Team Member - L&D Programs (M&Q)

Division

Department

Sub Department 1

Job Purpose

Design and implement learning roadmap and facilitate L&D, Talent Management interventions in Manufacturing & Quality, API Business and Cipla MedTech. The role holder will identify learning development needs and deliver solutions to build capabilities across the Verticals. The role holder will also ensure that the interventions around Talent Management is being designed and executed across Manufacturing & Quality, API Business and Cipla MedTech. The role entails implementing interventions that impact business performance and productivity.

Key Accountabilities (1/6)

Identifying Training needs across all levels basis the existing business requirements, gaps, HR processes (DNA and Employee Engagement) and future plans

• Analysis of training needs shared by employees and managers
• Collaborate with business stakeholders to validate and identify training needs for target audience
• roviding inputs to the BHR and Corporate L&D on the collated training needs and emerging themes

Creating function wise learning plan and collaborate with Academies to address the business/ functional challenges and requirements

• Evaluating the training needs which will be focused upon for the year
• Bucketing of interventions under the functional and leadership/behavioural headers, aligning the same with respective academies
• Creating a training calendar which reflects both corporate and function specific training programs in conjunction with the leadership and functional academy
• Publish annual training calendar by a pre-defined target date in consultation with BHR and Corporate L&D.
• Monthly review of the annual calendar to add/ delete any intervention basis the Org./ Business need.

Key Accountabilities (2/6)

Alignment with Corporate L&D to implement org-wide and function specific L&D interventions

• Implement corporate L&D led org-wide and function specific L&D interventions
• Implementation of employee life cycle based learning interventions (e.g. Induction, First Time Manager, Manager of Manager etc.)
• Create buy-in amongst functional and HR stakeholders
• Accountability for end to end program management
• Deployment and maintenance of learning technology led interventions

Leading and facilitating training programs to impart the requisite knowledge and skills to the participants

• To design, deliver and evaluate training sessions within the Cipla University framework
• Pre and during venue management in line with Cipla University guidelines
• Implementation and delivery of training programs
• Partnering with external and internal trainers for conducting the programs
• Identifying and training (TTT) business leaders as facilitators (Leader Teachers) to partner in training delivery

Key Accountabilities (3/6)

Mapping the post training impact measurement to ensure effectiveness of training programs

• Driving completion of Action learning plans post training
• Post training engagement plan for participants and involvement of their managers
• Monitor the performance of the participants through tools and interactions post training and document it.
• Evaluate for improvement areas and share feedback with Managers.
• Highlight and share the success stories within function and with corporate

Creating and maintaining the Training MIS & database

• Capture participant attendance and feedback data in pre-defined templates, analyse the same and report trends
• Maintain and publish monthly training MIS and insights
• Review participant attendance and feedback reports; Analyse feedback reports and provide developmental inputs to improve feedback scores
• Documentation of success stories and areas of improvement

Key Accountabilities (4/6)

Partnering with HR team for roll out of organizational initiatives

• Supporting roll out of HR initiatives as needed

Talent Management & Succession Planning

• Project Management of the Talent Management intervention
• Facilitation of discussions with senior management
• Support in creation of IDP’s
• Monitoring and tracking of IDP’s and reviews with senior management
• Succession planning and talent movement for band D and above (Job Rotation for employee in band D and Above)
• Actions as per Succession planning and driving talent mobility, focusing on TRB Talent actions

Key Accountabilities (5/6)

Special Projects

• Driving certain Non-cyclical projects such as Creation of certain policies and guideline .
• Driving and executing certain projects such as SME identification, identification of Critical Talent etc.
• Strategizing, planning, executing, and scaling special learning projects of organisation

• 90% retention of employees to above initiatives
• Monthly review and governance with sites where the batches are run and connects with leaders to understand the efficacy

Key Accountabilities (6/6)

Major Challenges

• This role requires interface with multiple stakeholders and creating their buy in. This is done through relationship building with key stakeholders and partnering with them
• Drive training effectiveness through the impact mapping by creating pre and post guidelines and involvement of line managers
• Senior stakeholder management
• Liasing between central and site teams

Key Interactions (1/2)

• Employees for their training needs, delivery and post training feedback- regular
• Line managers - regular interactions to understand the training needs, program feedback and post training impact on participants - regular
• Functional head to align with the training roadmap, understand their expectations from the training modules and post training feedback- regular
• Corporate L&D team to partner on design, pilots, TTTs and driving key programs on functional & behavioural skill areas
• Central COE and Site HRBP teams- Ensure that all talent management interventions are successfully driven within the timelines and as per the quality

Key Interactions (2/2)

• Training agencies to partner for design and deliver of training programs- need based
• Vendors for pilot project programs
• Institutes for higher education programs

Dimensions (1/2)

Training across business

No. of employees of that business

4-6 Training Programs per month

Dimensions (2/2)

Key Decisions (1/2)

Creating the Training Calendar for the year/ month

Training facilitation

Decisions related to Training arrangements

Implementation & Execution of Talent Management framework

Key Decisions (2/2)

Training costs and budget

Engaging and selecting external training agency

Education Qualification

MBA, Bachelors/Masters in Organisation Psychology/Life Sciences

Relevant Work Experience

8-10 years of total experience

Having managed learning and development for over 300 employees