Cost Management, Revenue Budgeting & Management Reporting

Responsible for ensuring cost budgeting and actuals tracking to ensure adherence to the overall Business Unit cost budgets. Undertake the FY revenue budgeting exercise in coordination with the Financial Management team & BU stakeholder teams.

Socialize budgets with all Country Heads and ensure that the revenue budgeting is done in alignment with the core targets for each Business Unit. Adherence to weekly/monthly/quarterly management reporting timelines.

Cost Management (20% weightage)

Revenue Budgeting & Management reporting (20% weightage)

Employee Initiatives (15% weightage)

L&D Initiatives (15% weightage)

RCP Fulfillment (30% weightage)

Policies, Processes & Procedures

Employee & Learning Initiatives

Implement an employee onboarding experience plan through the first 6 months of a team member joining in TPD. This will lead to higher employee engagement and lower attrition in the team.

Track resignations in the BU on a weekly level and undertake initiatives to reduce the same. Track manpower hiring and the associated costs, define benchmarks to ensure adherence to hiring guidelines within the team. Act as TPD SPOC for all structure-driven projects undertaken by the HCM team.

In partnership with YSB team & TPD leadership, identify the learning needs for the team and organize workshops that lead to functional & behavioral up-skilling. Ensure adherence to mandatory learning modules for TPD team members and foster an environment of mutual learning. Implement a process to track post-workshop impact.

RCP Fulfillment

Responsible for end-to-end execution of Recognition programs launched for TPD products across the Retail & SME Banking business units. Co-ordinate with internal teams involved from the RFP stage to final payout settlement stage and with external teams to ensure a seamless experience for all the qualifiers, motivating them to qualify for future programs as well.

People Management

Stakeholder Management

Collaborate closely with internal support functions and respective Business Unit teams to deliver the core objectives. Typically interact with the senior leadership of the support functions and Business Units within the bank such as YSB, HCM, Business Finance, SPU, Payments team, Retail & SME Banking Product & Program Heads, Business Heads, etc., to implement various projects across FBB products. These stakeholders are typically at G4 grade and require a great level of influence.

SECTION V: OPERATING NETWORK

Key interactions which are essential to execute the role. This will include both internal (excluding sub-ordinates) and external stakeholders:

Internal: BU Leadership, Program Team, Channel Team, Support functions, TPD Sales Team

External: Insurance partner teams, Events agencies & similar vendors