I herby declare that the project titled “TALENT MANAGEMENT OF AGENCY MANAGER” is an original piece of research work carried out by me under the guidance and supervision of “ Mrs. Archana Earnest ”. The information has been collected from genuine & authentic sources. The work has been submitted in partial fulfillment of the requirement of Post Graduate Diploma in Management (Approved by AICTE).

Place: Date:

Signature: Jasprit Singh Bamrah PGDM(HR) Sinhgad Institute Of Business Administration & Research, Pune



As a requirement during the two years fulltime Post Graduate Diploma in Management, I feel to be greatly honored for having done my project work at Bharti Axa life insurance company. The sole efforts of any individual are not sufficient enough to complete the Project. The completion of a project involves the effort and interest of many people. The guidance and co-operation received during my training have left a indelible imprint in my mind and after giving a final shape to my project report, I think it would be unwise if I don’t acknowledge the help of rendered to me by several members of Bharti Axa life family, with whom I came across during my stay here. First, I thankfully acknowledge the continuous support and inspiration given to me by my project guide Mrs Archana Ernest who was always there to give my spirits a boost. I am also indebted to Mrs.Deepa Madhusudan(adm) and for giving me the opportunity to carry out my project work at Bharti Axa life. I wish to express my gratitude to my respected teachers for their dedicated support and rich source of information which made my work much easier and understandable. Ultimately I am grateful to my family members, friends and all my well wishers whose blessings constantly guide me through all spheres of my life.

Place: Date:

Signature: Jasprit Singh Bamrah PGDM(HR) Sinhgad Institute Of Administration &

Business Research, Pune



This Report is an attempt to provide a detailed analysis of the process of talent management done by Bharti Axa Life Insurance for agency manger. In my complete student internship program I met more than 30 agency managers. During this student internship program I came to know that, Talent management is the single biggest challenge faced by a high-growth industry. And, if a company is growing at double the industry’s rate of growth, there’s the additional problem of getting good quality people in large numbers. I realize that management needs to be competent and competitive; performance management has to be transparent and HR operations have to be brilliant. But, of course, all of those things are obvious. This is the price of entry into the game. If the organization is not doing any of these, it is not in the game at all. To my mind, all these aspects need to be done and done well. However, they will not give you the differentiation that you need — differentiation in terms of talent management, which should be the goal today and on which Bharti Axa life insurance is focusing strongly. The crucial differentiation between organizations that do well and those that don’t is talent management.


1. Introduction………………………………………………………………………...6

2. Objectives & Scope of Project…………………………………………………....17 3. Research Design………………………………………………………………….18 4. Company Profile………………………………………………………………….20 5. Analysis of Project………………………………………………………………..31 6. Questionnaire Analysis……………………………………………………………51 7. Conclusions…………………………………………………………….…………55 8. Limitations ……………………………………………………………….………56 9. Recommendations…………………………………………….…………………..57 10. Bibliography & References………………………………………………………58 11. Annexure…………………………………………………………………………59

Some Major Milestones in Insurance sector
1818: Establishment of the Oriental Life Insurance Company in Calcutta 1870: The first Indian Life Insurance Company- The Bombay Mutual Life Assurance Society – was set up. 1912: The Indian Life Assurance Companies Act enacted as the first statute to regulate the life insurance business. JASPRIT SINGH BAMRAH PGDM-HR 5

1928: the Indian Life insurance Companies act enact to enable the government to collect statistical information about both the life and non- life insurance business. 1938: earlier legislation amended by the insurance Act with the objective of protecting the interests of the insuring public 1956: 245 Indian and foreign insurers and provident societies taken over by the central government and nationalized.LIC formed by an act of parliament, with a capital contribution of Rs 5 crores from the government. 1993: appointment of the Malhotra committee to make recommendations to make changes to the sector. 1999: insurance regulatory and development authority act passed 2000: licenses issued to private sector players, marble floors, chandeliers, and uniformed doormen greeted the customer on entering a department store .Countless services and amenities were available to all. Saleswoman helped shoppers select merchandise; items could be personalized; parcels carefully wrapped and delivered. Tired shoppers could rest in sumptuous lounges, reading rooms and restaurants and leave their children in nurseries and entertain them in playgrounds and fairylands. Department’s stores provided the public with fantastic entertainment and spectacle, fashion shows and parades were important store highlights. While part of the new customer culture, department stores also offered recreation. Shopping seemed to be a new form of social and cultural activity.

The insurance sector in India has come a full circle from being an open competitive market to nationalization and back to a liberalized market again. Tracing the development in the insurance sector release the 360 degree turn witnessed over a period of almost two centuries. JASPRIT SINGH BAMRAH PGDM-HR 6

In 1993, Malhotra committee, headed by former finance secretary and RBI governor R.N Malhotra was formed to evaluate the Indian insurance industry and recommended its future directions. The Malhotra committee was set up with the objective of complementing the reforms initiated in the financial sector. The reforms were aimed at “creating a more efficient and competitive financial system suitable for the requirements of the economy keeping in mind the structural changes currently underway and recognizing that insurance is a important part of overall financial system were it was necessary to address the need for similar reforms…”.In 1994, the committee submitted the report and some of the key recommendation included:

Government is stake in the insurance Companies to be brought down to 50%. Government should take over the holding of GIC and its subsidiaries so that these subsidiaries can act as Independent Corporation. All the insurance companies should be given greater freedom to operate



Private companies with a minimum paid up capital of Rs 1bn should be allowed to enter the industry. No Company should deal in both life and general insurance through a single entity. Foreign companies may be allowed to enter the industry in collaboration with the domestic companies. Postal life insurance should be allowed to operate in the rural market. Only one state level life insurance company should be allowed to operate in each state.

The insurance act should be changed An insurance regulatory body should be setup. Controller of insurance “currently a part from the finance ministry”. Should be made independent.

Mandatory investments of LIC life fund in government security to be reduced from 75% to 50%. GIC and its subsidiaries are not to hold more than 5%in any company (There current holdings to be brought down to this level over a period of time).



LIC should pay interest in delays in payments beyond 30 days. Insurance company should be encouraged to setup unit linked pension plans. Computerization of operations and updating of technologies to be carried out in the insurance industry. The committee emphasized that in order to improve the customer services and increase the coverage of the insurance industry should be opened up to competition. But at the same time, the committee felt the need to exercise caution as any failure on the part of new players could ruin the public confidence in the industry. Hence, it was decide to allow competition in a limited way stipulating the minimum capital requirement of Rs 100 crores. The committee felt the need to provide greater autonomy to insurance company in order to improve there performance and enable them to act as independent companies with economic motives. For this purpose, it had proposed setting up an independent regulatory body.



Opportunities in Insurance sector

The varieties of constraints put on it by its owner, viz the government, was both a reason as well as an alibi for the under performance of the nationalized insurance sector. Now that restrictive government policies are being given up and public sector units are being empowered to make independent decisions, they should be more free to decide their own grown path. it should also be possible for them to prove their potential strength by exploiting the tremendous opportunities such as the following – substantial potential for growth; exploring untapped niche areas; and forming limited joint ventures with suitable partners .Easy access to developments in the more advanced markets provide further opportunities to upgrade their working .Technological, financial or specific areas-based avenues of absorbing improved systems are also now more easily available. The expectation that private sector entrants would necessarily take time to secure a foothold in the market was in itself an opportunity. In practice, Insurance undergone rapid and massive changes in all aspects of their business: product and services, sectoral structure, market segmentation, competitive environment. It is believed that the information sharing has not taken its expected shape in the insurance industry for the purposes of practices, research and education. However, data is one of the most needed ingredients in the insurance business development as well as for research and consultancy. There have been regular efforts by IRDA for collection and sharing of the data and other information of public interest. The industry is facing problems in terms of data review as parliament need to register this beforehand. We believe that progress of the industry should not be constrained by any extraneous conditions in the interest of research and development in the area. Manpower India today released the Manpower Employment Outlook Survey for the first quarter of 2008 revealing sustained positive hiring intentions of employers in India. India continues to lead all 23 countries surveyed this quarter, with a positive overall Net Employment Outlook of +27%. Even though this figure represents a decrease of 13 percentage points from the fourth quarter of 2007, the employment outlook remains extremely healthy. For the first time since the Survey was launched in India, the Finance, Insurance and Retail industry sector emerged as the most optimistic sector for a quarter with a Net Employment Outlook of +32%, surpassing the Services sector. JASPRIT SINGH BAMRAH PGDM-HR 10

Privatization of insurance sector has allowed insurance companies to work in the market by depositing 100 crore rupees in the reserve of government. This has encouraged many overseas insurance companies, having a required amount in their reserve, to open their branch in our country. Introduction of the sector has changed the employment pattern, but people must know how to make profit from it. To be in the global market and have advantage of it, capital and skill as per the demand and knowledge of market is the requirement. It is necessary that institutions, which form a part of this financial system, have internal management, governance and accountability structures, which measure up to the highest standards.



Threats in insurance sector
These opportunities will of course be accompanied by some threats in the competitive market, and maybe of the following nature. Private entrants are naturally targeting the more profitable and the more lucrative segments, by providing better service, new products and flexibility .They are targeting the bigger corporate and other clients in the well established metropolitan centers. These new entrants have succeeded in eating into share of the existing entities. This share will increase substantially, if not in the immediate future, but in the long run, if the existing incumbents do not radically alter marketing structure and practices. No doubt complaints have been voiced that the means followed by atleast some of them been less than fair.Some of these may well be true, but such practices can produce only short term gains .Ultimately, the services provided will decide whether the threat of losing the market share will come true, and in a competitive market, mere complaining does not help.

‘Managing Talent’ is Key HR challenge in Indian Insurance companies’
The competition for critical talent continues to intensify and many companies are re-evaluating their talent management practices. As private business objectives continue to focus on growth in emerging and other non-traditional markets and companies search globally for new workforces, the global mobility function has become a critical tool to develop and deploy key talent. The organizations that master global talent mobility will dominate markets in the 21st century. In response to this imperative, the global mobility function must redefine itself from a transaction-based employee service provider to a strategic and innovative business partner.






Reforms in the insurance sector were initiated with the passage of the IRDA bill in parliament in December 1999.The IRDA since it’s incorporation as a statuary body in April 2000 has fastidiously stuck to its schedule of framing regulation and registering the private sector insurance companies. The other decisions taken simultaneously to provide the supporting systems to the insurance sector and in particular the life insurance companies were the launch of IRDA’s online service for issue and renewal of licenses to agents. The approval of institutions for imparting training to agents has also insured that the insurance companies would have a trained workforce of trained insurance agents in place to sell there products, which are expected to introduce by early next year. Since being setup as an independent statutory body the IRDA has put in a framework of globally compatible regulations. In the private sector 13 life insurance and 9 general insurance companies have been registered.

Composition of Authority under IRDA Act, 1999 As per the section 4 of IRDA Act' 1999, Insurance Regulatory and Development Authority (IRDA, which was constituted by an act of parliament) specify the composition of Authority. The Authority is a ten member team consisting of:-


A Chairman (b) (c) five whole-time members four part-time members

(all appointed by the Government of India)



DUTIES, POWER AND FUNCTIONS OF IRDA Section 14 of IRDA act 1999 lays down the duties, powers and functions of IRDA Issue to the applicant a certificate of registration, renew, modify, withdraw, suspend or cancel such registration. Protection of the interest of the policy holder in matters concerning assigning of policy , nomination by policy holder , insurable interest , settlement of insurance claim , surrender value of policy and other terms and conditions of contract of insurance. Specifying requisite qualifications, code of conduct and practical training for intermediary or insurance intermediary and agents. Specify the code of conduct for surveyors and loss assessors. Promoting efficiency in the conduct of insurance business. Promoting and regulating professional organization connected with insurance and reinsurance business. Levying fees and other charges for carrying out the purpose of this Act. Calling for information from, undertaking inspection of, conducting enquiries and investigation including audit of insurers, intermediaries, insurance intermediaries and other organizations connected with insurance business. Specifying the form and manner in which books of account shall be maintained. Regulating investment of funds by Insurance Companies. Regulating maintenance of margin of solvency. Adjudication of disputes between insurers and intermediaries or insurance intermediaries. Supervising the functioning of tariff advisory committee.



Specifying the percentage of premium income of the insurer to finance schemes for promoting and regulating professional organizations refer to in clause (f). Specifying the percentage of life insurance business and general insurance business to be undertaken by the insurer in the rural or social sector.




India at a glance Population: 1 Billion Economy: 5th largest in the world in terms of Purchasing Power Parity (PPP) GDP growth Rate: Over 6% per year on an average for the last decade Savings Rate: Around 26% of GDP Estimated middle class population: 300 Million Insured population: 70 million only

The Life Insurance Scenario in India



As is typical with monopolies, the premium rates charged by LIC are among the highest in the world, and its track record in customer service can, at best, be called shabby. With a huge unionized, rigid workforce mostly in the clerical category, LIC runs the risk of high fixed cost, which will be the deciding factor in productivity in the competitive scenario. While boasting full-scale automation of its operation, the truth is that its technology is outdated. The new players, with the state-of-the-art technology under their belt, will be in an advantageous position. 80% of LIC's business is procured by 20% of its ill-trained agent force. The foreign player, with the domestic partner's strong brand value, can test the unconventional distribution channels like brokers, the Internet, the banking distribution system, etc. Although foreign players may be tempted to keep their operation in the big cities for the 'creamy layer' of the society, the real market lies in rural India, which accounts for the lion's share of LIC's present business. The foreign player must learn to adapt to Indian realities. The well-publicized failures of world famous consumer goods companies like Electrolux, Whirlpool, Reebok, Nike etc. to gauge the Indian psyche and sentiments demonstrate the concept. They failed in the areas of realistic pricing, product promotion and reaching to the consumer. The foreign companies need to know the "ground realities" to the details.



Objectives and Scope of project
The ‘talent’ in an organization refers to the current employees and their valuable knowledge, skills and competencies. Talent management (or succession management) is the ongoing process of analyzing, developing and effectively utilizing talent to meet business needs. It involves a specific process that compares current talent in a department to the strategic business needs of that department. The insurance industry is one of the basic service industries in Indian economy, whose prospect is reflective of the economic resilience of the economy. With the globalization of the economy, India has become the playground of major global insurance players. As whole insurance industry is a very large field for research we have chosen Talent management of Agency Manager in Bharti Axa life insurance, for research purpose. The major objectives of the study are as below:  To find out how HR-team for a growing company like Bharti Axa life, getting

talent or retaining it?
 To find out what is the differentiation that Bharti Axa offer to attract talent to the

insurance sector?
 To analyze driving forces and key success factors of the company. JASPRIT SINGH BAMRAH PGDM-HR 19

 To analyze agency manger’s view on opportunities offered by the company.  To analyze working environment of the company.

The Research and Methodology adopted for the present study has been systematic and was done in accordance to the objectives set which has been detailed as below. Research Definition Research is a process in which the researcher wishes to find out the end result for a given problem and thus the solution helps in future course of action. According to Redman & Mory research is defined as a “Systemized effort to gain new knowledge”. Research Design: According to “Claire Seltiz”, a research design is the arrangement of condition and analysis of data in manner that aims to combine relevance to the research purpose with economy in procedure. Nature of Research: Research is basically of two types. 1. Descriptive research 2. Explorative research 1. Descriptive Research: These studies are concerned with describing the characteristic of a particular individual or a group. Determining sources of Data:



There are two main sources of data 1. Primary data 2. Secondary data Primary Data: It consists of original information collected for specific research. Primary data for this research study was collected through a direct survey to obtain this primary data a well structured questionnaire was prepared by the researcher. Secondary Data: It consists of information that already exists somewhere and has been collected for some specific purpose in the study. The secondary data for this study is collected from internet. Questionnaire: A set of questions containing a few Technical questions and more number of opinionated questions are prepared for the employees of both Centralized and Decentralized sections of HR Department. Sample Size: Total sample size is 30 Questionnaire Development: Questionnaire is the most common instrument in collecting primary data. In order to gather primary data from viewers. The present questionnaire consists of following type of questions. Open ended questions Closed ended questions Dichotomous questions Multiple choice questions Ranking question. Open ended questions: It has no fixed alternatives to which the answer must conform. Thus, respondent answer in his/her own words at any length they choose. Closed ended questions: Closed ended questions have no other options other than the selecting the one that close matches the respondent’s opinion or attitude. JASPRIT SINGH BAMRAH PGDM-HR 21

Dichotomous questions: A dichotomous questions refers to one, which offers the respondents a choice between only two alternatives. Multiple Questions: A multiple choice question refers to one, which provides several sets of alternatives for the respondents’ choice. Ranking questions: These questions are given when there are many points to be considered and to be ranked in priority.

Company Profile
Bharti AXA Life Insurance is a joint venture between Bharti, one of India’s leading business groups with interests in telecom, agri business and retail, and AXA, world leader in financial protection and wealth management. The joint venture company has a 74% stake from Bharti and 26% stake of AXA. The company launched national operations in December 2006. Today, we have over 5200 employees across over 12 states in the country. Our business philosophy is built around the promise of making people "Life Confident". As it’s expanding presence across the country to cater to your insurance and wealth management needs with our product and service offerings, we continue to bring 'life confidence' to customers spread across India. Whatever your plans in life, you can be confident that Bharti AXA Life will offer the right financial solutions to help you achieve them.

Bharti Enterpriseses Bharti Enterprises is one of India’s leading business groups with interests in telecom, retail, manufacturing, agri business and financial services.



A brief introduction to each of companies is given below:

Bharti Airtel Ltd
Bharti Airtel Ltd is one of Asia's leading telecommunications service provider. The Company is India’s largest integrated telecom company in terms of customer base and offers Mobile Services, Fixed Line services, Broadband & IPTV, DTH, Long Distance and Enterprise services. Airtel also offers mobile services in Sri Lanka on a state-of-the art 3.5 G network.

Bharti TeleTech Ltd
Bharti Teletech is India’s leading telecom & allied products company. It is one of the largest manufacturers of landline telephones in the world. With a strong distribution network across the country,



the company is also the primary distributor of IT and Telecom products from interntional brands such as Motorola, Blackberry, Thomson, Polycom, Transcend, and Logitech.

Telecom Seychelles Ltd
A subsidiary of Bharti, Telecom Seychelles Ltd provides comprehensive telecom services including 3G mobile services in Seychelles, under the ‘Airtel’ brand.

Comviva Technologies Ltd
Comviva is the leading provider of integrated VAS solutions for mobile operators in emerging markets. Among the top 3 global providers of integrated VAS solutions in rapidly growing markets, Comviva has deployed solutions for over 100 mobile operator customers in over 80 countries worldwide.

FieldFresh Foods Pvt. Ltd.
FieldFresh Foods Pvt. Ltd., is a venture between Bharti Enterprises and Del Monte Pacific Limited, to offer fresh and processed fruits and vegetables in the domestic as well as international markets, including Europe and the Middle East.

Bharti Retail Pvt Ltd

Bharti Retail is a wholly owned subsidiary of Bharti Enterprises. Bharti Retail operates a chain of multiple format stores that offer consumers affordable prices, great quality and wider choice. The company’s neighbourhood format stores operate under the "Easyday" brand and the compact hypermarket format under the “Easyday market” brand.

Bharti AXA General Insurance Company
Bharti AXA General Insurance is a joint venture between Bharti Enterprises and AXA, world leader in financial protection and wealth management. The company was incorporated in July 2007 and offers a full suite of general insurance solutions to meet the needs of businesses and individuals alike.

Bharti AXA Life Insurance Company
Bharti AXA Life Insurance Company Ltd is a joint venture between Bharti Enterprises and AXA, world leader in financial protection and wealth management. The company offers a range of life insurance and wealth management products with an endeavour to help customers lead a confident life.

Bharti AXA Investment Managers Pvt. Ltd.



Bharti AXA Investment Managers Pvt. Ltd., an asset management company in India, is a joint venture between Bharti Enterprises, AXA Investment Managers (AXA IM) and AXA Asia Pacific Holdings (AXA APH).

Centum Learning Limited
Centum Learning Limited provides end-to-end learning and skill-building solutions to several large corporates. It provides solutions that impact business performance through enhanced employee productivity, customer profitability and effective talent transformation.

Jersey Airtel Ltd
Jersey Airtel, a subsidiary of Bharti, offers world-class mobile services in Jersey (Channel Islands) over its full 2G, 3G and HSDPA enhanced network. The Company brings market-leading products and services to its customers under Airtel-Vodafone brand.

Bharti Foundation
Bharti Foundation was set up in 2000, with the vision, “To help underprivileged children and young people of our country realize their potential”. It aims to create and support programs that bring about sustainable changes through education and the use of technology and information.

Bharti Realty



Bharti Realty Private Limited is the in-house Real Estate Arm for Bharti Group and facilitates by extending support to the Group Companies for Identifying, Developing and Maintaining Quality Real Estate in line with their Business Models. Being a seasoned player in the Real Estate Fraternity, Bharti Realty is playing a significant role in Bharti Retail’s Roll out plan.

Bharti Infratel
Bharti Infratel, a wholly owned subsidiary of Bharti Airtel, provides passive infrastructure services on a non-discriminatory basis to all telecom operators in India. Bharti Infratel also holds approximately 42% stake in Indus Towers, a joint venture between Bharti, Vodafone and Idea to offer passive infrastructure services.

About AXA

Being AXA

AXA Group is a worldwide leader in Financial Protection. AXA's operations are diverse geographically, with major operations in Western Europe, North America and the Asia/Pacific area. AXA had Euro JASPRIT SINGH BAMRAH PGDM-HR 27

1,315 billion in assets under management as of December 31, 2006. For full year 2006, IFRS revenues amounted to Euro 79 billion, IFRS underlying earnings amounted to Euro 4,010 million and IFRS adjusted earnings to Euro 5,140 million. The AXA ordinary share is listed and trades under the symbol AXA on the Paris Stock Exchange. The AXA American Depository Share is also listed on the NYSE under the ticker symbol AXA.

Being AXA




About AXA Asia Pacific Holdings
AXA Asia Pacific Holdings Ltd (AXA APH) is listed on the Australian stock exchange and is 52.3% owned by AXA SA. AXA APH is responsible for AXA SA’s life insurance and wealth management businesses in the Asia-Pacific region. It has operations in Australia, New Zealand, Hong Kong, Singapore, Indonesia, Philippines, Thailand, China, India and Malaysia. AXA APH had A$106.4 billion in total funds under management and administration at 30 June 2007 and reported a profit after tax before non-recurring items of A$374.0 million for the six months ended 30 June 2007. For more information on AXA Asia Pacific Holdings, visit www.axa-asiapacific.com.au




Bharti Axa organization chart
CEO Nitin Chopra


Executive Assistant Priya Lobo

Business Analyst Siddhartha Sinharay

Director HR Priya Ranjan

CFO V Srinivasan

COO Mark Meehan

Sr. VP Telcassurance Vacant

CSMO Shyamal Saxena

Chief Actuary G L N Sarma

VP – Staffing Raveendra K

Financial Control Atul Roongta

IT Ajay M Patil

Direct Sales Sandeep Arora

Agency Sales Rohit Malik

Pricing Rajeev Kumar

VP - Comp & Ben HR Ops Nilamber Bhatt

Internal Audit Prasanna Bharatan

Service Delivery & Underwriting Jyoti Punja

Telesales & Retail Distribution Mohit Chobey

Corporate Agent & Brokers & Bancassurance Sanjeev Sinha

Valuation & Reporting Roopa Bhatt

VP - Organization Development Kingshuk Ganguly

Procurement Avinash Kanaskar

PMO Varun Tandon

Distribution Training Sandeep Grover

Corporate Actuarial Vidhyadhar Sawant

Employee Relations VP- Regional HR Sutanu C

Investments Sandeep Nanda

Infra & Administration Col. Dr. R. Choudhary

Products & Customer Management (CRM) Rishi Mathur

Legal & Compliance C L Baradhwaj

Marketing & Communication Vacant

Strategic Planning & Corporate Finance Alok Roongta

Dist Ops Cedric Sequeira






BEING BHARTI AXA Presence In 161 Location with 206 Branches



To be a leader and the preferred company for financial protection and wealth management in India



    

To achieve a top 5 market position in India through a multi-distribution, multi-product platform To adapt AXA's best practice blueprints as a sound platform for profitable growth To leverage Bharti's local knowledge, infrastructure and customer base To deliver high levels of shareholder return To build long term value with our business partners by enhancing the proposition to their customers To be the employer of choice to attract and retain the best talent in India To be recognised as being close and qualified by our customers


 



Strategic differentiators
• • •

Strong partner Bharti - provides access to customer base of more than 20 million Multi channel execution capability Current Asia product range which is a strong match to products sold to the mass and mass affluent Global scale providing cost effective and speedy re-use of systems, products and business capability Strong AXA and Bharti brands which can be leveraged to attract and retain a high quality management team



Analysis of the project
Talent management definition
A conscious, deliberate approach undertaken to attract, develop and retain people with the aptitude and abilities to meet current and future organisational needs. Talent management involves individual and organisational development in response to a changing and complex operating environment. It includes the creation and maintenance of a supportive, people oriented organisation culture.

Importance of talent management
like human capital, talent management is gaining increased attention. Talent management (TM) brings together a number of important human resources (HR) and management initiatives. Organisations that formally decide to "manage their talent" undertake a strategic analysis of their current HR processes. This is to ensure that a co-ordinate, performance oriented approach is adopted. Quite often, organisations adopting a TM approach will focus on co-ordinating and integrating:
   

Recruitment - ensuring the right people are attracted to the organisation. Retention - developing and implementing practices that reward and support employees. Employee development - ensuring continuous informal and formal learning and development. Leadership and "high potential employee" development - specific development programs for existing and future leaders. Performance management - specific processes that nurture and support performance, including feedback/measurement. Workforce planning - planning for business and general changes, including the older workforce and current/future skills shortages. Culture - development of a positive, progressive and high performance "way of operating". 35


An important step is to identify the staff or employees (people and positions) that are critical to the organisation. They do not necessarily have to be senior staff members. Many organisations lost a lot of "organisational knowledge" in the downsizing exercises of a few years ago. The impact of the loss was not immediately apparent. However, it did not take long for many companies to realise their mistake when they did not have people with the knowledge and skills to either anticipate or solve problems that arose. The current discussions about skill shortages and the ageing population are also helping organisations to focus on the talent management issue. It may not be possible to simply go out and recruit new people to meet operational needs. Many leading companies have decided to develop their own people, rather than trying to hire fully skilled workers. In summary, every organisation should be implementing talent management principles and approaches.



Talent management by Bharti Axa life insurance
Job profile of agency manager
 Recruitment and Team Management of life-Advisors (Recruited on Commission Basis)  Good communication skills and Excellent Track Record in Sales, Self-motivated.  Ensure product knowledge transfer and skills development of the Team  Implementing marketing strategies to build consumer preference and driving sales  Sales call planning – Analysis of Prospective Calls in Territory, Strategies for effective territory coverage, identifying, prospecting and classifying customer on the basis of socio – economic and cultural factors.  Interaction with clients & Understanding of client’s requirements.  Achieving sales targets as per designate budgets.  Coordinate monitor and review the sales efforts of the team through the process matrix  Professional Development of the Advisor by regularly training them on product and sales processes  Distribution of responsibility pertaining to the clients and prospective clients between advisors  The Respective Manager will work closely with the Branch Manager - Direct Sales Force to plan and implement sales strategies in his/ her allocated region

Recruitment & Selection Policy of Bharti axa life insurance
PURPOSE: To hire the right candidate for the right job with the right skill set, within the agreed time period, at optimum cost while following processes and complying with the framework towards providing equal opportunity to applicants based on merit. POLICY:



Deriving the total resource requirement is the first step in the staffing process and comprises of the following steps: Based on business plan for the company, function wise headcount strength required will be calculated for each quarter/ year, by the respective CLT. Once approved by the CEO and CLT, this would form the Business Operating Plan (Op Plan). Based on the Op Plan and skill set available internally, respective recruitment is planned keeping in mind the attrition rate, detailing numbers to be recruited and the sourcing strategy.

HIRING NEW POSITIONS (BUDGETED) For all planned positions, Resource Request Form (RRF) will be raised by the Hiring Manager and sent to HR along with the JD, after the required approvals. Each RRF has to be approved by the respective CLT. HIRING NEW POSITIONS (NON-BUDGETED) For any non budgeted recruitment that is over and above the Op plan, approval from CEO is required. Resource Request Form (RRF) will be raised by the Hiring Manager and sent to HR along with the JD, after the required approvals.

HIRING AGAINST REPLACEMENT The same process as required for hiring new positions that are budgeted needs to be followed for hiring against a replacement.

HIRING LEAD TIME The normal lead time to fill up a requirement against the RRF is 8 weeks (56 Days). This is calculated from the date of receipt of RRF by HR, with due approvals, to the date selected candidate joins Bharti AXA Life Insurance Company Ltd. REHIRE Bharti AXA Life Insurance Company Ltd allows re-hiring of ex employees, subject to JASPRIT SINGH BAMRAH PGDM-HR 38

availability of suitable vacancy/opening and past performance of the employee

BASIC NORMS Qualification –Minimum graduates. For fresher hiring- 60% and above in all exams starting from class 10th. For any change/ modification in percentage requirement, special approval would be required from HR. REFERECE CHECK  External reference (minimum 2) is carried out for each selected candidate. Reference check is done with prior consent of the candidate and needs to be done with someone who the candidate has closely worked with, is at a level of manager and above, and is not a relative.  Incase selected candidate is from the insurance industry, one internal Reference Check has to be conducted and appropriately documented.



Process Map- External hire





BHR refers to the Branch Human Resources RHR refers to Regional Human Resources CHR refers to the Corporate Human Resources.

Employment of Relatives Policy
ELIGIBILITY: All employees working with BHARTI AXA Life Insurance Company Ltd. PURPOSE: To permit employment of relatives, while ensuring that there are no situations of “conflict of interest". POLICY:  Bharti AXA Life Insurance Company Ltd will allow hiring of relatives, defined as brother, sister, spouse etc. as long as both the relatives are not working for the same department or process or under the same immediate supervisor and are not in a position to influence each other's career.  All cases of hiring of relatives need to be pre-approved by HR.

Employee Referral Policy
ELIGIBILITY: All permanent employees of Bharti AXA Life Insurance Company Ltd.



PURPOSE: To encourage employees to refer candidates from their professional / personal circles for meeting our current hiring requirements.

POLICY: Bharti AXA Life Insurance Company Ltd will allow hiring of friends & acquaintances of the employees. Knowledge of friends & the organization would enable employees to play the role of an ambassador in facilitating the organization to hire good candidates. However this has to be used with a lot of discretion. Employees need to know the candidate fairly well to refer him/her to our requirements. In case an employee refers relatives (Definition of Relative: Spouse, children and immediate brothers and sisters) he/she is not eligible for the referral amount. REFERRAL BONUS: • Following will be the level wise referral bonus: If The Referred Candidate is hired in Level Referral Bonus Payment per Hire

Referral Bonus will be paid through payroll and will attract taxes as applicable.

Performance Management System
Driving high performance is a key priority for the organization. This is best done through building a strong two-way relationship with employees in terms of clear performance expectations and returns. This is critical to make Bharti AXA a preferred employer in line with Ambition 2012. JASPRIT SINGH BAMRAH PGDM-HR 43

The performance management process at Bharti AXA is hence termed Passport 2012, to signify the journey towards Ambition 2012. This process is applicable to all non-sales and managers and above in sales functions.

 Ongoing nature – not a once a year activity, but has activities round the year on a continuous basis.  Holistic – has components of objective and measurable target/goals, behavior assessment as well as overall value framework  Takes inputs from all parties involved – self, manager and reviewer  Performance Management System is a core HR process that is linked with other HR processes such as recruitment, compensation, leadership development, career development, and talent identification.



PROCESS AND TIMELINE: performance management system



Training and Development
PURPOSE: To build a motivated and competent workforce, Bharti AXA Life provides learning and development opportunities to help staff members: • Develop the necessary skills and knowledge to do their jobs effectively • Grow and develop personally • Take initiative in personal development and growth • Achieve their career potential HR also works with Managers on their people and operational performance needs to assist departments to achieve their business goals. Responsibility: Responsibility for learning and development rests jointly with: • The staff member and • His/Her Supervisor/ Manager Employees are expected to take initiative to identify their own needs and take steps to improve their skills and knowledge. Supervisors and Managers are expected to ensure that their colleagues are properly coached and developed. The role of Training and Development is to provide the guidance and support needed for colleagues to develop, and departments to better meet their objectives, so hat the Company can achieve its business goals. TRAINING AND DEVELOPMENT SUPPORT Apart from projects participation, on-the-job coaching and job attachments, the company provides support for staff development in 3 main areas:  In-house Training Opportunities –Defined as training and development programmes that is organized internally and conducted by either internal experts and/or consultants of external training organizations, universities and education institutes for general public.  External Course Sponsorship – Defined as training and development programmes (including education course and workshops) which organized by accredited training organizations, /universities and education institutes for general public.



 Public Examinations –Defined as Professional Examination recognized by the insurance or financial institutes. It covers both Generic and Specific Professional Examinations.

Reward & Recognition
Bharti AXA Life R&R programme provides a window to recognize not just performance but values, which are imperative to sustained performance. While on the one hand they award significant contribution to organizational growth, they also provide an avenue to reward quick wins and initiatives through the Spot Awards. The Value Award aims to recognise consistent demonstration of all AXA values in employees' daily work, in addition to team spirit and/or innovation that impacts colleagues within the team. The Performance Award winners would have played a significant role towards improving Cost Efficiency, Productivity & Revenue. The ongoing Spot Awards aim to recognize significant contribution to organizational growth, by way of cross functional assistance, promoting work excellence in teams, stretching beyond expectations, achieving customer delight etc.



Reward & Recognition



Validation process for agency manger
Validation is the minimum performance level required to remain in the system Validation will happen on 6 months basis

Tenure in company Business period Team size Collected premium for A city Collected premium for B city Collected premium for C city
Performance period calculation:Six months calculation:-

Agency manager 0-6 months (0-6months business) 8 320000 320000 320000 business) 10 1430000 1300000 1250000

12 months 10 1530000 1400000 1350000

18 Trailing 12


Agency Manager code generated from  1-15th: cycle start from same month.  16th-31st: from the next month.

 For example: - your colleague Mr. ABC has joined on 8 Sep 2008, his goal sheet start from Sep itself. So, you will complete 6month in Feb.  You have joined on 23 Sep 2008, your goal sheet start from Oct onwards. He will complete in March only.



Agency Manager EARNER
 Recruitment development allowance- for new joiners.  Activation blast : for all AM on meeting slabs  1 TOR- for all AMs, meeting the criteria  QVB- for all AM , meeting the criteria  Champion league- for AMs, developing their agents into agency managers.

RDA Slabs
New codes AM generates within six months of business code generation are eligible for RDA and their shubharmbh qualification will decide the RDA slab. Level 0 1 2 3 4 5    RDA slabs for AMs<6months vintage No. of Las Licensed Payout per active LA 0 to1 License 0 2 to 3 License Rs. 500 per shubharmbh 4 to 5 License Rs. 750 per shubharmbh 6 to 7 License Rs. 1000 per shubharmbh 8 to 9 License Rs. 1250 per shubharmbh >9 License Rs. 1500 per shubharmbh

Number of license decided the per shubharmbh payout For example: a new AM called Hemant has done 8 licenses in given month Thus, he qualifies for slab # 4…so; anyone in his team meeting shubharmbh criteria will make him eligible for Rs. 1250.

Assume 4 advisor meet the criteria, so he get paid Rs 5000 for that month.

Champion’s League

One time reward of Rs.7500 on appointment of Life advisor to agency manager

Business Incentives
 Business Incentives : are those incentives based on business done during the period  Business Incentives are of two types : 1Tor & QVB  1 Tor is paid on monthly basis based on collected premium issuance on meeting the slab  Products carry different weightage as mentioned below : Product Weight Invest Confident 10% Wealth Confident 75% Dream Life Pension 75% Future Confident 100% Save Confident 100% Secure Confident 125% Aspire Life 125% Bright Star 125% Spot Suraksha 125%  In below illustration check how the actual changes by putting weights Product name Invest Confident Wealth Confident Dream Life Pension Future Confident Save Confident Secure Confident Aspire Life Bright Star Spot Suraksha Summary Actual collected premium 0 10000 12000 15000 12000 1500 20000 20000 10000 100500 Weighted collected premium 0 7500 9000 15000 12000 1875 25000 25000 12500 107875

Business Incentive: 1 Tor 1 Tor Slab
Level Weighted collected 0 premium Up to 99999 % override 0.00% 51


1 2 3 4 5 6

100000- 149999 150000- 249999 250000- 399999 400000- 599999 600000- 899999 900000>above

2.00% 2.50% 3.00% 3.50% 4.50% 5.00%

For e.g. Shree from Hyderabad does the following business in the month of June Product name Invest Confident Wealth Confident Dream Life Pension Future Confident Save Confident Secure Confident Aspire Life Bright Star Spot Suraksha Summary Slab Qualification Override rate Earning Actual collected premium 0 12000 12000 10000 10000 2000 15000 15000 20000 96000 Weighted collected premium 0 9000 9000 10000 10000 2500 18750 18750 25000 103000 100000-149999 2% 2060

Sum of weighed collected premium = 103000*2% To start earning 1Tor, one should focus on  Productivity  Modal mix  Collected premium High RDA earnings leads to early 1 Tor earnings Sell Aspire life, Spot Suraksha & Bright star (high CREDIT products)



Focus on yearly & half yearly cases High activisation & productivity will leads to early & consistent 1 Tor earnings

Business incentives: Quarterly Variable Bonus
 Issuance period Quarter JFM AMJ JAS OND Issuance period 1 JAN-31 MAR 1 APR-30 JUNE 1 JULY-30 SEP 1 OCT-31 DEC

 Eligibility criteria to have minimum 8 life advisors by quarter end & required gross productivity for respective quarter Quarter Gate criteria JFM 0.61

 Slab Level 0 1 2 3 4 5 Proposed slabs <375000 375000-575000 575001-950000 950001-1500000 15000012250000 2250001% override 0.00% 0.00% 0.18% 0.20% 0.40% 0.50%

3500000 6 3500000 & above 0.55%  For e.g. : Shree has done the following business during JFM JASPRIT SINGH BAMRAH PGDM-HR 53

PARAMETER Bom LA cases Weighted collected premium Exit LA Gross productivity Weighted collected premium Payout

JULY 7 10 17000 9 1.3 62000 0

AUGUST 9 12 20000 10 575001950000

SEPTEMBER 10 13 25000 10 0.18% 1116

 Does he has more than 8 life advisors on end of quarter - YES  Is he is above required Gross Productivity Level – YES  Business production =620000, rate applied 0.18%  Earning =1116

Main focus for Agency Manager should be on
 High credit products  Increasing productivity  Balance between your advisors & cases

Top earners, earn 50% of salary from Business Incentives

10 reasons to join Bharti Axa Life as Agency Manager
1. Bharti is one of the India’s leading business groups. 2. Axa is the world leader in Financial Protection and wealth management services. 3. Be the part of the rapid growing insurance industry. JASPRIT SINGH BAMRAH PGDM-HR 54

4. Excellent earning opportunity which includes handsome incentives. 5. Excellent career growth path. 6. Pre defined goal sheet. 7. Value added trainings and certifications. 8. Multi-national work environment. 9. Strong HR function for better support during the job. 10. BAL being new organization has better scope for faster growth.

Questionnaire analysis
The total number of sample were 30
The first question was about agency manager’s opinion about the work opportunity available Bharti Axa life insurance. The following opinion was being observed…



Majority of the agency manger’s said the work opportunity available in Bharti Axa life insurance company is Good, there are certain number of manager’s who also said that work culture is Fair. This helps us to understand that the work opportunity available in company satisfies majority of the manager’s. The work opportunity implies the office environment which is quite favourable, the type of products, the monthly incentives schems , performance management system etc. which enable them to perform well.

The next question was about the manager’s view on the areas they need more training



As it was described earlier that insurance industry is a high growth industry. So enabling employee’s skill is very important. Same opinion is being derived from this question that a huge number of employee’s (57%) think they need more of skill based training, there are certain number of employees who also think that problem solving skills are also to developed, also there are around 27% of them ask for all of above training i.e. training on  Company policies and procedures  Skill based training  Problem solving skills



The next question describes the employee’s view of transition from other sectors into insurance is easy or not, considering this is a hardcore sales job

This question describes the employees view towards the marketing of insurance products as compared to other done by them, the reply here was majority of them said No-that they believe transition from other sectors is not easy, where as some of them also said that transition is easy- this implies that all those who have done a hard-core sales find marketing of insurance products an easy task.

The next question describes ratings done by the employee’s on salary and benefits offered by Bharti Axa life insurance In this there we have received a variety of answers 3 out of 30 rated it as 5 11 out of 30 rated it as 4 13 out of 30 rated it as 3 2 out of 30 rated it as 2 1 out of 30 rated it as 1 Here majority of the managers have rated salary and benefits of Bharti Axa life insurance as 3 this implies that the company offer good rate of salary and benefits as compared to market conditions.



The next question describes management and employee communication in Bharti Axa

In this a majority of agency managers are satisfied between the management & employee communication. Many of them feel the Performance management system followed by the company is good enough to maintain a smooth relationship between management nad employee. Finally the last question described the change the employees would like to make… In this there were many views, opinion of the agency managers, some of them are discussed below 1. Some of them feel that there should be more advertisements, for the products of the company 2. Some really feel that Senior management is good and motivate more fresher’s. 3. Target criteria is too high which is little difficult because it is a new company, so the target criteria should be lessen. 4. Improvement upon processes, punishment leads to de-motivation and not towards performance, so there should be other way out… JASPRIT SINGH BAMRAH PGDM-HR 59

Talent Management is an opportunity for the companies like Bharti Axa life insurance is to Develop managers in their areas of expertise and in their careers. A strong talent management system enables to create a strong public service.

The goal of talent management is to better understand Our people in the organization, so it can support professional and career development and align individual needs and goals with the business focus. So talent management is a very important to achieve vision and mission of the organization.

Bharti Axa life insurance Company, tries to retain its talent through various entry opportunities, also training and development for the manager’s at various levels, performance management system- passport2012, quarterly variable bonuses, rewards and recognitions, good career path, strong performance management system.




Limitations 1. The survey was conducted within the company.

2. And in survey I have to interact with the employees. But the employees will be busy their works.

3. Getting the good response from the employee will be difficult because of their busy schedule.

4. Time to interact with employees inside the branch is not sufficient.

5. Time Period of SIP is one of the limitations.



 Company should focus on Campus Recruitment.

 It has been seen that there has been too much of work load recently results into stress. HR team should come up with stress management activities.

 Refresher’s Training & updates regarding the products must be given to each employee so that they can get the proper knowledge of the products.

 Front end should be there to deal with walk in customers.

Awareness of Bharti Axa life as a brand name should be increased through adequate platforms of marketing and publicity.



For the purpose of the preparation of the project and giving it the valuable paper form, with an intention that this information can be used by other also, a helping hand is taken from the most precious reserve of the knowledge i.e. the books The books concerned for the accomplishment of the project are as below: Human Resource Management by Aswathappa, Fifth Edition 2006 The introduction manual provided by “Bharti Axa life

 

Staff handbook 5.2 Handbook Power pack (Jas!!)

The websites concerned are
www.google.co.in www.citehr.com www.altavista.com www.bharti-axalife.com JASPRIT SINGH BAMRAH PGDM-HR 63


1. Name: 2. Designation: 3. What is your opinion on Work-opportunities in Bharti Axa?





4. In which areas do you think there is need more training? Company policies and procedures Skill based training Problem solving skills All of the above
5. Is the transition from other sectors into insurance easy, considering this is a

hardcore sales job? Yes No cant’ Say

6. How do you rate Salary and Benefits in Bharti Axa?(on the scale of 5-1)


Very good




7. What do you think about communication between management and employee

in Bharti Axa? Excellent




8. If you were to have any say, what you would like to change...
__________________________________________________________________________________________________ __________________________________________________________________________________________________ __________________________________________________________________________





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