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Job Description

1. Job Purpose

Drive sales capability and frontline productivity through structured training, induction, assessment and capability-building interventions across TSO, ASO, SS, SM, SO/ASE, promoters and other relevant stakeholders.

The role will translate business priorities into targeted learning interventions and track their impact on field capability, productivity, sales execution and employee retention.

2. Key Stakeholders

Internal

• Sales Leadership – Zonal / Regional / Area
• Sales HR / HR Business Partners
• Sales Excellence / Sales Operations
• Business & Category Teams
• Total Rewards / Talent & Learning
• HR Analytics

External

• Training partners / facilitators
• Promoter agencies / third-party partners
• Learning and assessment partners

3. Essential Qualification

• Graduate degree in any discipline; MBA / PGDM in HR, Sales, Marketing or L&D preferred.
• Relevant certification in Learning & Development / Sales Capability would be an advantage.

4. Relevant Experience

• 6–10 years of experience in Sales Training, Sales Capability, Learning & Development or Field Force Development, preferably in FMCG, Pharma, Consumer Healthcare or similar businesses.
• Experience in managing frontline sales capability across multiple levels and geographies.
• Strong understanding of induction, assessments, field productivity and capability-building.
• Experience of linking learning interventions to business outcomes.
• Exposure to digital learning platforms, dashboards and learning analytics preferred.

5. Key Roles & Responsibilities

A. Sales Capability & Training Strategy

• Develop and execute the annual Business Training & Capability calendar aligned to business priorities.
• Identify capability gaps and design targeted interventions across frontline and managerial roles.
• Strengthen the Piramal Sales Academy / Sales Training Power Brand and monthly capability agenda.

B. Induction & Certification

• Own the end-to-end training and certification journey for new frontline employees.
• Drive timely induction, assessments and field readiness.
• Partner with Sales Coaches, ABMs and business leaders to ensure effective on-the-job application.

C. Field Capability & Productivity

• Drive improvement in Field Capability Score and frontline productivity through targeted interventions.
• Build capability across critical selling and execution areas including WS handling, product / category knowledge and field execution.
• Track impact through pre- and post-training assessments and business metrics.

D. Promoter & Third-Party Capability

• Own the annual promoter training calendar across agency and third-party workforce.
• Drive interventions to improve promoter productivity, consistency and selling effectiveness.

E. Business Process & Commercial Capability

• Drive training and adoption for new products, processes, systems and business initiatives such as DMS, Vajra and SM / non-chemist projects.
• Build frontline understanding of incentives, earning opportunities and performance-linked rewards.
• Ensure timely completion of relevant assessments and certification.

F. Learning Analytics & Effectiveness

• Track training coverage, learning hours, assessment completion, scores and capability outcomes.
• Analyse the impact of learning interventions on productivity, sales achievement and retention.
• Provide periodic capability insights and recommendations to Sales and HR leadership.

G. Stakeholder Management & Execution

• Partner with Sales and HR leaders to ensure high-quality execution of the training calendar.
• Manage external training partners and facilitators where required.
• Drive a culture of continuous learning and capability ownership within the Sales organisation.

6. Key Performance Indicators

• 100% execution of annual training / capability calendar.
• ≥85% ideal induction for relevant frontline roles.
• ≥95% assessment completion within defined timelines.
• Improvement in Field Capability Score and defined productivity measures.
• 100% execution of promoter training calendar with defined productivity outcomes.
• Improvement in incentive awareness, assessment completion and earning metrics.
• Effective adoption of DMS, Vajra and other business capability initiatives.
• Training coverage, learning hours and outcomes reflected in the Talent Asset Scorecard.
• Contribution to improved new-joiner retention and reduction in infancy attrition.
• Demonstrable linkage between capability interventions and business outcomes.

7. Key Competencies

Business & Learning

• Business & Commercial Acumen
• Capability Building
• Learning Agility
• Data & Analytical Orientation

Transformation & Execution

• Change Management
• Digital Learning & Technology
• Innovation in Learning
• Execution Excellence

Stakeholder & People

• Stakeholder Management
• Communication & Facilitation
• Collaboration
• Coaching & Development