TRD Project – Phase 1 Report

Phase 1 Report

Submitted By
Bineesh Bruno – H15018
Gowtham Mahesh – H15024
Karthik Jaybal – H15028
Yashwant Dandu – H15060
TABLE OF CONTENTS
ACKNOWLEDGEMENT
INTRODUCTION
 About The Organization
NEEDS ASSESSMENT – STEPS FOLLOWED
ORGANIZATIONAL SUPPORT
 Establishing a Relationship with Top-Management
 Establishing a Relationship with the Key Members o f The Organization
 Form Liaison Teams
ORGANIZATIONAL ANALYSIS
 Organization Goals
o Core Purpose
o Vision Statement
o Mission Statement
 Department Goals
 Employee Goals
 Transfer Climate
o Focus Areas
o Interpretations of the Scores
REQUIREMENT ANALYSIS
 Organizational Structure
 Target Job Definition
 Method for Needs Assessment
 Points of Contact
 Anticipate Problems
 Develop Protocol
TASK ANALYSIS
 Task Statements
 Task Cluster

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KSA ANALYSIS
 Knowledge
 Skills
 Abilities
IMPORTANCE OF TASKS AND KSAS
 Importance of Tasks
o Summary
o Rating Scale for KSAs
 Importance of KSAs
o Knowledge
o Skill
o Ability
LINKING KSAS AND TASKS
 LINKAGES
PERSON ANALYSIS
 SUMMARY OF TASK AND KSA ANALYSIS
 RATING SCALE USED
 SOME KEY CONSIDERATIONS
 KNOWLEDGE GAPS
 SKILL GAPS
 ABILITY GAPS
RESOLVE IDENTIFIED GAPS
 IDENTIFY TRAINING NEEDS
 IDENTIFY NON-TRAINING NEEDS
OBJECTIVE SETTING
 FLEXIBLE OBJECTIVES

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Acknowledgement:
We are extremely grateful to Prof. M. Srimannarayana for giving us the opportunity to perform
‘Training and Development Needs Assessment at Mahindra & Mahindra Financial Services
Limited as a part of the Training and Development course at XLRI and for guiding and
supporting us all through.
We would like to extend our sincere thanks to the following individuals from Mahindra Finance:
 Mr. Suketu Kohli, Head, L&D Department, MMFSL
 Mr. Tushar Vaidhya, Functional Head, L&D Department, MMFSL

This report could not have been done without the invaluable help and support of these
individuals.

Group No. 8
HRM-A

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Introduction
The following report covers Phase 1 of our Training and Development project. We have focused
on performing the needs assessment analysis and objective setting for:

Organization: Mahindra & Mahindra

Department: Financial Services Limited
Division: LMV
Job Role: Business Executive

The above mentioned job is chosen because this job role is responsible for the front line sales at
MMFSL. There are around 6000 employees working in this role across different departments.
The organization had undergone a restructure in the FY2016-17 and the role of executive is split
into Business and Collection Executives. The Business Executives are responsible for the sales
or disbursement of loans.

During the interviews with the product heads of the organization it was identified that this the
critical role which is common across the organization. Hence a training program for these
participants would be of great help to the organization and the customers.

Gowtham had interned at MMFSL and had complete access to the management and staff. A
thorough knowledge of the functioning of the company also helped us in understanding the
organizational needs. Interviews were conducted telephonically with the Business Executives
and other required stakeholders.

Organization Background:
MMFSL is a Non-Banking Financial Company which is currently ranked 2nd in the NBFC
Industry. The current sales of the company for the FY15-16 is 33,000 Cr INR. The target for the
FY16-17 is to achieve a target of 60,000 Cr INR. It has a total of 25,000 Employees. It operates
mainly in rural and semi-urban markets. It has introduced a new concept of Earn and Pay in the
finance sector which was later adopted by other companies. The company had undergone a
restructure in the FY16-17 and emerged as a product focused organization which was a
geography based organization earlier.
Also the organization is a part of Mahindra Group, an Indian conglomerate. So this will help us
in understanding how a standalone corporate functions in the group of organizations.

Needs Assessment: (Goldstein Process)

The approach followed by us for Goldstein framework which constituted the below mentioned
steps.
However few steps of the process are consciously avoided since they are not applicable in the
context of this particular organization.

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1. Organizational Support
a) Establish Relationship with Top Management
b) Establish Relationship with Key Organizational Members
c) Form Liaison Team

2. Organizational Analysis
a) Specify Goals
b) Determine Training Climate
3. Requirement Analysis
a) Define the Target Job
b) Choose Methods
c) Determine Participants
d) Determine Points of Contact
e) Anticipate Problems
f) Develop Protocol
4. Task and KSA Analysis
g) Analyze Tasks and KSAs
h) Develop Tasks
i) Form Task Clusters
j) Develop KSAs
k) Determine relevant KSAs and Tasks
a) Link relevant KSAs to Tasks
5. Person Analysis
b) Develop Performance Indicator
c) Determine KSA Gaps in Target Population
d) Determine Approaches to Resolve Gaps

1. Organizational Support:
Gaining organizational support at onset is critical for the success of needs assessment. So we
ensured to contact the organization at regular intervals of time. We also leveraged our rapport
with the manager and interacted with the staff at all levels to gain their support.

a) Establishing a Relationship with Top-Management

One of the member of the group (Gowtham) had worked on his Summer Internship Project with
the Learning and Development Department of MMFSL. So, during his summer internship work,
he had built a good rapport with the various members of the organization. Based on that
relationship, we approached Mr. Suketu Kohli, Head, L&D Department who was heading the
Learning and Development function for providing support regarding the project work. He agreed
immediately to help us with this project and introduced us to her team members.

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b) Establishing a Relationship with the Key Members of the Organization
Mr. Tushar Vaidya, who heads the functional trainings of MMFSL was the key member for us in
helping us out during various point in time. He was our single point of contact and our go-to
person for any query that we had during the course of our interactions. For general information
regarding MMFSL, we contacted Ms. Marylyn Fernandez, a Zonal Training Manager.

c) Form Liaison Teams

Our team member Yashwant Dandu got introduced to Mr. Tushar Vaidya through Gowtham.
Both these members from our group had interactions with him on regular basis and he guided us
to various other members as and when we had any requirement to meet with any line manager or
their subordinates. He helped us in zeroing down the target role of ‘Business Executive’ on
which this training and development project is carried out.

2. Organizational Analysis

a) Organization Goals
Mahindra derives its business goals from its core purpose, vision and mission statements.

Core Purpose:
“We will challenge conventional thinking and innovatively use all our resources to drive positive
change in the lives of our stakeholders and communities across the world, to enable them to
Rise.”

Mission Statement:
“To transform rural lives and drive positive change in the communities”

Vision Statement:
“To be a leading financial services provider in semi-urban and rural India.”

b) Department Goals:

i. Reaching out to new markets

ii. Developing channels: Increase the penetration in existing ones and develop new channels
iii. Generating direct leads
iv. Improved customer focus/management
v. Increase in the sales volume
vi. Focusing on gaining new franchises/dealerships
vii. To increase the revenue from Sales

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c) Employee Goals
Every employee shall strive towards the fulfilment of the organization’s strategic objectives to
enable it to progress towards its vision, by excelling in each of his or her tasks to enhance
customer experience and his or her own career development.

Employee performance expectations

 Should meet targets
 Should convert as many leads as possible
 Should be able to generate new leads themselves instead of depending on dealers
 Should try and focus improving the number of repeat customers for that division

d) Transfer Climate:

A series of interviews were carried out with the Senior Management and Business executives at
various regions over telephone. Key focus areas in these interviews are
i. Opportunity to use the training provided
ii. Supervisors Support during the whole process
iii. Peer Support
iv. Personal Outcome
v. Resistance faced by the employee

Findings from the interviews:

Most of the employees provided a favorable response to the questions asked during the
interview.

i. Opportunity to use is favorable. We understood that there is enough opportunity provided

by the manager to the employees to use what they learn in any training and development
program. It was also interpreted that the extent to which trainees is provided with or
obtains resources and tasks that enable them to use their new skills is very good.

ii. Managers are highly supportive towards employees. The responses given by the
employees for this focus area is also favorable. We understood that the manager supports
the employees to use the newly developed skills and knowledge on the job.

iii. When employees were asked to rate the peer support provided to them on a scale of 1-5,
the response given by most employees was 5. It means that peer group is very supportive
of the employees here. It was further confirmed while interviewing the employees that
they learn together and it is more productive than learning alone. Also, the employees
help one another in applying the new learned skills.

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 iv. There is very less amount of resistance. It was confirmed by employees that more
experienced workers do not ridicule the training processes and hence participate or let
other participate without any critique.

v. The only focus area that is either neutral or less favorable is personal outcome. The
employees were hesitant to tell about the reasons, it was understood that there is a less
increment in salaries and promotions are also not frequent.

The overall outcome from the interviews is that transfer climate is favorable and we can continue
with the designing of training program.

3. Requirement Analysis

Determining Determining
Defining the Choosing Aniticipating Developing a
the the Points of
Target Job Methods Problems Protocol
Participants Contact

Organization Structure:
Managing
Director

AVP CHRO

LMV Product HR L&D Talent

Head Department Department Management

Circle Heads

Regional
Heads

Area Head

Business
Executive

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MMFSL is divided into 6 products and each product is headed by a product head. All the product
heads report to AVP and the AVP reports to Managing Director. This is the new organization
structure of Mahindra Finance.

The above figure mentions only about the LMV Department structure the other 5 products also
have the similar structure.

Target Job Definition:

Business Executive are responsible for the front line sales and disbursement of loans for their
respective products. Their job involves maintaining relationship with dealers that are assigned to
them, generate new leads, contact the leads given by the dealers and convert them to sales which
helps in achieving organization objectives. Some of the key responsibilities and deliverables
expected out of this role are:

 Manage a set of dealerships to achieve the business parameters like volumes, market
share
 Execution of events like local level sales promotion campaigns, product launches etc.
 Train the dealer salesmen on pre-sales and sales processes, new product features /
modifications.
 Track the competitor activities; capture feedback on performance of competitor (and our)
products.
 Implementation of specific incentive schemes for dealers.
 Liaison with financial institutions / banks for exploring new avenues for retail financing
of product.

Method for Needs Assessment

For conducting the whole Needs Assessment process we have adopted a combination of one to
one telephonic interview and questionnaire. Details are listed below:

 Questionnaire on Task Analysis and to ascertain the prevailing Transfer Climate

 Study of Information available on their official Website and other Company Documents
 Telephonic Interaction with Area Heads of LMV Division
 Telephonic One to One Interview with 6 Business Executives at different locations.
 Telephonic One to One Interview with the Reporting Manager (Regional Heads) of these
Business Executives

Points of Contact
During the entire project, we had got opportunity to interact with 6 Business Executives, 2 from
Mumbai, 2 from Andhra and 2 from Tamil Nadu. And their reporting manager who operates out
of each location respectively. So the functional head of L&D Mr. Tushar Vaidhya was our single

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point of contact for all our concerns. For conducting interviews, we had contacted the respective
people directly through their mail ID which also was provided by Mr. Tushar Vaidhya.

Anticipate Problems
The basic concern we had was getting the appointment of these people. As they were in the field
most of the time we had to seek permission for their free time at least four days in advance. But
they always stuck to their promise and never postponed any appointment. Still there were slight
delays in getting the tasks done and we were not sure how much seriously they would consider
this activity. But they did it well. So overall we could manage it well because of the support from
their side.

Develop Protocol
As the functional training head of L&D had directly spoken and forwarded our mail to the
Reporting Manager, there was not much of an issue contacting the team. The same mail was also
sent to the 6 Business Executives immediately. So we did not have any issue while contacting
any of them. The Reporting Manager was very courteous to us and had permitted us to contact
any of his team members any time we wanted without having to go through him all the time.

Once the entire project will get over, we will submit a copy of this report to Mr. Tushar Vaidhya
and Mr. Suketu Kohli (the Functional Training Head and L&D Department Head of MMFSL)

4. Task Analysis

Data Collection Task Clusters

Perform Task Analysis

after
Job 1. Developing Task
Statements
Description 2. Forming Task Cluster
and/ or contact
job holders and
Task Analysis
supervisors
How important is a
particular task for the job

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Task Statements
Task Analysis is an integral part of the needs assessment phase. We first tried to determine the
task statements through various data collection methods:
 Documents – Job Description, previous reports, etc.
A Job Description of the Tertiary Sales Manager (TM Sales) was provided to us by the
Organization.
 Interview with the Area Manager
The Business Executive share a direct reporting relationship with the Area Manager
 Interviews with Business Executives
 Interviews with Product Heads and SMEs in the Corporate HQ, Mahindra

The SMEs are assigned with the task of formulating policy guidelines on subjects related to
Training and Development, Organization Design, Job Design, etc.
Based on the above four data collection techniques, we could determine the responsibilities and
duties of Business Executives, and the activities performed by them on the job. After considering
the What? / Why? / and How? of the activities or the duties and responsibilities, we developed
task statements which are enlisted below.

No. Task Statements

1 Setting of Overall Sales Target for the month for that particular dealership
2 Assessing the existing Opening Calls, Leads, Prospects for the month
Calculation of Required number of Calls, Leads and Prospects to be generated
3
to meet target
Determining Conversion ratio of each dealer sales executive for each level of
4
Sales Funnel
Follow up & Periodical Review of Sales Target Vs Actuals for each of the
5
dealer sales executive
6 Implementing of new product launch in their respective areas
7 Enquire the dealers about the response of the newly launched products
Execution of activities which were designed by the Manager and ensure that
8
they increase the visibility
9 Enhance brand awareness
10 Exploring new potential markets
11 Closing the cases on time
12 Performing background checks within the mentioned duration
13 Keep track of sales across various dealerships
14 Maintaining a healthy relationship with existing customers
15 Generate new leads
16 Maintain relationship with dealers
17 Act as an interface between Dealership and Banks / NBFCs to Sign MOU

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18 Explain about different products to customer
19 Follow up of customers with ETR (Excellent Track Record)
20 Identify key dealership locations
21 Approval of Deliver orders issued by the organization
Identify the areas where Mahindra Finance is lagging and mention the same to
22
the managers
23 Clarify the queries of the customers who visit the branches
24 Implementation of Various incentive schemes for Dealer executives

Task Clusters
The next part of Task Analysis is Task Clustering. Task Clustering is required to organize the
task statements and helps in linking the tasks to KSAs.
Based on our understanding of the role and inputs from the Area Manager and SMEs, we have
tried to sort out the above task statements into clusters. These clusters are:
 Sales Planning
 Branding Activities
 After Sales Service
 Competitor Analysis
 Paperwork
 Customer Engagement
 Dealership Management

Cluster Task Statements

Planning to achieve the target set by Area
Manager
Assessing the Open Calls. Leads and Prospects for
the month
Calculation of Required number of Calls, Leads
Sales Planning and Prospects to be generated to meet target

Analyzing the average conversion ratio for each

Branding Activities
dealer which will help in planning on how to
achieve the current month target
Implementing the activities launched by the
organization
Contact existing customers and mentioning about
the latest products or schemes launched by the
organization

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 Execution of activities at each dealership to
increase the visibility mentioned by Manager
Gathering constant feedback from customers to
provide quality service
Analyze the share of other competitors at different
dealership locations
Competitor Analysis Understand the new schemes launched by
competitor and check whether a similar scheme
exists in the organization
Analyze why customers have preference for a
particular company financing and provide these
inputs to the Area Manager
Paper Work Provide assistance and clarify any queries on
Billing and related activities
Follow up with dealer sales executive for
collection of EMIs from certain customers
MOU draft verification and feedback
Conducting background check on the customer
Conduct customer meets at regular intervals to
keep in touch with prominent customers
Identify key customers in each segment
Customer Engagement create a beat plan to visit the chosen customers on
a regular basis
Collecting feedback from customers after
disbursement of loans to understand the feeling of
the customer about the whole process
Implementing customized schemes launched by
management for Customers that would benefit the
dealer
Implementation of Various incentive schemes for
Dealership Management Dealer executives
Making frequent visits to prominent dealers
Understanding the problems of the dealer and
conveying to the Manager so that a consensus can
be reached

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KSA Analysis:

Data Collection KSAs

Develop KSAs
based on data
collected
Contact job
holders and
supervisors KSA Analysis:
How important is
a particular KSA
for the job

Once the Task Statements were divided into Task Clusters, they were shared with the Area
Manager and the Business Executives. The Area Manager was then asked to identify all KSAs
that would be necessary for the job. Though, the Business Executives were not able to provide
much information regarding the KSAs, they were still asked open-ended questions and the
answers to these questions were used to determine KSAs.
The following questions were asked to the Area Manager:
 What knowledge is important in order to perform the role of a Business Executive?
 In rendering the required level of service to the customers, what are the important skills?
 What are the reasons behind the good performance of Business Executive?
 Based on the task statements, what are the KSAs that are important for the job?
 What areas need to be polished to ensure exceptional performance of Business
Executive?

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Based on their answers and our understanding of the subject, we could identify the following
KSAs.
Knowledge:
No. Knowledge
1 Knowledge of Principles of Sales and Marketing
2 Knowledge of Administration: Managing Dealer Accounts
3 Knowledge of Customer Service
4 Knowledge of English and other regional languages based on area of operation
5 Knowledge of MS Office or similar software

Skills:

No. Skill
1 Skill of Effective Communication with the dealers
2 Skill of Rapport building with dealer to secure long term patronage
3 Skill of Persuasion to make the dealer realize his importance in achievement of targets
4 Skill of Active Listening to understand the issues faced by dealers
5 Skill of Coordination with dealers
6 Skill of Critical Thinking to identify the critical issues and determine options for
solving these issues
7 Skill of Monitoring
8 Skill of Service Orientation which is required to deal with customers
9 Skill of Presentation for effective transfer of Mahindra's goals to the dealers
10 Skill of Negotiation
11 Skill of Networking
12 Skill of Time Management

Abilities:
No. Ability
A1 Analytical ability: Ability to deal with problems and make decisions that are sensible
and based on available information
A2 Oral expression: Ability to communicate information and ideas in speaking so others
will understand.
A3 Deductive reasoning: Ability to apply general rules to specific problems to produce
answers that make sense
A4 Written expression: Ability to read and understand information and ideas presented in
writing
A5 Clarity in speech: Ability to speak clearly so others can understand you
A6 Information processing - ability to order information to be able to comprehend

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 Importance of Tasks and KSAs
After developing the Task Statements and dividing them into Task Clusters, and determining the
relevant KSAs for the job, the Area Manager and the Business Executives were asked to rate the
tasks and KSAs on a scale of 1 to 5.
Rating Scale for Tasks:

Rating Importance of Task

1 Unimportant
2 Slightly Important
3 Moderately Important
4 Very Important
5 Extremely Important

To facilitate the rating, the participants were asked questions regarding the frequency at which
the activities are performed, the importance of a particular activity for high performance, the
importance of a particular KSA for high performance, and the difficulty in acquiring a particular
KSA.
Importance of Tasks

Supe Average Average

Cluster Task Statements rviso BE1 BE2 BE3 BE4 Importance of Importance
r Task of Cluster

Planning to achieve the target set by

5 5 4 5 5 4.8
Area Manager

Assessing the Open Calls. Leads

4 4 3 4 4 3.8
and Prospects for the month

Sales
4.3
Planning
Calculation of Required number of
Calls, Leads and Prospects to be 4 4 5 5 3 4.2
generated to meet target

Analyzing the average conversion

ratio for each dealer which will help
4 4 4 5 5 4.4
in planning on how to achieve the
current month target

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 Implementing the activities
4 5 3 5 4 4.2
launched by the organization

Contact existing customers and

mentioning about the latest products
4 3 4 4 5 4
or schemes launched by the
organization
Branding
4
Activities
Execution of activities at each
dealership to increase the visibility 4 4 5 4 4 4.2
mentioned by Manager

Gathering constant feedback from

4 4 5 4 4 4.2
customers to provide quality service

Analyze the share of other

competitors at different dealership 3 4 4 4 5 4
locations

Understand the new schemes

Competitor launched by competitor and check
4 4 3 4 3 3.6 4
Analysis whether a similar scheme exists in
the organization

Analyze why customers have

preference for a particular company
4 5 3 5 5 4.4
financing and provide these inputs
to the Area Manager

Provide assistance and clarify any

queries on Billing and related 5 4 3 5 4 4.2
activities

Paper Work 4

Follow up with dealer sales

executive for collection of EMIs 4 5 4 3 3 3.8
from certain customers

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 MOU draft verification and
4 3 4 5 5 4.2
feedback

Conducting background check on

2 3 4 5 5 3.8
the customer

Conduct customer meets at regular

intervals to keep in touch with 4 3 4 4 5 4
prominent customers

Identify key customers in each

3 4 4 4 5 4
segment

Customer
4.1
Engagement

create a beat plan to visit the chosen

4 4 5 5 5 4.6
customers on a regular basis

Collecting feedback from customers

after disbursement of loans to
2 3 4 5 5 3.8
understand the feeling of the
customer about the whole process

Implementing customized schemes

launched by management for
4 5 4 3 4 4
Customers that would benefit the
dealer

Implementation of Various
Dealership
incentive schemes for Dealer 4 4 3 5 4 4 3.95
Management
executives

Making frequent visits to prominent

3 4 5 4 3 3.8
dealers

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 Understanding the problems of the
dealer and conveying to the
4 5 4 4 3 4
Manager so that a consensus can be
reached

Summary of Clusters
Average
Cluster Importance of
Cluster
Sales Planning 4.3
Branding Activities 4
Competitor Analysis 4
Paper Work 4
Customer
4.1
Engagement
Dealership
3.95
Management

Importance of KSAs
Knowledge
Supervisor Avg
No. Knowledge BE1 BE2 BE3 BE4
Rating Importance
K1 Knowledge of Principles of Sales
and Marketing 5 5 5 4 4 4.6

K2 Knowledge of Administration:
Managing Dealer Accounts 4 4 5 3 4 4

K3 Knowledge of Customer Service

4 5 4 4 5 4.5

K4 Knowledge of English and other

regional languages based on area of 5 4 3 3 4 3.8
operation
K5 Knowledge of MS Office or similar
software 4 4 3 4 3 3.6

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 Skill
Supervisor Avg
No. Knowledge BE1 BE2 BE3 BE4
Rating Importance
1 Skill of Effective Communication with
the dealers 5 4 4 5 5 4.6

2 Skill of Rapport building with dealer to

secure long term patronage 5 5 5 5 4 4.8

3 Skill of Persuasion to make the dealer

realize his importance in achievement of 5 3 4 4 3 3.8
targets
4 Skill of Active Listening to understand
the issues faced by dealer 3 4 4 3 3 3.4

5 Skill of Coordination with dealers

4 5 3 3 3 3.6

6 Skill of Critical Thinking to identify the

critical issues and determine options for 4 3 5 4 3 3.8
solving these issues
7 Skill of Monitoring
3 2 2 4 3 2.8

8 Skill of Service Orientation which is

required to deal with customers 3 3 3 4 4 3.4

9 Skill of Presentation for effective transfer

of Mahindra's goals to the dealers 4 3 3 5 4 3.8

10 Skill of Negotiation
5 4 5 4 4 4.4

11 Skill of Networking
5 5 4 4 5 4.6

12 Skill of Time Management

4 3 4 4 4 3.8

Ability
Supervisor Avg
No. Knowledge BE1 BE2 BE3 BE4
Rating Importance
1 Analytical ability: Ability to deal
with problems and make decisions
5 4 4 3 4 4
that are sensible and based on
available information
2 Oral expression: Ability to
communicate information and ideas
4 3 4 3 4 3.6
in speaking so others will
understand.
3 Written expression: Ability to read
and understand information and 4 3 2 2 3 2.8
ideas presented in writing

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4 Deductive reasoning: Ability to
apply general rules to specific
4 5 5 4 4 4.4
problems to produce answers that
make sense
5 Clarity in speech: Ability to speak
clearly so others can understand you 5 4 5 5 4 4.6

6 Information processing - ability to

order information to be able to 4 4 3 4 3 3.6
comprehend

Person Analysis:

Resolving the gaps by

following two
approaches
Identifying
KSA Gaps Identifying training
needs
Identify Non-Training
needs

From the Job Description and the developed Task Statements, it can be seen that every job has a
responsibility and it is necessary for the employees to possess relevant KSAs to perform the job.
Person Analysis is the concluding part of the Needs Assessment phase. In this part, we identify
whether employees need training to upgrade a particular KSA / KSAs and what the nature of the
training should be.
Hence the Key focus areas are
Sales Planning K1,K5,S3,A6,A8

Customer Relationship K4,K6,S4,S9, A6

Management
Analytical Training K2,K4,S1,S2,S3,S10

We asked the Area Manager to rate the KSAs on a scale of 1 to 5 based on the requirement for the
job. A rating of 1 would mean that ‘Amateur’ knowledge of the KSA is required. On the other hand,
a rating of 5 would mean that ‘Exceptional’ knowledge of the

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 KSA is required. We then asked the Area Manager to rate each Business Executives (BE1, 2, 3, and
4) on the basis of the level of KSA they possess.
We floated another questionnaire for the job holders and asked them to rate the KSAs on a scale of 1
to 5 based on their perception with respect to requirement for the job. Another question asked the job
holders to rate themselves as per the KSAs they possessed (Self-Assessment).

Some key considerations:

 Required level of KSAs is the higher of the two ratings – one given by the Area Manager
and the other being average of ratings given by job holders
 The final actual level of KSAs was taken as the lower of two ratings – one given by the
Area Manager and the other being the average of the self-assessment ratings given by job
holders
 The gap in KSAs was calculated by subtracting the actual level of KSAs from required
level of KSAs

Rating Scale Used:

Rating Description
1 Amateur
2 Basic
3 Average
4 Proficient
5 Excellent

Knowledge Gaps
BE 1 BE2 BE3 BE4 Avg KSA
No. Knowledge Reqd Gap
Fina Fin Sel Fin Fina
Mgr Self Mgr Self Mgr Mgr Self
l al f al l
K1 Knowledge of Principles of 5 4 4 4 3 4 3 4 5 4 5 5 5 4 1
Sales and Marketing

K2 Knowledge of Administration 4 4 4 4 4 3 3 3 4 3 3 3 3 3.3 .75

K3 Knowledge of Customer 4 5 5 5 4 5 4 4 4 4 5 5 5 4.5 .5

Service

K4 Knowledge of English and 4 4 2 3 3 3 3 3 3 3 4 4 4 3 1

other regional languages
based on area of operation
K5 Knowledge of MS Office or 4 4 4 4 3 3 3 3 3 3 4 4 4 3.5 .5
similar software

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 Ability Gaps

No. Ability Reqd SM 1 SM 2 SM 3 SM4 Avg KSA

Gap
Mgr Self Fina Mgr Self Fin Mgr Sel Fin Mgr Self Fina
l al f al l
A1 Analytical ability: Ability to 4 4 4 4 3 4 3 4 4 4 3 3 3 3.5 .5
deal with problems and make
decisions that are sensible and
based on available
information
A2 Oral expression: Ability to 4 3 3 3 3 3 3 3 3 3 3 4 3 3 1
communicate information and
ideas in speaking so others
will understand.
A3 Deductive reasoning: Ability 4 3 4 3 3 5 3 3 4 3 2 4 2 2.8 1.25
to apply general rules to
specific problems to produce
answers that make sense
A4 Written expression: Ability to 3 3 3 3 3 3 3 2 2 2 3 3 3 2.8 .25
read and understand
information and ideas
presented in writing
A5 Clarity in speech: Ability to 5 4 4 4 5 5 5 5 5 5 4 5 4 4.5 .5
speak clearly so others can
understand you
A6 Information processing - 4 3 4 3 2 4 2 3 4 3 2 3 2 2.5 1.5
ability to order information to
be able to comprehend

Skill Gaps

No. Skill Reqd BE 1 BE2 BE3 BE4 Avg KSA

Gap
Mgr Self Fina Mgr Self Fin Mgr Sel Fin Mgr Self Fina
l al f al l
S1 Skill of Effective 5 4 5 4 4 5 4 3 4 5 3 4 3 3.8 1.25
Communication with the
dealers
S2 Skill of rapport building with 4 4 5 4 3 4 3 4 2 3 3 5 3 3 1
dealer to secure long term
patronage
S3 Skill of persuasion to make 4 4 3 4 3 3 3 3 3 4 3 3 3 3 1
the dealer realize his
importance in achievement of
targets
S4 Skill of Active Listening to 3 2 3 2 2 3 2 2 4 2 2 3 2 2 1
understand the issues faced
by dealers
S5 Skill of Coordination with 4 4 4 4 3 3 3 3 3 3 3 3 3 3.3 .75
dealers

S6 Skill of Critical Thinking to 4 3 3 3 4 4 4 4 4 4 3 3 3 3.5 .5

identify the critical issues and
determine options for solving
these issues
S7 Skill of Monitoring 3 3 2 2 3 3 3 3 2 2 3 3 3 2.5 .5

S8 Skill of Service Orientation 4 3 3 3 3 3 3 3 3 3 3 3 3 3 1

which is required to deal with
customers

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S9 Skill of Presentation for 4 3 4 3 3 4 3 2 3 2 2 3 2 2.5 1.5
effective transfer of
Mahindra's goals to the
dealers
S10 Skill of Negotiation 5 4 5 4 3 4 3 4 5 4 3 4 3 3.5 1.5

S11 Skill of Networking 5 4 4 4 4 5 4 5 5 5 4 5 4 4.3 .75

S12 Skill of Time Management 4 3 3 3 3 4 3 4 4 4 3 3 3 3.3 .75

Based on the above data, we identified KSA areas where the gap is excess and these gaps will be
filled through training programs. However, not all gaps are because of lack of training.
Therefore, the next section deals with the training and non-training issues.

Resolve Identified Gaps:

The previous section described how we identified gaps in KSAs. To confirm if training is to be
provided to resolve these gaps or not, a questionnaire consisting of open-ended questions was
developed. The job holders were interviewed over the air and their responses helped us divide
the approach into two parts – identify training needs and identify non-training needs
Some questions that were asked during the interview:
 What aspects of the job need to be changed? Why?
 What aspects of the job are not required at all? Why?
 What are the problems faced by you on the job?
 Do you believe that with extra supervisory support, you will be able to perform better?
 Do you believe that it is lack of training that is stopping you from achieving exceptional
success on the job?
 Do you believe training will help you progress in the organization?
 Can you identify any incident which aptly describes the problems faced by you on the
job?
 Can you identify any incident where you achieved exceptional success on the job?

Identify Training Needs:

 It was found that Business Executives need training in generating sales and sales
planning. Though their reporting managers have idea about the planning a slight
knowledge about sales planning would help these Executives plan better and achieve
their monthly targets. It was found that they are no able to accurately predict the required
number of calls, leads, and prospects to be generated to meet the target. Basic principles
of sales and marketing training must be provided.
 It was found that the Executives are not able to calculate the varied interest rates
appropriately and answer the queries of client accordingly. Hence a training in improving
analytical abilities like a basic workshop on calculation of various interest rates is
required for the executives.

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  Customer Relationship Management is one of the key focus area at MMFSL and all the
business executives are required to maintain a healthy relationship with customers. Hence
a CRM module to be prepared which covers the basic etiquettes of how to handle
customers is required.

Identify Non-Training Needs:

We asked certain open-ended questions during person analysis and could identify some problem
areas that were causing KSA gaps. However, these areas cannot be resolved through training and
are identified as non-training needs of job incumbents. Resolving these will improve the overall
productivity of Tertiary Sales Managers and reduce their non-core workload.

 For the Design of Various incentive schemes for Dealer executives (Sales & Service),
adequate information on the latest development from Regional office level is not
available up to date. The company maintains an online portal accessible through
company ID. So a separate folder can be created in the back end for every area office
level in which all latest happenings can be updated periodically and that will be a single
point of reference for the Business Executive.
 There is a crunch in manpower availability to get all the assigned work done through the
dealers. But due to high attrition rate and absenteeism, shortage of man power is faced.
So a tie up with any nearby company can be made where upon requirement and short
notice, temporary workers are provided on a daily wage basis to do the low skill jobs.

Objective Setting:
The following objectives were then developed for Business Executives of MMFSL. The need
identification was done for those which had a significant gap (difference between expected and
actual score). The Learning Objectives of the training program are broadly classified as

 Sales Planning: After training, the Business Executives will be able to perform the correct
calculation of required number of calls, leads, and prospects to be generated to meet the
target at the beginning or the end of every month when they have to prepare a
presentation / pitch for the dealers regarding their targets for the coming month.
 Customer Relationship Management Training: After training executives will be able to
effectively communicate with customers and help them to pick the appropriate schemes
suitable for their needs. Also after this training the executive must be able to generate
new leads and achieve the targets of each month on time.

 Analytical Training: After training executives must be able to explain the customer
different policies and schemes and the varied interest rates for different types of
customers along with the benefits a customer will be enjoying if he takes a loan from
MMFSL.

Training needs have been classified under

 Observable Action
 Measurable Criteria

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  Conditions of Performance

Key Areas of Observable Action Measurable Criteria Conditions of

Training Performance
Sales Training Correct Calculation of Conversion rate of Provide sufficient
Required number of Calls, leads and calls data about the market
Leads and Prospects to be he is operating in
generated to meet target
Customer Maintaining healthy Number of Contacts of
Relationship relationship with dealers complaints closed in customers in his
Management and customers a month region
Analytical Calculation of EMI for Number of leads A clear
Training different schemes and converted communication from
plans management about
the schemes

Flexible Objectives:

Based on the insights gained from our interviews with the Area Manager and Business Executives,
we propose the following flexible objectives:
 Improving the effectiveness in communication, presentation and negotiation skills while
handling Dealers and Customers
 Enhance the Business Executives capability to deal with work-related stress as this is a job
which deals with target setting and target achievement
 Improving the work-life balance by reducing the workload of Business executives by
removing the noncore value adding works

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