Senior Zonal Training Manager-DSF Mumbai Metro

Job Purpose

To ensure best in class customer and sales experience by ensuring end to end superior service delivery, effective monitoring and supervision and control multiple geographies across states as per business requirement, identify processes gaps, analysing, researching and recommending improvements for current systems and processes thereby ensuring stability of processes and smooth operations. To drive cross selling across ABC products/solutions in the region as per agreed zonal plans and unique client requirements.

Job Context & Major Challenges

• Keeping abreast of regulatory, product, policy and system changes.
• The challenge is to overcome Systems and infrastructure constraints (particularly in small towns) in the smooth processing of pre & post issuance & accounting operations in a high growth and fluid environment.
• Assess and manage resource allocation in an environment of frequent changes in business rules, regulations and increasing volumes.
• 73% of branches are working with single resource – Managing absenteeism and deputation is a key challenge, especially branches being spread far and wide across the state.
• DSF has a Pan India presence of Sales & distribution team. Considering the fact that the field requires support on the fly, branches have to actively coordinates with the central teams to provide prompt and accurate support.
• Banca & CAB Channels works with Banks, Corporate agents/Brokers respectively. Within CAB each of the channel partner types have different models of business. Understanding this vast array of business models and processes, give regular training to CSEs and monitor their process understanding is a key challenge.
• Managing and delivering on the high expectations of SHNI & HNI customers as well as addressing requests for exceptions to processes.
• Managing expectations during month ends & year ends (fluctuations in volumes). The challenge is to ensure that service standards are met in a consistent manner in spite of spikes in volumes.
• Continuous review of processes and first level approval of deviations of a minor nature from standard process and practice.
• Handling Sales behaviour effectively in order to ensure compliance to internal and external guidelines.
• Skilling team members in diverse and complex processes and ensuring productivity immediately on joining.
• Motivating and monitoring activities of team members to raise the bar for performance to meet tight delivery deadlines, within systems and infrastructure constraints.
• Providing a single window service to the high priority clients requires multi skilling of team members thereby ensuring all team members can process a variety of requests independently.
• Keeping abreast of cross business product & policy to be able to generate value for ABC and not ABSLI alone
  
  

Key Result Areas

KRA (Accountabilities) (Max 1325 Characters)Supporting Actions (Max 1325 Characters)

KRA1 New business - Policy Issuance, Servicing – Revenue Generation, Revenue Conservation & Financial Process Control 1.Maximize Business conversion ( Issuance %) all channels by Achieving 92 % login to issuance conversion on monthly basis on NOP & FP (net of Leakages & rejections)3.Establish adequate follow-up mechanisms and monitor the same at the branches to increase the Issuance to Submission Ratio as per targets. 4.Implement & Establish controls and quality checks at branches and monitor the same at the branches, lowering New Business & UW discrepancies vis-à-vis set benchmarks.

• Put in place mechanisms to minimize New Business Leakages in form of CD / FL / Rejections 6.Collaborate with Branch / HO teams for implementing new processes which are initiated to ensure process compliance.7.Ensure adherence to laid down accounting procedures and complete documentation is done in the required form within timelines.
• Provide adequate support in decentralization objective of the company.
• Act as whistle blower for the branches under purview. Ensure High level of FTR in respect of all transactions/request sent to central teams both in Issuances & processes with 100% closure for Query/Resolution/Complaints
  
  

KRA10 Admin/ front office and sales support activities for branches which have only one CSE and no Sales Support Executive. 1. Ensure that the CSEs in branches are adequately trained to execute additional responsibilities of admin and sales support effectively.

• Seek reports on the admin, front office and sales report activities on a regular basis
• Monitor performance of these executives and seek feedback from Branch Heads to enhance performance.
• Ensure adherence to cost effectiveness and internal guidelines while ensuring delivery of these responsibilities.
  
  

KRA2 Effective Complaint Management 1.To Ensure 100 % FTRs in Queries and requests received across branches under span of control2.To ensure Timely closure of complaints assigned to central ops teams within prescribed TAT3.Ensure timely and accurate processing of post issuance transactions and resolution of customer (both internal & external) queries and complaints. 4.Establish mechanisms for processing of complete and valid requests only and monitor the same.5.Ensure timely resolution of internal and external customers for queries and complaints received.6. Collaborate with Branch / HO teams for implementing new processes which are initiated to ensure process compliance.7.Ensure adherence to laid down accounting procedures and complete documentation is done in the required form within timelines.

• Provide adequate support in decentralization objective of the company.
• Act as whistle blower for the branches under purview.
  
  

KRA3 Revenue Conservation & Generation –

Proactive and Reactive Retention,

Renewal Connect,

ABC leads conversion 1. Drive functional initiatives to improve persistency, reduction of leakage, customer retention and driving Net promoter score of both customers & sales.

• Ensuring Customer is retained in case of surrender and freelook
• Proactively identify and report sustainability related risk and drive corrective and preventive measures for surrender.
• Proactive Retention to engage closely with the customer and ensure the policies are not surrendered
• Make reactive retention efforts by contacting customers whose surrender fund value is >7.5 lacs
• ABC Leads and conversion – actively generate lead for other lines of business
• Visit clients for complaint resolution or as part of persistency initiatives as per directives from zone / head office operations on need basis.
• Share feedback & suggestion to improvise customer service via channels specified by company
  
  

KRA4 Stakeholder Engagement & Customer Centricity 1. Personally engage with Sales teams across all channels present in branches under span of control2. Daily engagement with high producing distributors to address their concerns

• To monitor and push issuance figures both at branch and HO levels for the month and achieve the targets set for the month.
• Follow up with customers for requirement submission and other requisitions
• SM is first point of escalation and ensure no escalation goes beyond them
  
  

KRA5 MIS and Analytics: 1. Collate inputs/data on various accounts and operational front from reporting branches and present the same with appropriate commentary.

• Ensure reporting of MIS for accounts and operations analysis is prepared on time.
• Have Indepth knowledge of processes and Systems especially of Ingenium and support systems (Receipt writer, CMS, Nirnay, CMS, Web etc) used by ABSLI to provide innovative solutions to MIS requirements of channel partners and sales
• Develop analytical capability to provide business analysis to channel partners and sales teams
• Define and decide access levels for data access by sales and support teams and ensure adequate measures are in place to meet high standards of data confidentiality.
• Ensure every MIS requirement of sales and channel partners are met.
  
  

KRA6 Customer Contactibility , & Persistency 1. Ensure updation of contact details of policy holders and intermediaries in the system through coordination with sales force and customers during customer visits to the branch.

• Ensure facilitation of renewal collection in coordination with sales force by ensuring that renewal information reaches branch sales force.
• Ensure servicing of No Advisor Policies.
• Facilitate allocation of NAP policies to active advisors as per HO guidelines.
• Ensure accurate reinstatement requirement as per set guidelines.
• Support Corporate / Branch Operations in data cleansing exercise for both internal & external customers based on undelivered communications.
• Participate & ensure participation of CSEs in persistency drives to achieve high persistency & customer retention levels.
  
  

KRA7 Branch Governance Branch Governance

• Effective supervision of control mechanism at branches
• Effectively handling Internal & External Audits
• Ensuring no high risk points are raised during audits
• All Audit points are closed in given prescribed time
• Regulatory Governance:
• AML Adherence
• UPD Management
• Grievance Notice Board Compliance
• Ombudsman
• Cash Handling Poster
• GRO Posters
• Process Governance:
• NB/PS/CS : Process Adherence
• Banking Activity / Cash Management Process
• Record Retention Adherence
• Mail Room Administration
• Register Management
• 10 Transaction Related Register &
• 4 Compliance & Labour Law Register
  
  

KRA8 Digital Adoption Digital Adoption 1. To ensure that branches effectively adopt to the digital initiatives taken up Organisation viz. Insta Verifier, Whats Up, Chat Bot, Alternative Premium Payments.

• Drive Sales and Client for Self-Services
  
  

KRA9 People Management 1. Utilize people resources effectively to improve resource productivity at branches.

• 70% of branches are working with single resource module – Manage absenteeism and deputation is key responsibility of SM
• Participate in staffing process of customer service executives.
• Identify training needs of Customer Service Executive (CSE) and ensure they receive relevant trainings.
• Train CSE's on basic processes
• Manage performance of the team through performance appraisal, effective coaching and counselling.
• Manage attrition: Develop individual & team competence to achieve overall effectiveness & manage attrition
• Every sub function within the support team to require high level of functional knowledge and development of individual credibility with Sales & channel partners and other functions within the company. Hence managing motivation levels and retention becomes a key to the success of these functions.
• Creating Backups for each sub function and ensuring team development with individual growth.
• Decide training plan for the Support team and effective training interventions are in place