Head Talent Management & OD

Designation

Location: India Maharashtra ABHI One India Bulls

Organization: Financial Services

• *Job Description:**
• -------------------

#### **Job Purpose**

The purpose of this job is to design and implement organization and nationwide interventions from a Talent, Learning, Organization Development and Employee Experience standpoint in line with the HR strategy and the business agenda to ensure leadership development and succession planning by methods that result in both incremental and long term strategic impact. To define and implement a strategy for the identification, assessment and structured development of Talent at ABHI using competency based applications. The position plays a critical role in crafting the purpose, culture, credo of the organization, establish the employee value proposition

#### **Job Context \& Major Challenges**

Job Context / Job 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 sizable 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.

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\.sition is continuous and seamless.

ABHI’s unique offering to market includes proposition includes \-

• 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.

Job Context

Key facets

• Need for uniform employee coverage and experience in terms of OD and engagement interventions in a wide spread geography
• Nature of business is such that quality of internal talent acts as a key competitive advantage/ differentiator.
• Strong need for succession planning, career path definition and other OD interventions to de\-risk the business and plan for continuity

Key Challenges of the role

• Implementing the purpose, culture, credo of the organization, and establish the employee value proposition
• To drive the function, required leadership buy\-in to devote significant resources and money for talent development interventions in a growth phase poses a significant challenge to this role.
• Driving ABHI purpose amongst employees through the wellness program which includes App Download, Health Assessment, and Active Days.
• In the crowded insurance market, carve out a core differential purpose that can drive entire organization and inspire people and business model for years to come.
• Fast evolving business context results into structure, culture and work level changes that have a direct bearing on the employee related needs. Evolving interventions to sustain engagement levels in a widely spread geography and changing context will be a challenge
• A talent Management framework that builds into it a pan ABC horizon with respect to Talent mobility will require a lot of persuasion \& influencing the Line Heads to release talent to other ABC business units as well as absorb talent from there.
• The impact of the Employee Engagement initiatives undertaken is difficult to evaluate and measure in the short run.

#### **Key Result Areas**

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

KRA1 Design and effectively implement an effective Talent Management framework to create a robust leadership pipeline \& growth opportunity for the talent pool. o Lead the institutionalization of robust Talent Mgmt architecture for ABH including Talent Spotting, Talent Grooming, Succession Planning \& Talent Development

o Coordinate formation \& activization of a Business Talent Council comprising of Sr. Leadership team.

o Facilitate and manage talent council discussions to identify and make talent decisions

o Identification of critical roles at all levels within the organization in consultation with business leadership time to time and identifying successors to maintain a healthy succession pipeline

o Plan \& Conduct Development \& Assessment Centres for talent assessment \& succession planning

o Help craft individual development plans of the Talent Pool in discussion with the leadership

o Continuously engage with Talent and their respective managers to understand and support their development journey

KRA2 To define and implement a framework for employee engagement \& productivity o Design \& drive the centralized Induction for the organization

o Design and govern the employee on\-boarding process to manage new employees transition into their roles

o Drive participation and action planning for the OHS surveys and Team vibes survey.

o Design and implement interventions for employee engagement based on OHS and Team vibes survey outcomes and key inputs from business leads

o Create forums for employee and leadership connects (organize Town Halls)

o Ensures the creation of regular touch points with employees to help generate on\-going feedback and keep a pulse check on organization culture

o Define methods for retention of talent and overall employee retention.

o Leverage the capabilities of the Leadership Team to drive various capability building interventions like coaching and mentoring etc.

o Lead the development and implementation of employee reward \& recognition programs (non\-monitory) in collaboration with business functions \& Line HR that rewards desired behaviours and promotes a culture of merit

KRA3 To drive structured intervention targeted towards Employee Wellness o Define the wellness architecture to enhance employee health and well\-being across the organization

o Implement the wellness initiatives as per plan across organization

o Define the communication architecture for the wellness initiatives with the objective to drive maximum participation

KRA4 Team Management o Sets performance standards and drives timely and accurate outcomes across processes through the team

o Identifies opportunities for skill enhancement for team members