Training Manager

Role overview

This role is designed to build training capability across sales channels by identifying learning needs, shaping relevant content, and putting in place an effective delivery model for the sales force and distribution ecosystem. The objective is to ensure teams are well equipped on product knowledge, competitive context, market expectations, and effective selling methods so they can improve productivity and support business growth.

Business context

The position sits within Aditya Birla Capital, under Aditya Birla Health Insurance, in the Human Resources function and the Sales Training department. The role location is Kolkata. The business workforce is 3200, the unit workforce is 3200, the function workforce is 80, and the department workforce is 56. Key performance expectations include improving productivity of active advisors by 70%, aligning third-party distributor and banca productivity to sales objectives, and supporting branch activation under CAB.

Industry and business challenge

The health insurance market is highly competitive, with multiple private players and a strong nationalized competitor. A large share of the market renews with existing providers each year, leaving a comparatively smaller pool of fresh business to win. At the same time, the rise of SMEs and start-ups creates a growing opportunity, but success depends on building solutions that suit different customer segments and widening reach through channel partners.

Customers increasingly expect advisory-led, tailored health insurance offerings rather than simple transactional products. The market also demands awareness of changing lifestyles, medical advances, and evolving healthcare needs. The role therefore requires the ability to design relevant training that helps sales teams move from price-led conversations to value-based selling, while also supporting customized offerings across channels and stakeholder groups.

Aditya Birla Health Insurance was established in 2015 as a 51:49 joint venture between Aditya Birla Capital Limited and MMI Strategic Investments (Pty) Ltd, and began operations in October 2016. The company’s positioning is centered on “Health Insurance for All” and is built around a digital-first, paperless approach across customer and employee journeys.

Business proposition

• A wellness program with incentives that encourages healthier habits and rewards young, health-conscious customers.
• A chronic care management offering that addresses the needs of people living with long-term lifestyle conditions such as diabetes, asthma, high cholesterol, and hypertension from day one.
• A role as an enabler and influencer of health-related decisions, not just a payer of medical claims.
• A digital-led operating model focused on seamless, paperless experiences throughout onboarding and service delivery.

Key challenges

• Many employees already hold policies with other insurers and may be hesitant to port coverage immediately.
• Access to employees often depends on senior leaders in group organizations, so the value proposition must be clearly communicated to win approvals.
• Because customers are group employees and their referrals, any service gap can trigger immediate escalations.
• The market is price-sensitive, making it difficult to position new-age solutions without careful customization.
• The team must be upskilled to sell on concepts and value rather than purely on price.
• Initiatives across companies often require approvals from leaders in other businesses, which can slow execution.
• Solutions may need cross-functional coordination with operations, claims, actuarial, and other teams to create viable customer offers while protecting internal norms.

Core responsibilities

• Build and continuously refine a training architecture that supports strong learning delivery across all relevant constituencies.
• Review and co-create training plans for employees, advisors, channel partners, retention-focused programs, knowledge interventions, and refresher modules to improve licensing conversion and training reach.
• Improve the scale, quality, efficiency, and cost-effectiveness of training programs.
• Carry out training needs analysis, ensure training completion, and track the effectiveness of learning initiatives.
• Develop instructor-led and online learning content in close partnership with the content team.
• Validate and review learning modules to ensure quality and relevance.
• Promote continuous learning through engaging, interactive, and bite-sized learning formats.
• Lead programs that raise the productivity of sales employees, including advisor activation initiatives.
• Design and implement evaluation systems to measure training impact and return on investment.
• Use feedback on content and delivery quality to improve learning interventions and align them with both individual development and business goals.
• Create and manage monitoring systems to assess behavioral change after training and the resulting business impact.
• Develop internal and external subject matter experts and establish a training structure that supports effective delivery capacity.
• Plan resources so training can be delivered optimally.
• Build focused modules in specific subject areas to develop subject matter expertise.
• Create a strong trainer certification program.
• Recruit strong talent from the available market pool.
• Guide, mentor, supervise, and coach team members while setting direction for the team.
• Support capability building so subordinates can perform effectively and take on greater responsibilities.

Reporting and relationships

The role reports to the Zonal Training Manager. Key internal interactions include the Head of Training, Channel Heads, and the Head of Content Development. Externally, the role works with bank partners. These relationships are used to plan training timelines, discuss regulatory training delivery, create and review content, align training capacity, and gather strategic inputs for lead funnel development, incentive design, and team productivity improvement.

Organizational structure

The job description includes a sign-off requirement for the job holder and the reporting manager. A hard copy is to be maintained in organizational records.

Additional job information

The source document requests completion of basic job-record fields such as business, unit, location, position number, reporting details, and date of JD update. Some fields, including position number and date of preparation/update, were not filled in the source content.