Catalyst recently successfully completed a development center with one of the fastest growing life insurance companies in the country. The organization was faced with the task of bringing about a paradigm shift in the skills, competencies and attitudes of its sales force as it was moving towards a full fledged bancassurance model of sale.
For this purpose, the L&D team in the organization were responsible for skilling up the sales force as well as bringing about a mind-set shift in their approach to sales. The first step, therefore, was to develop the L&D team itself (particularly the trainers) to understand where they stood vis-à-vis the envisioned change in their role and the role of the sales team and suggest developmental interventions accordingly.
The project was implemented in 3 key phases
Phase 1: Deep- dive understanding of the organizational context and way forward to create a competency framework for the training team
The leadership team of the training function as well as the sales function were taken through in-depth interviews to understand their vision of the skills and competencies expected of the training team and the sales team. Further, deep dive interviews of the on-field team was conducted to understand challenges faced in practical execution of tasks. Further, the job descriptions and KRAs of the sales and training team were studied.
Basis these interactions, a detailed competency framework was created for the training team. The competency framework identified threshold competencies and differentiating competencies and clearly outlined behavioural indicators for different levels of competencies.
Phase 2: Design and Execution of Development Center for the training team
During this phase, Catalyst designed a two day development center for the training team and executed the same using a team of trained assessors and psychologists. The DC consisted of multiple exercises – group as well as individual – and a psychometric profiling of each participant. Detailed reports were generated for each participant with an outline of their strengths and development needs and an indicative action plan to work on. The same was discussed at length with each participant to create actionable and relevant goals.
Phase 3: Integrating the findings with the sales function
During this phase, Catalyst integrated the findings of the development center and the interviews with the KRAs of the sales team. The leadership team of the sales function was taken through a de-brief of the efforts and the action plans emerging from the same to ensure that workplans for the entire organization are around the same common goals.
Catalyst is still working with the sales team and would be taking the sales leadership team through a similar Dc based on a competency framework developed for them.
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