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SERVICE PROCESS MAPPING:
INSURANCE INDUSTRY
A PROJECT REPORT
Under the guidance OfProf Poonam Arora
Submitted by
Sunil PillaiRegistration Number: 520927839
_____________________________
in partial fulfillment of the requirementfor the award of the degree
Of
MBA
IN
Marketing
Mar, 2011
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Acknowledgement
Before we get into the thick of things, let me pen down a few words for all
those who made this document possible .
First and Foremost let me thank Almighty God, forseeing me through this
project.
At the very onset let me express my sincere regards to our Academic
Coordinator ProfPoonam Arora for the constant support & encouragementthroughout the lifetime of the project . Kudos to Prof Poonam for painful
reviewing of the report & ensuring it to beerror free.
Heartfelt Gratitude to Mr. Kausharali Sayed, Channel Development
Manager, HDFC Life, for the consistent interest in this project . This project
wont have got it shape but for theenthusiasm of Kausharali sir to make available
the key people & data resources. The project owes itself to Ms. Ankita for
deliberating on the nitty -grittys of the channel development vertical.
The belligerent efforts of Mr. Rohit Mishra , Sales Development
Manager, ensured that the project met all deadlines & quality targets. The
Cooperation extended by Mr.Rinku Ramoliya , Branch Manager, Maninagar
has come a long way in thesuccessful accomplishment of this project
Mr. Umang Vaidya , Training Officer, deserves special mention for
explaining in detail the nuances of the Training Vertical of HDFC Life
Over & above to all thosewho directly or indirectly were instrumental in
finishing off this herculean task,
Thank You
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BONAFIDE CERTIFICATE
Certified that this project report titled SERVICE
PROCESS MAPPING OF INSURANCE INDUSTRY is the
bonafide work ofSunil Pillai who carried out the project
work under my supervision
.
SIGNATURE SIGNATURE
PROF B.N.MEHTA PROFPOONAMARORAAcademic Director Academic CordinatorIBMR BusinessSchool, IBMR BusinessSchool,
Drive-In Road Drive-In RoadAhmedabad Ahmedabad
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EXAMINERS CERTIFICATE
This is to certify that the project titled
Service Process Mapping
by
Sunil Pillai
is accepted in Time & Quality
Internal Examiner External Examiner
Name: Name:
Sign: Sign
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EXECUTIVE SUMMARY
Process Mapping the tasks involved in Servicesmeansestablishing
clear cut flowstructure ofwho doeswhat, who is responsible forwhat &
who has to deliver what. Once done there remain no uncertainty in any
asp
ect of th
eproc
ess. Thi
sr
emoval of lack of in
sight into pr oc
ess&
thereby reduction in uncertainty boosts performance in a significant way
& more importantly makes it more predictable &more accurate.
A process map visually depicts the sequence of events to build a
product or produce an outcome . It may include additional information
such as cycle time, inventory, and equipment information .
The study indulges in mapping the processes of HDFC Life . It
maps the different verticals of the legendary Insurer left out of itsstandard
ERP & project Management suites. Th e active processes mapped out
involve different departments including but not limited to Training, Rural
Banking, Bancassurance, and Channel Development.
The study also envisages use of some specific process mapping
softwares like Task Map. Thestudy envisages documenting the processes
to a limited number of levels & may either leave out on the top or the
bottom hierarchies.
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2.6.2 Organizational Hierarchy .................................................... 542.6.3 Training Officer ................................................................... 572.6.4 Processes Map ...................................................................... 582.6.5 New Module Development ................................................. 752.6.6 Key Result Areas ................................................................. 79
2.7 Rural Banking .................................................................................. 812.7.1 Organizational Hierarchy .................................................... 812.7.2 Products:............................................................................... 83
2.8 Bancassurance.................................................................................. 832.8.1 Organizational Hierarchy .................................................... 842.8.2 Contract Executives ............................................................. 84
2.9 Channel Development ..................................................................... 862.9.1 Organizational Hierarchy .................................................... 86
2.9.2
Process
Map ......................................................................... 89
2.9.3 Key Result Areas ............................................................... 100
3 Conclusion ............................................................................................... 1013.1 Concluding Remarks ..................................................................... 1023.2 Benefits of Process Mapping ........................................................ 103
4 Bibilography ............................................................................................ 105
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List of Tables:
Table 1 : Task ID UTK 01 ..................................................................................... 60Table 2 : Task ID UTK 02 ..................................................................................... 60Table 3 : Task ID UTK 03 ..................................................................................... 61Table 4 : Task ID UTK 04 ..................................................................................... 61Table 5 : Task ID UTK 05 ..................................................................................... 62Table 6 : Task ID UTK 06 ..................................................................................... 62Table 7 : Task ID ABH 01 ..................................................................................... 64Table 8 : Task ID ABH 02 ..................................................................................... 64 Table 9 : Task ID ABH 03 ..................................................................................... 65 Table 10 : Task ID ABH 04 ................................................................................... 65Table 11 : Task ID ABH 05 ................................................................................... 65Table 12 : Task ID PRY 01 .................................................................................... 67Table 13 : Task ID PRY 02 .................................................................................... 67Table 14 : Task ID PRY 03 .................................................................................... 68Table 15 : Task ID PRY 04 .................................................................................... 68Table 16 : Task ID RIY 01 .................................................................................... 70Table 17 : Task ID RIY 02 .................................................................................... 70Table 18 : Task ID RIY 03 .................................................................................... 71Table 19 : Task ID RIY 04 .................................................................................... 71Table 20 : Task ID PRV 01 .................................................................................... 73Table 21 : Task ID PRV 02 .................................................................................... 73Table 22 : Task ID PRV 03 .................................................................................... 74Table 23 : Task ID NMD 01 .................................................................................. 75 Table 24 : Task ID NMD 02 .................................................................................. 75
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Table 25 : Task ID NMD 03 .................................................................................. 76 Table 26 : Task ID NMD 04 .................................................................................. 76 Table 27 : Task ID NMD 05 .................................................................................. 76Table 28 : Task ID NMD 06 .................................................................................. 77 Table 29 : Task ID CDM 01 .................................................................................. 89 Table 30 : Task ID CDM 02 .................................................................................. 89Table 31 : Task ID CDM 03 .................................................................................. 90Table 32 : Task ID CDM 04 .................................................................................. 90 Table 33 : Task ID CDM 05 ................................................................................. 91Table 34 : Task ID CDM 06 .................................................................................. 91Table 35 : Task ID CDM 07 .................................................................................. 93 Table 36 : Task ID CDM 08 .................................................................................. 93 Table 37 : Task ID CDM 09 .................................................................................. 94Table 38 : Task ID CDM 10 ................................................................................. 94Table 39 : Task ID CDM 11 .................................................................................. 94 Table 40 : Task ID CDBL 01 ............................................................................... 96Table 41 : Task ID CDBL 02 ................................................................................ 96Table 42 : Task ID CDBL 03 ................................................................................ 97Table 43 : Task ID CDBL 04 ................................................................................ 97Table 44 : Task ID CDBL 05 ................................................................................ 97Table 45 : Task ID CDBL 06 ................................................................................ 98
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List of Figures:
Figure 1 : Visually Depective Process Map .......................................................... 14Figure 2 : Unified Modelling Language ............................................................... 30Figure 3 : Process Mapping Steps ......................................................................... 30Figure 4 : High-level processmapsshow all core processes ............................... 35Figure 5 : Credit Approval Process Flow Chart ................................................... 37Figure 6 : Credit Approval Swim Lanes Map ...................................................... 38Figure 7 : Credit Approval Document Map .......................................................... 40Figure 8 : ValueStream Map - Activity Map ....................................................... 42Figure 9 : Credit Approval Process Work Flow Diagram ................................... 43Figure 10 : Material Order Request & Receiving Rendered Process Map ......... 44Figure 11 : Task Map Legend ................................................................................ 48Figure 12 : Hierarchy of Training Vertical ........................................................... 56Figure 13 : UTKARSH Induction Program .......................................................... 59Figure 14 : ABHYAS Phase Map ......................................................................... 63Figure 15 : PRAYAS Phase Map .......................................................................... 66Figure 16 : RIYAS P hase Map .............................................................................. 69Figure 17 : PRAVAS Phase Map .......................................................................... 72Figure 18 : New Module Development Map ........................................................ 78Figure 19 : Hierarchy of Rural Banking ............................................................... 82Figure 20 : Hierarchy of Bancassurance Vertical ................................................. 85Figure 21 : Hierarchy of Channel Development Vertical .................................... 88Figure 22 : Channel Development Recruitment Consultants Map ...................... 92Figure 23 : Channel Development: Financial Consultants Map .......................... 95Figure 24 : Channel Development : Business leaders Map ................................. 99
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List ofSymbols, Abbreviations and Nomenclature:
AM - Area Manager
ASTM - Area Sales Training Manager
AVP - Assistant Vice President
BM - Branch Manager
BOO - Branch Operation Officer
CAM - Corporate Account Manager
CDM - Channel Development Manager
Co EX - Contract Executive
CSM - CorporateSales Manager
Ops - Operations
RM - Regional Manager
RTM - Regional Training Manager
SDM - Sales Development Manager
TM - Territory Manager
TO - Training Officer
VP - Vice President
ZM - Zonal Manager
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1Introduction
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1.1 Introduction to the Topic
1.1.1 Services
A service is the intangible equivalent of an economic good. Service
provision is often an economic activity where the buyer does not generally,
except by exclusive contract, obtain exclusive ownership of the thing purchased.
The benefits of such a service, if priced, are held to be self -evident in the
buyerswillingness to pay for it. Public services are thosesociety pays for as a
whol
ethrough ta
xesand oth
er
mean
s.
TheServicesector accounts formore than 70% of GDP in 17 of the 35 top
countries. In India, services contribute to more than half of GDP. The fastest
growing service sectors are Information Technology, ITES,
Telecommunications & Financial Services.
1.1.2 Process Mapping
Process Mapping refers to activities involved in defining exactly what a
business entity does, who is responsible, to what standard a process should be
completed and how thesuccess of a business process can be deter mined. Once
this is done, there can be no uncertainty as to the requirements ofevery internal
business process. A business process illustration is produced.
Process mapping allows you to identify productivity opportunities, best
practices, root causes of problems, createworkflow consistency, and determine
who owns an action item within the process and who is accountable for the
process.
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Process mapping is similar to flowcharting but with additional power. With
process mapping an organization not only creates a map that shows you where
you are, but also develops a should map that tells where you want to be.
Together, these two process maps can lead healthcare organizations to major
improvements in the quality of care that is provided in quality and revenue
cycles.
A processmap visually depicts thesequence ofev ents to build a product
or produce an outcome . It may include additional information such as cycle
time, inventory, and equipment information.
Processmapping has in recent years developed due to software tools that
can attach metadata to activities, driv ers and triggers to provide a more complete
understanding of processes.
Figure 1 : Visually Depective Process Map Formatted: Caption, Centered, Line spacingsingle
Formatted: Font: Not Bold
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map implies the use of process flow and the current understanding of the causal
structure.
Six Sigma practitioners use the term Business Process Architecture to
describe the mapping of business processes as
series of cross -functional flowcharts. Under this
school of thought, each flowchart is of a certain
level (between 0 and 4) based on the amount of
detail the flowchart contains. A level 0 flowchart
represents the l east amount of detail, and usually
contains one or two steps. A level 4 flowchart
represents the most amount of detail, and can
include hundreds of steps. At this level every task, however minor, is
represented.
Insu
mmary, a proc
essis
astructur
ed
set o f activiti
esthat tran
sfor
minput
s
into outputs. We believe processesshould bemeasurablewith clear performance
indicators. Processes arestrategic assets of an organization that ifmanaged well
deliver a competitive advantage. And processes assist us in defining
responsibilities, internal controls, and work standards for compliance,
consistency, and performance.
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1.2 OBJECTIVES
There are threemain objectives of the project.
1. Review and document existing operations and processes of HDFC Life.
Target the revenue driving operations of key verticals while leaving out
othersundry processes .
2. Review and document operations as they pertain to individual areas of
responsibilities. Create "very detailed" procedures and/or work
instructions as required. Focus on role based Operations & to indulge in
much more Conceptual Mapping rather than going in for Procedural
mapping.
3. Familiarizewith Process Mapping Softwares & use and recommend some
key features & abilities that will provide greater insight into the entire
processes.
1.3 RATIONALE
Given the importance of processmapping in current corporatescenario, the
rationale of the study is to enhance the understanding of the process mapping
tools. The application ofmapping tools to effectively map an organizations core
processes and the benefits derived fromsuch an activity areworth devoting the
required time & resources. An organization would also benefit from having a
processmap prepared by theway of this project.
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As IT becomes more & more central to core business practices, it is
inevitable to be aware of the softwares used for these practices. Same is true
with Process Mapping; the market is flooded with several softwares starting
fromsimple flowcharting to oneswith complex process analysis capabilities . So
it is imperative to gain hands on knowledge ofsome of these by implementing a
full processmapping cyclewith them.
1.4 SCOPE
TheScope of thestudy extends to mapping the processes of HDFC Life. It
is intended to extensively map atleast the core value adding processes of atleast
few verticals if not the organization in entirety. Attention may also be diverted
to some critical or otherwise underperforming processes. The study also
envisages use ofsomespecific processmapping softwares. Thestudy envisages
documenting the processes to a limite d number of levels & may either leave out
on the top or the bottom hierarchies.
The study has touched upon the Training, Channel Development, Rural
Banking, & Bancassurance Verticals. The Study has been conducted at the
Ahmedabad Branches of HDFC Life & l imits itself to the field activities. It does
not extend themapping to back office or operations part of thework cycle.
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1.5 HDFC LIFE
HDFC Standard Life has been renamed as HDFC Life in Nov 2010.
HDFC Standard Life is one of India's leading private lif e insurance
companies offering a wide range of individual and group insurancesolutions. It
is a joint venture between Housing Development Finance Corporation Limited
(HDFC), India's leading housing finance institution and Standard Life plc, the
leading provider of financial services in the United Kingdom.
HDFC Standard Life Insurance Company Limited was one of the first
companies to be granted license by the IRDA to operate in life insurancesector.
Each of the JV player is highly rated and been conferred with many awards.
HDFC is rated 'AAA' by both CRISIL and ICRA. Similarly, Standard Life is
rated 'AAA' both by Moody's and Standard and Poors. These reflect the
efficiency with which HDFC and Standard Life manage their asset base of Rs.
15,000 Cr and Rs. 600,000 Cr respectively.
Senior Management:
MD and CEO: Mr. Amitabh Chaudhry
Executive Director and COO : Mr. Paresh Parasnis
ChiefFinancial Officer (CFO): Ms. Vibha Padalkar
ChiefActuary and Appointed Actuary : Mr. Ashley Rebello
GM, Sales and Marketing: Mr. Vikram Mehta
Chief Investment Officer (CIO) : Mr. Prasun Gajri
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1.5.1 FACT SHEET
Date ofFoundation: August 14, 2000
Operation Start Date: October 12, 2000
URL:www.hdfclife.com
Promoters: HDFC Ltd and Standard Life Plc
Stakeholders: As on March 31st, 2010, HDFC Ltd. holds 72.43% and Standard
Life (Mauritius Holding) 2006, Ltd. holds 26.00% ofequity in the joint venture,
while the rest is held by others
Gross Premium Income: Rs. 7005 crore for yearended March 31, 2010.
New Business Premium Income (EPI) : Rs. 2,561 crore for yearended March
31, 2010
Policies in Force: 23,02,310 as on March 31, 2010
Total Number of products: 33 (individual, group, and rural)
Financial Consultants: 1,98,620 as on March 31, 2010
Number of Branches: 568 officesservicing over 730 cities and towns
Capital Base: Rs. 1968 crore as on March 31, 2010
TotalAssets Under Management: Rs. 20,767 crore as on March 31, 2010
Total employee strength: 13,434 as on March 31, 2010
Bancassurance Partners: HDFC Bank, Indian Bank, Saraswat Bank
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Retirement Plans
y HDFC Personal Pension Plan
y HDFC Unit Linked Pension II
y HDFC Unit Linked Pension Maximiser II
y HDFC Immediate Annuity
Savings & Investment Plans
y HDFC Unit Linked Endowment Plus II
y HDFC SimpliLife
y HDFC Unit Linked Endowment II
y HDFC Unit Linked Enhanced Life Protection II
y HDFC Unit Linked Wealth Maximiser Plus
y HDFC Unit Linked Endowment Winner
y HDFC Endowment Assurance Plan
y
HDFC Money Back Plan
y HDFC Single Premium Whole of Life Insurance Plan
y HDFC Assurance Plan
y HDFC Savings Assurance Plan
Health Plans
y HDFC Critical Care Plan
y HDFC SurgiCare Plan
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Group Plans
y Group Term Insurance Plan
y Group Variable Term Insurance Plan
y Group Unit Linked Plan - Gratuity
y Group Unit Linked Plan - Superannuation
y Group Unit Linked Plan - Leave Encashment
1.5.4 HDFC Life Branches Deployment:
HDFC Life has Five Branches in Ahmedabad. It sells Insurance in Ahmedabad
mainly via 3 channels,
y Retail Sales (Agency Sales)
y Bancassurance
y Direct sales
The
Com
pany had an option to de
ve
lopm
ultipurpose
branches
& house
e
achchannel in each branch. This w ould ensure equitable geographic reach to all
channels. However the company has prevailed on the concept of specialized
branches. It has developed Each branch with a focus on only a particular or a
select channels.
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2Main Body
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2.1 Literature Review
2.1.1Life Insurance
2.1.1.1Definition
Human life is subject to risks of death and disability due to natural and
accidental causes. When human life is lost or a person is disabled permanently
or temporarily, there is a loss of income to the household. The family is put to
hardship. Risks are unpredictable. Death/disability may occur when one least
expects it. There are a number of life insurance productswhich offer protection
and also coupled with savings.
A Term insurance product provides a fixed amount of money on death
during the period of contract.
A Whole Life insurance product provides a fixed amount of money on
death.
An Endowment Assurance product provided a fixed amount of money
either on death duri ng the period of contract or at the expiry of contract if life
assured is alive.
A Money Back Assurance product provides not only fixed amounts
which are payable on specified dates during the period of contract, but also the
full amount ofmoney assured on death during the period of contract.
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An Annuityproduct provides a series ofmonthly payments on stipulated
dates provided that the life assured is alive on thestipulated dates.
A Linked product provides not only a fixed amount ofmoney on death
but also sums ofmoney which are linked with the underlying value of assets on
the desired dates.
There are a variety of life insurance products to suit to the needs of various
categories of people children, youth, women, middle -aged persons, old people;
and also rural people, film actors and unorganized laborers.
Life insurance products could be purchased from registered life insurers
notified by the IRDA. Insurers appoint insurance agents to sell their products.
As per regulations, insurers have to give the v arious features of the
products at the point of sale. The insured should also go through the various
terms and conditions of the products and understand what they have bought and
met their insurance needs. They ought to understand the claim procedures so
that they knowwhat to do in theevent of a loss.
2.1.1.2Why Life Insurance
Life insurance is many different things to many different people. For
some, it is a premium to be paid on time. For others it offers liquidity since cash
can be borrowed when needed. For the investment -minded, it denotes a
cons
tantly grow
ing capital accoun t and nume
rous
othe
r be
ne
fits
.
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The contractual guarantee is the promise to pay, backed by one of the
oldest and most stably regulated financial industry operating in the Indian sub -
continent today.
1) Insurance Buys Time and Money
People like to refer to life insurance as time insurance, the reason being
that life insurance proceeds are paid to the insured's beneficiaries in case of
death. The money proffered by life insurance helps buy time to adjust to the
change of circumstances. Insurance provides large amounts of cash that will
keep the lifestyle for thesurvivors theway it was before the insured's death.
2) Insurance Offers Peace of Mind
For the person who buys an insurance policy, it offers absolute and
complete peace of m ind. He orshe knows that the decision made by him will
providesound benefits in the future, whether or not the individual may live to
see it.
3) Multiple Applications
The future is uncertain for each and every one. No one knows how long
he orshewill live. The investment benefit is paid to the insured's beneficiaries
after his death or it can be used during the life as well. Life insurance policy
owners can turn to the cash value of the policy in case of a financial emergency
when all avenues areeith er blocked or denied.
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4) Enduring Elasticity
Since life insurance is flexibleenough to serveseveral needs, the insured
can keep several long -term goals in mind once he orshe invests in the insurance
plan. The cash value of the policy can be allocat ed towards augmenting the
monthly income during the retirement years. Leisure yearsshould be turned into
pleasure years. Permanent life insurance is designed on the concepts of long -
term flexibility.
5) Financial Security
The insurance policy offers c ontractual guarantees to people looking for
peace of mind when they buy life insurance. Life insurance offers complete
financial security. The purchase of life insurance demonstrates concern for a
family's future financial well being.
6) Regard for Family
The purchase of life insurance clearly displays care and concern for the
people the policy owner loves.
7) Insurance is Safer
No financial institution can do what life insurance does. No industry can
back its products with reserves and surplus as sou nd as those of the insurance
industry. The proof of strength and safety that insurance companies have
ensured even under the most adverse of conditions is a matter of pride for the
entire insurance industry.
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2.1.2Process Mapping
2.1.2.1Process Flows or Activities
A process map visually describes the flow of activities of a process. A
process flow can be defined as thesequence and interactions of related process
steps, activities or tasks that make up an individual process, from beginning to
end. A processmap is read from left to right or from top to bottom. We prefer to
minimize backflow or arrows that go from right to left or bottom to to p
be
cause
it can gre
atly confuse
the
re
ade
r
Better Understanding of a Process
Processmaps are used to develop a better understanding of a process, to
generate ideas for process improvement or stimulate discussion, build stronger
communication, and of course to document a process. Often times a
process map will highlight problems and identify bottlenecks, duplication,
delays, or gaps. Process maps can help to clarify process boundaries, process
ow
ner
ship, proc
essr
espon
sibiliti
es, and
eff
ectiv
en
ess
mea
sur
esor proc
ess
metrics. Processmaps can be very effective at increasing process understanding
during training.
Process maps are not limited to a single department or function. For
example, the ISO 9000 Quality Management Systems standard requires some
type of processmap of the organizations quality processes. Mapping should be
the first step in designing a process or in documenting a procedure. Why?
Because, to improve a process you must understand it and most of us understand
a graphical picture bette r than a written procedure.
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Figure 2 : Unified Modelling Language
2.1.2.2 Process Mapping StepsProcess Mapping can be done by following several established methods &
Techniques. The four steps Process Mapping Cycle that would be followed in
this project will be as follows
y Process Identification
y Information Gathering
y Interviewing & Mapping
y Analysis
y Figure 3 : Process Mapping Steps Formatted: Caption, Centered, Line spacing
single, No bullets or numbering
Formatted: Font: Not Bold
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Process Identification
The first step is process identification . Many companies think they know
their processes -- manufacturing, sales, accounting, building services. But it is
just this silo mentality that causes processes to lose their customer -centric
approach. Instead of defining processes based on the company's understanding,
they must be defined by the customer's understanding. Walking through
customer experiences helps the reviewer identify those trigger points that can
make or breaksuccess. T hese then form the basis for process identification.
Information Gathering
Once the processes are identified, the second step begins -- information
gathering. There is a large volume of information that should be obtained before
trying to learn the intricacies of a process. Primary among these is identifying
who the true process owners are -- the oneswho can effect change. Their buy -in
and agreeme
nt throughout the
analysis
is
param
ount. Additional information thatshould be obtained includes the objectives of the process, risks to the process,
key controls over those risks, and measures ofsuccess for the process.
Interviewing & Mapping
In order to effectively record and maintain this information, some
important worksheets have been developed. T wo of the most important are the
Process Profile WorkSheet, and Work FlowSurveys. The Process Profile Work
Sheetincludes such information as the process owner, the trigger events
(beginning and ending), inputs, outputs, and, asmentioned above the objectives,
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risks, key controls, and measures ofsuccess. Work Flow Surveys are completed
by individuals actually working on the process and request from them a list of
tasks -- including inputs and outputs -- which they perform in support of the
process.
Only after all this is done is actual "Process Mapping" completed. This
involves sitting with each employee and having him or her describe what it is
they do. This information is recorded using a sticky -note method. Each step i n
the process is recorded on a sticky -note and built in front of the individual
completing the work. This allows them to interactively ensure the final map
matches their understanding of theirwork. The final processmaps are developed
using flowcharting software. Time flows down the page, and each individual
involved is represented by a separate column. In thismanner, a simplemap can
result from a complicated process.
Analysis
WhileAnalysis is considered the fourth step, analysis must really occur
throughout the review. While defining the processes, the reviewer may
determine that objectives are not in line with the processes in place. In
gathering information, it may become apparent that measures ofsuccess do not
correspond to department objective s. These are just some of the examples of
ongoing analysis. However, there are some specific examples of analysis that
can be completed once maps are done. These include identifying unnecessary
approvals, isolating rework, removing duplicate forms, elimin ating useless hold
files, and investigating decision requirements that lead to no discernable result.
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2.2 Data Collection
The project draws its strength from the primary Data collected from the
Key personnel involved in the process being mapped. The proje ct covers those
process which are not covered by any other organizational data management
practices
The existing Document management system dint service the needs of the
targeted processes of the selected verticals. This called upon heavy primary
activity. In all about 14 sets of data collection rounds were conducted over a
period of two months.
The primary data collection tool used was Interview. Almost all the forms
of interviews were employed viz, Group, Individual; Structured, Free Flowing ;
Formal, Informal. The key persons of each department arranged for the
availability of second tier personnel.
The process mapping tools were used to capture the data made available
during the interviews. The Processmapping software too came in handy with its
elaborate & user friendly Data Capture Mechanisms.
Some of thesecondary data made available & used in the projects include
the forms, checklists, guidelines, resource lists, Organogram & So on. Mush use
has not been made of Internet or online re sources as the data needed demanded a
lot of local content specific to the target organization
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y Green is your Cash Cycle (Inventory + A/R Payables > 0); which taken
togethermake up your Order to Cash Cycle.
Inputs/outputs are labeled, information flows are indicated with a dotted line,
and thematerial flow is a solid line (black for inventory and red indicating the
primary material flow). If you need more detail, then each of the nine processes
can further beexplained separately in a lower -level processmap. The term
processmap does not refer to thescope of a process being high -level, low-
lev
el, or v
ery d
etail
ed. A proc
essm
ap is
focuse
d on the
activity flow
, order, or
sequence and interaction.
Figure 4 : High-level processmapsshow all core processes
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Low-level processmaps can provide a lot of detail for analysis and can be
used in place of textual procedures forsimple processes. If you want to lean
out your documentation for ISO 9001 then flowcharts can simplify your
procedures and reduce unnecessary paperwork. Organizations with highly
trained employees can benefit by using simple processmaps.
One problemwith low -level processmaps is that sometimes it is hard to
determine who is responsible forwhich activity. Another is that they may not
conform very well to the SIPOC format we prefer. In this case a Cross
Functional or Swim Lanes Map can be used to convey individual
responsibilities or departmental roleswithin an organization.
Figure 5 : Credit Approval Process Flow Chart Formatted: CenteredFormatted: Font: Not Bold
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Cross Functional or SwimLanes Map
Cross Functional process maps have the same UML flowchart symbols
used in the low-level process map example. Only now, four cross functional
swim lanes have been used to identify who is responsible for each element,
decision or data. You can have any number of swim lanes in you r map,
although as a practical limit you may want to make it fewer than ten for clarity.
In Figure 5, the first band, the customer is clearly responsible for making a
buying decision and must complete the credit form. Thesales department is
thesecond band and must respond to sales calls, receive the credit information
(form), enter the order, and pr oduce an order form. The order form issent to the
credit department, which compares the data to the credit criteria issued by
management. If everything looks OK then credit reviews the customers
Figure 6 : Credit Approval Swim Lanes Map Formatted: CenteredFormatted: Font: Not Bold
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existing A/R balances for credit capacity, and then ca lculates the credit terms.
Management is responsible for preparing a credit issued report and overseeing
the credit approval process.
Swim lanes are really good at depicting responsibilities and with no loss
in the low-level process flowchart informatio n. Suppliers and customers are
obvious and it does conform to our SIPOC format. Although, we still see
alternative backflow present in the bad credit decision. The problem with
alternativ
eflo
wis
they can
mak
eit hard to follo
wth
eproc
ess. A b
ett
er
method
would be to use single -piece flow (the path a single product takes without
alternative flows) and eliminate alternative flowssuch as in a Document Map.
Document Map
A Document Map is an expanded SIPOC format. Each row is an individual
SIPOC flow representing the:
y Supplier
y Input (yellow)
y ProcessStep (light green)
y Output (blue)
y Customer
Effectiveness criteria and performance objectives are listed at the bottom. Your
effectiveness criteria represent your Key Performance Indicators (KPI), me trics,
ormeasures for your process. If you are planning on continuous improvement
(to conform to ISO 9001) then you should identify your metrics and your
performance objectives.
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We have also introduced PDCA or Plan, Do, Check, Act structure to the proce ss
steps:
y Plan is performed as part of the prior Act step where credit criteria
are determined.
y Do occurswhen thesales person gets the order and startsentering it in
thesystem, credit checks are performed and terms calculated.
y Check occurswhen the credit issued is reviewed along with the credit
criteria.
y And finally, Act occurswhen new credit criteria are issued.
Figure 7 : Credit Approval Document Map
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Document maps provide a lot of data detail but can beshort on activity details.
Text based procedures aremuch better at depicting individual tasks and
methods. But we can also use an Activity Map.
Activity Map or Value Stream Map
Activity maps or ValueStream Maps are used in lean implementations to
depict process tasks as single -piece flow and with as much detail as you can
capture. The whole purpose of an Activity Map is to capture enough
information so that you can identify the tasks that are clearly adding value and
those that are of questionable value. Activity maps are helpful for architecting
and organizing the text beforewriting a new procedure.
Each of the five activities in the Credit Approval process are listed along
the top row in light blue. Next, an optional tally field totals the number of tasks
beloweach activity (i.e. 4+1). The first number represents the task total and the
second number is the lean value -added (green tasks) total. Then the person or
department responsible for the activity is listed with a departmental color code.
And finally, the detailed tasks are shown, one per box. Value-added tasks are
color coded green, clearly wasteful tasks are coded red, and all thewhite boxes
represent possible waste, or steps that can be eliminated through lean process
improvement events.
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Figure 8 : ValueStream Map - Activity Map
Activity maps providesufficient details for process improvement and can
also be augmented with task timing data, which can be used to quantify time and
cost savings. All you need is a spreadsheet and you can start making activity
maps. Unfortunately, activity maps are just OK at training or communicating
how a processworks. Work flow diagrams aremuch better for training workers
and communicating processes.
WorkFlow Diagram
Work flow diagrams translate abstract UML, or Unified Modeling
Language, symbols ofsquares and diamonds into graphical images, which are
used to tell a more complete story than engineering notation communicates.
Engineers are used to thinking conceptually and using symbols, but theworkers
in the field may need something less abstract and more concrete.
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Task-level communications require more clarity and work much better
when we get closer to reality.Drawing the credit approval process in a work flow
diagram format brings the process to life. Workersmight see themselves in the
work flow and may see how the process works. Microsoft Visio contains
variouswork flow diagram images (including theexamplesshown here) that can
be used for drawing more than just processmaps.
Figure 9 : Credit Approval Process Work Flow Diagram
Work flow diagrams are great as a basis for developing MS -PowerPoint training
materials forworkers and can be used in combination with other processmap
types to provide process information from different perspectives. Thissame
map could be drawn using swim lanes to communicate responsibilitiesm ore
clearly.
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Workflow diagrams aremore realistic than process flowcharts, but there
might still be room for improvement. Is there a more realistic processmap?
Lets look at a rendered processmap.
Rendered Process Map
A rendered processmap issimi lar to a work flow diagram. It usesmany
of thesamesymbols to communicate process flows and activities, but it is not
limited to just thosesymbols. Graphics, colors, and images can be combined to
produce a more detailed and realistic map that everyone can relate to.
The material order request & receiving process depicts an inventory
storage location orwarehouse that is not physically at or near the point ofsale.
Figure 10: Material Order Request & Receiving Rendered Process Map Formatted: Centered
Formatted: Font: Times New Roman, 12 pt
Formatted: Font: Times New Roman, 12 pt,
Not Bold
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Activities are labeled A through I and are described at the top of the map.
Different process flows are color coded: green for customer approval within the
purchasing sub-process, purple for distribution,grey for order processing,
and orange for inventory picking. The orange trianglessymbolize timewaste.
So these are the seven types of process maps. Each serves a specific
purpose and works really well in certain situations; somework better in certain
situations than others. These types of tools make work life easier, and help
com
pany runm
oreeffici
ently and
eff
ectiv
ely
2.4 Process Mapping Software tools
Document and visualize processes in minutes! TaskMap
Professional combines simplicity for authors with the power of
visualization and data connectivity in a single package. Updating process
maps created with thesystem is also a breezewith TaskMap Capture for
Excel.
2.4.1.1Product Overview
TaskMap, an application for Microsoft Visio, is one of thesimplest,
fastest and most cost -effectiveway to document processes . Now TaskMap
Professional supercharges TaskMap by adding sophisticated data
visualization capabilities and the ability to link to external data sources.
TaskMap Pro gives your process maps an entirely new set of dynamic
capabilities.
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y Populating Taskshap eswith data simply by linking the TaskMap to a
spreadsheet
y Watching thesymbols on your TaskMap change as you update data in a
spreadsheet
y Updating a spreadsheet and having the changes flow automatically to a
TaskMap
TaskMap Professional includes new user -defined data fields along
with fi
eld
sto id
entify Ri
sk
sand Control
s. Th
er
ear
e
six
new
report
sand
support for Microsoft Office 2007 document types.
2.4.1.2Data Visualization
TaskMap Professional builds on the exciting data visualization
capabilities of Visio 2 007 Professional by providing pre -defined icons,
text callouts and graphics that have been designed specifically for
enhancing the presentation of process data. Add value to your process
maps by adding visual annotations based on underlying data values.
With TaskMap Professional data graphics you can...
y Mark decision Taskswith a diamond icon
y Flag special conditions or circumstanceswithin a process
y Identify specific risks or indicate relative risk level
y Display user -defined data
y Display Responsible Role in an alternate format
y Mark all Tasks or Task Links that exceed a user -defined time threshold
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And if you need even moreways to display your process data, you
can use Visio 2007 Professional's Data Graphics to create hundreds of
other types of visual annota tion on TaskMaps.
2.4.1.3Data Linking
Data Linking means that you can connect your TaskMaps to external data
sourcessuch asspreadsheets, databases, and SharePoint lists. Linked TaskMaps
allow you to move data into yourmaps dynamically whether you are creati ng
a map fromscratch or refreshing onewith real -time updates.
And TaskMap Capture for Excel* makes it even easier by providing a
pre-formatted spreadsheet with fields and dropdown lists for all Task data fields.
With TaskMap Professional data linking you can...
y Import data fromexternal sources directly into Taskshapes
y Create new Task shapes from process data in external spreadsheets or
databases
y Automate data linksso that changes to source data automatically change
TaskMap
y Combine data linking with dat a visualization so that changes to external
data sources dynamically change graphic annotations on your TaskMap:
great forstatus displays, dashboards, processmap overview pages
TaskMap Professional Edition adds serious power including
sophisticated data visualization capabilities and the ability to link processmaps
to external data sources all without sacrificing TaskMaps renowned ease of
use.
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2.4.1.4Ideal for:
y Creating process and procedures in a simple to use and distribute format
y Building and distributing process dashboards to intranets and PDF
y Managing process projects and distributing task/process data in Excel
y Analyzing and improving business processes
y Six Sigma, Sarbanes -Oxley, Kaizen, Lean and other quality andcompliance applications
Figure 11 : Task Map Legend
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2.5 Process Management at HDFC Life
HDFC life had an in -house developed EMPOWER ERP suite. The
EMPOWER platform has been used to manage the day -to-day operations of all
Channels of HDFC Life. It embarked on Project Fusion to implement SAP
Modules. With the help of TCS, HDFC life now hasmaterialsmanagement, HR
& Finance running on SAP. As these processes have been well documented &
aresupported by ERP suites, wewill not cover them under this project.
2.5.1 SAP
SAP AG is the largest European softwareenterprise, with headquarters in
Walldorf, Germany. SAP was founded in 1972 as Systemanalyse und
Programmentwicklung by five former IBM engineers in Mannheim,
Germany. The original name forSAP was German: Systeme, Anwendungen,
Produkte. It means "Systems Applications and Products." Since the 2005
annual general meeting the companys official name is just SAP AG.
The goal of the company was to provide large enterprise cus tomers
with the ability to interact with a corporate database in real -time. Today,
the company states that its goal is "to offer the industry's most
comprehensive portfolio of business performance and optimization solutions for
companies of all sizes."
SAP's first software application was a financial accounting software
suit
ethat ran on a
mainfra
meand
wa
skno
wn for it
s
stability. It
ev
entually
became known as the R/1 system. The "R" stands for real -time.
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During the 1980s, the company went international, and the second
iteration of the R system (R/2) accommodated different languages and
currencies. In the 1990s, the third iteration (R/3) moved from themainframe to a
client/server three-tier architecture composed of a database, software
applications and a common graphical user interface (GUI). SAP used the name
R/3 until the 5.0 release. At that time the name was changed from
R/version to ERP Central Component (ECC).
2.5.1.1 Project Fusion
Project FUSION will see the implementation of SAP -ERP software for
HDFC SL. HDFCSL hassigned up with SAP to deliver its ERP software for
the use within the company. In Phase 1 themodules that were implemented
are
1. FI-CO (Finance and Controlling),
2. MM (Procurement),
3. HCM (HR activities) along with ESS (EmployeeSelfService)
SAP Implementation will help us standardize our processes; will
ensure real time availability of information, better r eporting & forecasting.
SAP : FI-CO Module
The FI-CO Module has two applications Module: Financial Application &
Control Application
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Financial Accounting
The Financial accounting application fulfills all the requirements that
must be met by the financial accounting department of an organization. All
accounting relevant transactions made in Procurement or Human Resources
(HR) Component are posted real time to Financial accounting system by mean s
of automatic account determination. This data can be passed on to Controlling
(CO)
Functional Areas Covered underSAP FI Module in HDFC Life.
y General Ledger (GL)
y Accounts Receivables (AR)
y Accounts Payable (AP)
y Asset Accounting
y Bank Acounting
y Property Management
y Planning
y Travel Management
Controlling
It provides supporting information to management for the purpose of
planning, reporting as well as monitoring the operations of their business.
Management decision-making can be achieved with the level of information
provided by thismodule.
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Functional Areas Covered underSAP CO Module in HDFC Life.
y Cost Center Accounting.
y Profit Center Accounting .
y Internal Order.
y Cost Element Accounting.
y Controlling Profitability Analysis.
SAP: MM Module
The Materials Management (MM) module is fully integrated with the
other modules of the SAP System. It supports all the phases of materials
management from materials planning and control, purchasing, goods
receiving, inventory management and th e final payment to vendor using the
invoice verification module.
Benefits of SAP-MM Module
Some of the key benefits these processes bring in are;
1. A uniform procurement methodology & discipline across the
organization.
2. Will enable the threeway matching of Purchase Order (PO), Goods
Receipt Note (GRN) & Invoice to ensurewe get value formoney we pay
to vendors
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3.
Aggregation of pan India purchases on a common platformwhich would
provide a significant leverage to negotia te lower rates from vendors Vs
individual buying by each dept.
4. Will lead to reduction of cost aswell as better TATs
5. Procurement will integratewith othermodules like FICO, HCM etc. to
process vendor payments on time
6. Would provide a far greater v isibility & degree of vendor data analysis .
SAP-HCM Module
SAP ERP Human Capital Management is a comprehensive integrated
Human resources management solution that delivers unmatched global
capability. SAP ERP HCM gives the organization the tools needed to manage
theirmost important asset: people.
Using one HR Software suite for all talent management purposes, the
organization can more readily understand where our workforce talents lie and
align the goals of the employees with the overarching business strategy of
organization.
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2.6 Training Vertical
2.6.1Introduction
The Training Vertical deals with training of all employees &
Consultants providing service to HDFC Life. It has the mandate to
maintain the work force upto date & ready to meet the changing market
requirements.
Insurance being a heavily regulated sector, the role of training takes
on extra emphasis. The field force has to be kept duly updated on the new
regulations & Notificationsso as to meet the necessary comp liance. This
makes Training a round -the-year activity & updation of knowledge bank a
recurring goal.
Also Insurance is one of the sectors marred by a heavy rate of
Attrition. This double digit attrition places a heavy call on the training
department to ensure that
2.6.2Organizational Hierarchy
The operations of Training vertical are overlooked by an Executive
Vice President. The Training department can be said to have two main
arms:
y one for training the Retail agency channel &
y other for catering to the training needs of Bancassurance.
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Each of these arms ismanaged by an Assistant Vice President. The
AVP-Training has the mandate for all the Zones of HDFC Life in the
country. Each Zone also has a Zonal Training Manager who takes care of
the training operations of his Zone.
The ZTM is assisted by Regional Training Managers . RTMs are the
functional heads & work out the day to day itinerary of their regions.
They are also responsible forevaluation of existing training methods &
practices. They can also indulge in development of new methods &
modules to meet the unique requirements of their region.
The Regional Training Managers have Area Sales Training
Managers reporting to them. The Area Sales Training Managers conduct
the various training programs of the company. The ASTMs are assisted
by the training Officers in theirwork.
The Bancassurance training arm also draws upon the same
hierarchy. The only difference is there is not a special officer below AVP
Banca who exclusively looks after the needs of the Bancassurance
personnel. The Organogram of training vertical of HDFC life is shown
below:
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Executive Vice Presi
ent(Training)
Assistant Vice Presi
ent(Training-Agency)
Assistant Vice Presi
ent(Training- Bancassurance)
Zonal Training Manager
Regional Tra ining Manager
Area Sales Training Manager
Tra ining Officer
Figure 12 : Hierarchy of Training Vertical
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2.6.3Training Officer
The Training Officer is the lowest personnel in hierarchy of
training vertical of HDFC Life. The basic mandate of Training Officer is
to impart training to the field sales agents.
The Training Officers are entrusted with carrying out training
programs to update theskills of two sets of personnel:
y
Employees of HDFC Life
y Consultantswith HDFC Life
The entire organization is mapped into the training vertical. Each
Training Officer is allocated a chunk of the organization. The different
units of all channels are assigned to atleast one training officer keeping in
mind their unique requirements. Henceeach training officermay have in
his Kitty some of the following entities.
y Agency Channel:
Atleast one branch of retail sales is allocated to a Training
Officer. A unit with one branch manager & one assistant branch
manager is the smallest entity handled by the Training Officer. A
branch may house more than one of such units. The Training
Officer conducts all the training programs for the employees &
Consultants attached with the allocated unit.
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Figure 13: UTKARSH Induction Program
Formatted: Caption, Centered
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The 30 day Induction Program is divided into fourStages.
y ABHYAS PHASE
y PRAYAS PHASE
y RIYAS PHASE
y PRAVAS
The Processstartswith the raising of the training requirement. HR
raises the training requirement for the new joinees.
Table 1 : Task ID UTK01
Task ID UTK01
Responsible Role Human Resources
Task DescriptionHR raises the requirement for Induction Program
for the new joinees
Frequency of Occurrence Recurring
The
Branch Manager rai
sesth
etraining r
equir
ement for th
e
existing
SDMs.
Table 2 : Task ID UTK02
Task ID UTK02
Responsible Role Branch Manager
Task DescriptionBM raises the training requirement of theexisting
SDMs
Frequency of Occurrence Infrequent
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Once the requirements are raised, the Utkarsh Induction program is
planned & starts off. The ASTM c onducts the 12 days Abhyas Phase of
Classroomsessions
Table 3 : Task ID UTK03
Task ID UTK03
Responsible Role Area Sales Training Manager
Task Description Abhyas Phase
Frequency of Occurrence Recurring
Duration 12 days
Guidelines Abhyas Module developed by Content team
Post Class roomsessions of Abhyas, TheSDMs are taken out on the On -
Job-training by Training Officers
Table 4: Task ID UTK04
Task ID UTK04
Responsible Role Training Officer
Task Description Prayas Phase
Frequency of Occurrence Recurring
Duration 12 days
Supporting Role Sales Development Manager
After the On-the-Job Training, the SDMs are evaluated on their
Learnings.
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Table 5 : Task ID UTK05
Task ID UTK05
Responsible Role Area Sales Training Manager
Task Description RIYAS Phase
Frequency of Occurrence Recurring
Duration 5 days
Supporting Role Sales Development Manager
Once the Learning s & Evaluations have been over, theSDMs are handed
over to their Respective Branch Managers.
Table 6 : Task ID UTK06
Task ID UTK06
Responsible Role Regional Training Manager
Task Description PRAVAS Phase
Frequency of Occurrence Recurring
Duration 1 day
Supporting Role Sales Development Manager
This completes the Utkarsh Induction Program. After having a higher
level view of the Induction Program, lets dig deeper into the nuances of its
phases.
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Figure 14: ABHYAS Phase Map Formatted: Caption, Centered
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2.6.4.2ABHYAS Phase Map
The Task map of Abhyas phase is shown in Figure 17. The 12 day
ClassroomSession phase has 5 tasks in it.
The Abhyas Phase of Utkarsh Induction Program begins with all SDMs
gathering for the classroomsessions at Lonavala Learning Center
Table 7 : Task ID ABH 01
Task ID ABH01
Responsible Role Human Resources
Task DescriptionSDMs gather at the Lonavala Learning Center for
Abhyas Phase
Frequency of Occurrence Recurring
Duration 0 days
The first day of Classroomsession dealswith Introduction of the compay
& the job profile of theSDMs
Table 8 : Task ID ABH 02
Task ID ABH02
Responsible Role Area Sales Training Manager
Task Description Company & Profile Introduction
Frequency of Occurrence Recurring
Duration 1 days
After Introduction phase, the SDMs are familiarized with the insurance
products of the company. First 5days the Conventional products are dealt with.
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Table 9 : Task ID ABH 03
Task ID ABH03
Responsible Role Area Sales Training Manager
Task Description Conventional Product Training
Frequency of Occurrence Recurring
Duration 5 days
Once the Conventional Products are dealt with, focusshifts on the more
involved ULIP Products.
Table 10 : Task ID ABH 04
Task ID ABH04
Responsible Role Area Sales Training Manager
Task Description ULIP Product Training
Frequency of Occurrence Recurring
Duration 5 days
After all the Product training, a one day refresher is held. It also serves to
evaluate the training goals of the program.
Table 11 : Task ID ABH 05
Task ID ABH05
Responsible Role Area Sales Training Manager
Task Description Refresher & Evaluation
Frequency of Occurrence Recurring
Duration 1 days
The Class room sessions are over & the SDMs are ready for the next
phase of On-the-Job Training.
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Figure 15: PRAYAS Phase Map
Formatted: Caption, Centered
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2.6.4.3PRAYAS Phase Map
The Taskmap of PRAYAS phase isshown in Figure 17. The 12 day On -
the-Job Session phase has 5 tasks in it.
The SDMs complete their 12 day Classroom session & embark on the
PRAYAS Phase OJT. The first day revolves around the Introduction of OJT &
how to go about it
Table 12 : Task ID PRY 01
Task ID PRY01
Responsible Role Training Officer
Task Description Introduction of OJT
Frequency of Occurrence Recurring
Duration 1 days
TheSDMsmove out in Market to conduct an open market Survey of the
Target Customer. This is to remove the fear of approaching the customer.
Table 13 : Task ID PRY 02
Task ID PRY02
Responsible Role Sales Development Manager
Task Description Open Market Survey of Target Customer
Frequency of Occurrence Recurring
Duration 5 days
S
upporting Role
Training Office
r
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The Next Job is to indulge in Recruitment of Financial Consultants. This
gives them a feel of how to develop & manage their teams
Table 14 : Task ID PRY 03
Task ID PRY03
Responsible Role Sales Development Manager Training Officer
Task Description Recruitment of Financial Consultants
Frequency of Occurrence Recurring
Duration 5 days
After indulging in one complete cycle of operations at the market, the
training Officer reviews the learning status ofeach of the SDMs. The Lessons
learnt are consolidated & reinforced once again.
Table 15 : Task ID PRY 04
Task ID PRY04
Responsible Role Training Officer
Task Description Review of the Learnings
Frequency of Occurrence Recurring
Duration 1 days
Supporting Role Sales Development Manager
This completes the PRAYAS phase ofSDM Induction Program . Now the
SDMsmove on to theirevaluation phase: RIYAS
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Figure 16: RIYAS Phase Map Formatted: Caption, Centered
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2.6.4.4RIYAS Phase Map
The Task map of RIYAS phase is shown in Figure 17. The 5day
Evaluation Session phase has 4 tasks in it.
RIYAS beginswith a aggregation & consolidation of all the learnings in
the last 24 days.
Table16
: Task ID RIY01
Task ID RIY01
Responsible Role Area Sales Training Manager
Task Description Aggregations of all learnings & reviews
Frequency of Occurrence Recurring
The SDMs then present the results & findings of their open market
customersurveys .
Table 17 : Task ID RIY 02
Task ID RIY02
Responsible Role Sales Development Manager
Task Description Present the Findings & Insights
Frequency of Occurrence Recurring
Supporting Role Area Sales Training Manager
The Area Sales Training Manager evaluates the presentations ofeach of
theSDMs .
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Table 18 : Task ID RIY 03
Task ID RIY03
Responsible Role Area Sales Training Manager
Task Description Evaluate the learning outcomes ofeach SDM
Frequency of Occurrence Recurring
Finally, the overall performance of the SDM at Utkarsh Induction
Program is deliberated upon & each SDM is rated over the various Parameters.
Thisscore comes handy while allocation of BMs & Final placement ofSDMs to
their job locations.
Table 19 : Task ID RIY 04
Task ID RIY04
Responsible Role Area Sales Training Manager
Task Description Review & rateeach SDM for Placement
Frequency of Occurrence RecurringSupporting Role Training Officer
This marks the end of 3rd
phase of the Utkarsh Induction Program. The
SDMs are now ready to be allocated to the Functional Units in the field.
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Figure 17: PRAVAS Phase Map Formatted: Caption, Centered
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The Branch Manager then prepares a 3 month Action plan foreach of the
SDMs. This plan is agreed to by both BM & SDM. It lays the foundation for the
mutual expectations of both parties. It also provides a smooth transition to the
organization system of HDFC.
Table 22 : Task ID PRV 03
Task ID PRV03
Responsible Role Branch Manager
Task Description 3 Months Action Plan
Frequency of Occurrence Recurring
Supporting Role Sales Development Manager
Thismarks theend of the Utkarsh Induction program both parties. It also
provides a smooth transition to the organization system of HDFC.
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2.6.5New Module Development
In order to meet the daily changing scenario of the Market, it is
necessary to have an upto date work force. The processes required to
develop a newmodule aremapped in the taskmap shown in figure.
The Training Officer receives training requirements from various
quarters of the organization.
Table 23 : Task ID NMD 01
Task ID NMD01
Responsible Role Training Officer
Task Description Obtain New Training Requirement
Frequency of
Occurrence Infrequent
On Receipt of any such training requirement, the training officer
first checks up the available Modules to find an appropriatemodule. If a
module is found then the TO proceeds with NMD02 task, else if no
modulewas found then he jumps to NMD03 task.
Table 24 : Task ID NMD 02
Task ID NMD02
Responsible Role Training Officer
Task Description Find a Suitable Module
Frequency of Occurrence Infrequent
If a suitable module is found then it is checked to ensure its
relevance & its ability to meet all the training goalssatisfactorily.
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Table 25 : Task ID NMD 03
Task ID NMD03
Responsible Role Training Officer
Task DescriptionCheckwhether themodule is upto date &
meets all the training Requirements
Frequency of Occurrence Infrequent
If the module is found out of Date then it is marked for
development & upgradation
Table 26 : Task ID NMD 04
Task ID NMD04
Responsible Role Training Officer
Task Description Develop New Module
Frequency of Occurrence Infrequent
The newly developed module is checked & verified by the Content
Development Team
Table 27 : Task ID NMD 05
Task ID NMD05
Responsible Role Content Team
Task DescriptionModule Checked & approved by Content
Team
Frequency of Occurrence Infrequent
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Post approval, themodule is uploaded onto the Intranet & made
available for all future training Programs
Table 28 : Task ID NMD 06
Task ID NMD06
Responsible Role Operation Team
Task DescriptionModule updated & made available for all
future trainings
Frequency of Occurrence Infrequent
This completes the Newmodule Development Activity.
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Figure 18: New Module Development MapFormatted: Caption, Centered, Indent: Left:
0"
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2.6.6Key Result Areas
The Training Officers are appraised on the following key result Areas
y Coverage
y Feedback
y Learnings
y Goal Uploads
y
Other Initiatives
Coverage:
Coverage is measured in terms of the trainees covered by a training
Officer. This accounts for both the Employees & Financial Consultants
Session Feedback:
After each training session, the participants provide feedback about thetrainer & the session. These ratings are uploaded into the system & are
accounted for the final ratings.
Learnings:
Insurance Institute of India conducts three different examinations for
trainers evaluation & up gradation. The Three levels are
y Licensate
y
Ass
ociate
y Fellow
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The training personnel have to upgrade themselves by passing these
exams from time to time.
GOAL:
Go Online and Learn is the online training platform of HDFC life. The
trainers contribute to th e online activity on Goal by participating in chats &
query solving sessions.
Other Initiatives :
Trainers are supposed to participate in value adding activities. They are
supposed to lend support to all Branch Activities. They provide demo Calls &
also observe the callsmade by thesales teams. They accompany thesales teams
on big business calls. The Training Officers also help in the New Module
Development Activity.
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2.7 Rural Banking
The Rural Banking vertical targets the people left out of the
financial growth story of India. As per the GoIs agenda of Financial
Inclusion, The Reserve Bank of India has placed fixed quotas of business
to besourced from the rural populace.
HDFC Lifestrives to have a presence at these rural branches. The
rural Areas have been designated as the oneswith a population of 5000 or
less. The list of all such areas has been made available.
2.7.1Organizational Hierarchy
The operations of Rural Banking vertical are presided over by a
Vice President. The Vice President (Rura l Banking) is assisted in his
work by an Assistant Vice President. The Assistant Vice President (Rural
Banking) overlooks & guides the Territory Managers. The Territory
Mangers have their Area Managers to look into the Rural Banking
Operations of their respective Areas.
The Territory Managers (Rural banking) are deputed by Sales
Development Managers (Rural banking). The Sales Development
Managers (Rural banking) carry out Frontlinesales activities.
This is how the Rural Banking vertical is laid out i n the
organizational Structure of HDFC life. The Organogram of Rural Bankingvertical of HDFC life isshown below:
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Vi
e Preside
( ral a ki
ssis
a
Vi
e Preside
(
ral
a
ki
erri
ry Ma a
er(
ral
a
ki
rea Maa
er( ral a ki
ales De
el
pme
Ma a
er( ral a ki
Figure 19: Hierarchy of Rural Banking
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2.7.2Products:
The Rural Banking vertical sells Micro Insurance Products. These products
are specifically designed to cater to the needs of rural populace. They are
usually single premium products. Due to unavailability of easy access to
banking services, the products a re usually one time transaction based on pay -&-
forget model. This helps reduce premium defaults. The premium typically
ranges from Rs 200-250. Thesum assured in most cases is Rs. 5000. Upto five
policies can besold to thesame person.
2.8 Bancassurance
The Bancassurance channel of Insurancesales is based on the banking
Industry. Insurance is a product that sells on relations. The banks are an
institution which comes in daily direct contact with its customers. Hence
customers have a great relationship & bel ief in their Banks. The Insurance
Industry takes advantage of this trusted partner of Customers via its
Bancassurance channel.
In Bancassurance, the Insurance products are pushed to the banks
customers. This is also a classic form of cross selling. It als o results in a
higher conversion rate as the customers can be targeted based on their
requirements. The sales agent can pitch better as the customers credit
history & other records aremade available from the bank records.
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2.8.1Organizational Hierarchy
The Bancassurance vertical is looked over by a Vice President. The
Vice President (Bancassurance) is assisted by an Assistant Vice
President. The Assistant Vice President (Bancassurance) sits at the IIM-
Road Branch in Ahmedabad. He is reported to by the Territory
Managers.
The Territory Mangers (Bancassurance) have their CorporateSales
Managers. These are the Tier - 2 Sales force managers. Corporate sales
Managers deliver sales via the Corporate Agency Manager. The CAMs
manage the front linesales via the Banks Contract Executives.
The Organogram of Bancassurance vertical of HDFC life is
shown below:
2.8.2Contract Executives
The Contract Executives get their leads from the banks records.
They arrange for Calls & appointments. The Contract Executives only
have to visit the customer & explain the product. The Corporate Agency
Managers also sometimes accompany the Contract Executives on their
calls. All the business generated by the leads from the banks are logged
into the code of the Contract Executive.
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Figure 20 : Hierarchy of Bancassurance Vertical
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2.9 Channel Development
The main function of Channel Development is to s upport sales.
They help increase thesales by enhancing the reach & Coverage ofSales
activities. The Channel Development Function in retail Insurance is
centered on developing Financial Consultants.
Financial Consultant
sadvi
sep
eopl
eon th
eir financial plan
s. Th
ey
help the layman park his funds according to his current & Future needs.
As per IRDA norms, any person becomeseligible to sell Insurance
or advice on Insurance related products only after passing the stipulated
Exam. Hence only such qualified Financial Consultants can solicit the
common man. So Insurance Companies need an army of financial
Consultants to take their products to the doors of the customer.
Channel Development vertical meets this insatiable hunger of th e
company. They recruit Financial Consultants, train them & motivate them
to bring in business.
2.9.1Organizational Hierarchy
The Channel Development Vertical is headed by a Vice President.
The Vice President (Channel Development ) sits at the Head Office in
Pune. He issubordinated by Ass istant Vice President.
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The Assistant Vice President (Channel Development ) looks after
channel development Activities of all the zones (territories) of the
country.
Each territory also has a Te rritory Manager who reports to the
Assistant Vice President (Channel Development ). Each territory is
divided into number of areasmanaged by their respective Area Managers.
In Gujarat the Area Manager (Channel Development ) sits at Baroda. The
Area Manager (Channel Development ) overlooks the activities of Channel
Development Managers.
The Channel Development mana