Type ( Max 80 Characters) Frequency Nature ( Max 1325 Characters)

Internal

Head - Tralning

Channel Heads

Head content development

Once a week

Once a week

Twice a week

Training updates and strategise and finalize timelines for various interventions for various channels of distribution

Discuss hiring external institutes for delivery of regulatory training for IRDA training requirements

Create training delivery content, review content, design and course material

Discuss training capacity planning

External

Bank Partners

Monthly

Strategic inputs on lead funnel development, Incentive design and implementation. Measures to increase productivity of team

Organizational Relationships

Provide the structure for a level above and below the position for which this job description is written. Use position titles in the structured and indicate all the reports of the position.

SIGN-OFF

Provide the name of the Manager and the jobholder. Signature needed for the hard copy of the JD. Hard copy to be maintained in the organizational record.

Job Holder

Reports to – Manager

Name

Signature (needed for the hard copy)