Job Purpose

To deliver and implement a robust training framework for Front Line Sales (FLS) and Advisors, ensuring effective onboarding, capability building, and skill enhancement.
To align training interventions with business goals and drive measurable improvements in recruitment and sales productivity across multiple locations.

Job Context

The role is responsible for building the selling and recruitment capabilities of FLS and advisors across multiple branches through structured learning interventions.
The role must overcome challenges in engaging non-payroll advisors who are often reluctant to attend training.
The large geographic spread, limited training infrastructure, and insufficient enablers make coordination and consistent training delivery difficult.

Job Challenges

Driving participation from advisors who are not full-time employees and hence not easily engaged.
Managing training delivery across a large span of control with multiple branches and locations.
Limited training infrastructure and enablers for smooth execution of programs.
Balancing training coverage for both new hires and existing teams with ongoing business targets.

Key Result Areas (KRAs) and Supporting Actions

KRA 1: Implementation of Training Architecture

Publish and execute a monthly training calendar including licensing training, inductions, skill workshops, and product/domain refreshers.
Collaborate with sales leadership for strong alignment and follow-up on learning initiatives.
Promote awareness and usage of sales tools and aids.
Lead training execution for product launches, regulatory updates, and business changes.
Drive region-specific learning interventions aligned with local needs and seasonal business cycles.

KRA 2: Measurable Impact on Productivity

Achieve a minimum of 60% pass rate in 4-day advisor refresher programs.
Ensure 80% of newly licensed advisors are active within the RCM period.
Drive 40% 3-month activation consistency through RCM STAR metrics.
Support 40% of new FLS to qualify in GSG program within 6 months of joining.
Ensure business impact through effective training delivery, target alignment, and on-ground support.

KRA 3: Training Administration

Ensure self and team maintain robust processes for training planning, attendance tracking, record keeping, and expense management.
Monitor adherence to training SOPs and timely reporting for compliance and evaluation.

Key Internal & External Relationships

Internal Relationships

Sales Hierarchy (Branch Managers, ZMs, RMs) – Regular interaction for planning, follow-ups, and training effectiveness.
HR and L&D Teams – Alignment on training needs, program structure, and reporting.
Product Teams – Coordinate on product launches and updates.

External Relationships

Advisors & FLS Trainees – Daily interaction for training delivery, feedback collection, and performance monitoring.
Training Vendors (if any) – For content delivery support, logistics, or specialized training interventions.

Organizational Relationships

Reports To: Regional Head – Training / Zonal Training Manager

Direct Reports:

Regional Training Manager