LEAD Awards 2018: Interview with Parimal Rathod, Kotak Mahindra Life Insurance Limited
Going Beyond Training
Posted on 10-01-2018, Read Time: Min
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Category: Best Train the Trainer Program
LEAD AWARD RANK: 4
Organization: Kotak Mahindra Life Insurance Limited
Program: Trainer Competency Enhancement Program (TCEP)
Program Director: Parimal Rathod
Visit: http://insurance.kotak.com
Going Beyond Training
Our editorial team interviewed Parimal Rathod from Kotak Mahindra Life Insurance Limited at the LEAD2018 Awards this past February. Here are some excerpts from the exclusive interview.
What is the overall objective of your program?
The overall objective of our Trainer Competency Enhancement Program (TCEP) was two-fold. Primary objective was to shift the trainer role from a conventional stand-up delivery to a new edge role of being consultant, assessor, change agent and facilitator. It was focused on going beyond training and become business enabler. Second objective was to shift learning methodology from conventional classroom to multidimensional tech-enabled learning.
Who do you impact with your program?
Our target audience for Trainer Competency Enhancement Program (TCEP) were L&D Leaders (Zone and Regional L&D Heads) and L&D Managers (Master Trainers and Branch L&D Managers).
- L&D Leaders are the ones who are managing learning interventions at the zone and cluster level. They are mostly from life insurance background and have more than 6 to 8 years of experience.
- L&D managers are the ones who are managing the show at the ground level. They have experience in life insurance and training.
What are the lessons you’ve learned this year from facilitating your program?
Two most important lessons that I learnt from facilitating these TTT are:
- We have to go beyond transfer of knowledge and skills to make an impact on business parameters. To do this, trainers have to play a vital role to consult business, facilitate discussions, coach business leaders, assess the learning and lead the change.
- Learning is not a one-time activity, but a continuous learning process. Participant retains learning for a long period when there are post-training engagements.
How do you measure the return on investment and success of the program?
The role shift of the L&D team from training role to business impact role is the return on investment of the program. Their role is enhanced and evolved to a consultant, coach, change agent, assessor and facilitator wherein they closely analyse the business levers and influence the team to create the impact.
We measure the success of the program through three ways:
The role shift of the L&D team from training role to business impact role is the return on investment of the program. Their role is enhanced and evolved to a consultant, coach, change agent, assessor and facilitator wherein they closely analyse the business levers and influence the team to create the impact.
We measure the success of the program through three ways:
- Learning effectiveness evaluation: Learning effectiveness was measured at reaction, knowledge transfer, and performance improvement.
- Effective Management Processes (EMP): It is an internally designed evaluation process based on “4 Disciplines of Execution” – Chris McChesney and Sean Covey and “Execution Excellence” – Ramcharan and Larry.
- DC (Development Centres): Development centre is used as an evaluation tool to assess whether the participants have acquired the desired level of competencies.
What lies ahead for the program and how will it continue to succeed?
We evaluate the program from learning, training and delivery perspective
- Learning Evaluation: It helps us to improve training content, learning elements, and methodology.
- Training Evaluation: It supports us to improve trainer’s facilitation skills and business alignment.
- Delivery Evaluation: This evaluation provides us new mode delivery such electronic media, business engagements, participant’s behavioural changes and process and tools improvement.
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