The health insurance industry demands a nimble workforce. Employees must navigate complex products, a competitive landscape, and customer inquiries that range from straightforward to intricate. Sourcing such talent can be challenging, prompting Niva Bupa, a leading Indian health insurer, to prioritise internal development through continuous learning initiatives.
“We believe in nurturing talent from within,” asserts Tarun Katyal, CHRO, Niva Bupa. “This two-pronged approach – building internal talent and strategically hiring externally – ensures a skilled and adaptable workforce that drives organisational success.”
The learning gym: A personalised learning hub
At the heart of Niva Bupa’s learning ecosystem lies the Learning Gym, a dynamic platform offering a diverse range of learning opportunities. Accessible 24/7, it embodies the concept of ‘learning on the go’, mirroring the flexibility of a physical gym. The platform caters to various employee needs across functions and levels, with a mix of self-paced online courses, virtual workshops, and curated learning modules.
“We believe in nurturing talent from within. This two-pronged approach – building internal talent and strategically hiring externally – ensures a skilled and adaptable workforce that drives organisational success.”
Tarun Katyal, CHRO, Niva Bupa
“The Learning Gym caters to individual learning styles and career aspirations,” explains Katyal. “Employees can choose from a variety of programmes to deepen their expertise in a specific domain or broaden their skillset to prepare for future roles.”
In technical areas such as network management or coding, where upskilling is critical, the company facilitates in-house programmes or adopts market-based solutions for broader access. This ensures employees have the necessary skills to meet evolving technological demands.
Building a talent pipeline
Niva Bupa focuses on developing both functional skills and leadership capabilities. Freshers are inducted through a structured programme, emphasising classroom learning (70 per cent) to equip them with subject matter knowledge before transitioning to real-world responsibilities (20 per cent), and on-the-job experience (10 per cent). This approach ensures they are adequately prepared for their roles.
The company also offers upskilling programmes to build talent depth and diversity. This ‘build and buy’ approach cultivates internal talent while strategically recruiting externally, addressing talent scarcity and fostering a future-ready workforce.
Equipping fresh talent: The talent academy
The Talent Academy caters specifically to the needs of educational institutions by equipping graduates with the necessary skills to thrive within the organization. Unlike traditional on-the-job training for a limited number of freshers, the Talent Academy offers a structured approach for managing a larger influx.
“The academy sources talent from diverse backgrounds and genders, including lateral hires and fresh graduates,” says Katyal. Specialised training and development programmes are tailored to different functions and levels, ensuring individuals are well-prepared for their roles. Frontline managers are also trained to effectively onboard and support new hires.
A meticulous selection process ensures quality recruitment. Critical job requirements are identified, and campuses are targeted for recruitment. Selection criteria and training programs are standardised to maintain consistency.
The evaluation process goes beyond resumes. It assesses not just functional capabilities but also personal attributes and aligns them with the desired role and organisational culture. Companies consider factors such as past internships, extracurricular activities, leadership experiences, and transferable skills such as communication and organisation.
Measuring the impact
To assess the effectiveness of its learning initiatives, Niva Bupa utilises a multi-pronged approach. Feedback scores from programme participants provide valuable insights. Additionally, the company tracks improvements in productivity, attrition, retention, and skill application based on job-related KPIs.
An annual employee survey gathers feedback on the evolution of training and development programs, enabling the company to understand employee perceptions and experiences. “For instance,” shares Katyal, “we assess whether participants in HR analytics programs can effectively apply their new skills in the field.”
Building a diverse and inclusive workforce
Niva Bupa’s learning initiatives extend beyond skills development. They play a crucial role in promoting diversity and inclusion. By providing equal access to learning opportunities and fostering a culture of inclusivity, the company creates a supportive and equitable work environment where a diverse workforce can thrive.
“We actively seek to build a workforce that reflects the rich diversity of our customer base,” concludes Katyal. Through targeted recruitment efforts, mentorship programs, and diversity training, Niva Bupa is not just building a skilled workforce but also fostering a more inclusive and successful organisation.
