Branch Ops - Branch Ops Executive (BOE) - L6 - Assistant Vice President

• Job

Purpose:

Continuous Improvement of Customer Service at Branches and
Aiming for High Customer Delight, Business Processing at Branches with high
FTR, driving change management (w.r.t. processes and strategies), adherence to
Audit and Compliance, attaining and maintaining high NPS Score for the function
and revenue generation through S2S. Recruitment, training and development of
the staff to meet the above mentioned objectives. Content

• Job

Content

 To
recruit, train, lead, manage and motivate a team of operations executives at
the branches ensuring adherence to audit, Compliance & Risk management in
line with established internal policies and external regulations.

 To ensure
committed service delivery to internal as well as external customers and create
customer delight.

 To
Support attaining industry leadership by running the most efficient operating
model with cross functional coordination and achieve economies of scale for
regional operations

 To drive
regional competition in terms of TAT, retention, persistency, quality and
deliver on regional service indicators and also benchmark levels across
competition.

 To
Identify training needs and ensure that all the members get refresher trainings
as per department norms & ensure adequate staffing, deployment and
utilization of resources at each Branches

 To manage
exception and escalation handling & Relationship management within the
department and with cross functional teams

• Accountability

• Accountability

 Accountable
for quality Service Delivery at Branches to both Internal & External
Customers as per company guidelines.

 Accountable
to maintain quality and delivery standards for all branch Operations and
related processes including service delivery & administration, Initial
Underwriting, Agency Servicing & Operations, Claims, Complaint tracking and
timely resolution, Persistency, Audit & Compliance, risk management.

 Recruiting,
managing and motivating a team of Branch Operation Executives and Managers and
field functionaries for better output.

 Managing
& driving an initiative for Process standardization, process Compliance,
Audit and risk management for the region.

• Impact of

Role

 Should
Ensure Cross functional coordination and support by convening Sales meetings
and ensuring support in driving respective channel’s goals as per overall
organization’s objectives.

 Ensure
standard for quality Service delivery to internal as well as external customers
is maintained and improved.

 To Drive
regional competition in terms of TAT, retention, persistency, business health
and quality and ensure control on regional service indicators like claim ratio,
No of complaints, resolution TAT and severity, etc.

 Should
Maintain business health through process standardization, process Compliance,
Audit and risk management for the region as per established internal policies
and external regulations

 To
Achieve cost effective operational structure by managing adequate staffing,
deployment and utilization of resources at each branches.s to be used to manage
team members

• Processing

to be used to manage team members

 Goal
setting and downloading KRA’s at the start of the tenure

 Setting
milestones and tracking through weekly calls. Regional contests are also to be
rolled out to ensure drive.

 Weekly Sr
BOE review meet to be conducted to ensure KRA milestones are timely monitored
and reviewed.

 Structured
induction program to be done for all new joinees. Checklist to be prepared to
ensure and assess job knowledge of new joinees before handling over work

 Should
have Special focus on team training and development, step down meetings,
two-way feedback, job rotation, exit interviews and succession planning.

 Special
initiatives to be taken from time to time to evaluate trends to improve process
efficiency and effectiveness and encourages utilization of best practices to
develop solutions and respond to customer needs.

 Cultivate
Culture for Creative and innovative thinking and several employee engagement
initiatives are taken to enhance the level of belongingness.

 Performance
feedback to be shared on quarterly basis to ensure appraisals are transparent.

Key Performance Indicators

Principal accountabilities of the proposed Role after
promotion are:

 Persistency
for the Region

 Service
to sales / Cross sell

 Driving
Instant Service through CRM Implementation and Instant Conversion through EPIC.

 Surrender
Retention, preventing CFI, Foreclosure revival

 End to
End TAT and Conversion ratio

 Business
health and quality

 Team
development and controlling attrition

 ECS Drive
& Stale Closures

 Branch Audit
& Inspection, Risk management

 Exception
and Escalation handling

 Quality
servicing to internal as well as external customers

 Cross
functional coordination and distribution support

 Complaint
handling and resolution

 Quality
improvement & Service focus

 Team
& resource management

 Net
Promoter Score (NPS)

 Drive
Special Projects assigned by Leadership Council