HR consulting for BFSI: banks, NBFCs and insurers growing at scale
In most lenders, branch and sales manager pipelines run into hundreds. Meanwhile, targets have to sit alongside conduct, and the regulatory calendar never pauses. That is why Seven People Systems offers HR consulting for BFSI organisations. In short, you get leaders who can grow the book and hold the line at the same time.
For example, we have built training, frameworks and leadership programmes for J.P. Morgan, Bajaj Finance, Edelweiss and Aavas Financiers, from frontline operations to the top team.
What BFSI leadership development has to solve
After all, financial services leaders run large, regulated, target-driven networks. Consequently, leadership development for BFSI teams that ignores those realities does not survive the first month-end close.
Manager pipelines in the hundreds
A growing lender may need dozens of new branch, sales and collections managers every quarter. However, most are promoted from strong individual performance, not from leading people.
Targets that must respect conduct
Performance systems have to reward growth without rewarding the wrong behaviour. As a result, managers have to hold both conversations well.
Frontline attrition
Meanwhile, sales and operations roles turn over fast. Therefore managers who coach, recognise and set clear goals are the strongest retention lever a business controls.
Change that keeps arriving
New channels, new products, process re-engineering and regulatory change land on the same leaders. Moreover, they often land in the same quarter.
Banking sector training programmes in India, built for scale and for change
Most of our BFSI work, from banking training programmes to performance frameworks, falls into four areas. In each case, the work draws on a Seven practice you can explore in more depth.
Training packs built for scale
We build competency-based programmes as complete, ready-to-deploy packs. In other words, your own trainers get facilitator guides, speaker notes, handouts, simulations and slides they can run.
Leadership development →Competency frameworks and performance systems
First, we profile roles into job families and proficiency levels. Then we define key result areas, measures and appraisal skills for the levels that need them first.
PMS Redesign →Leadership offsites for change
Two-day working offsites surface what is and is not working and turn it into a prioritised plan. As a result, leaders go back as change champions for their regions.
Leadership retreats →Goal-setting and execution rhythm
Quarterly goals tie to the business plan. In addition, a monthly review rhythm keeps leadership teams honest about progress.
Execution rhythm →Behind most of it: DISC behavioural profiles, so leaders understand how they and their teams respond to pressure and change.
DISC Assessment →How we have worked with banks, NBFCs and financial services teams
Here are a few examples of the work behind our HR consulting for BFSI organisations. For more detail, see our case studies.
Training at scale for BPO and KPO teams
We built 35 competency-based leadership and personal effectiveness programmes. Each one shipped as a ready-to-deploy pack with facilitator guide, speaker notes, handouts, simulations and slides.
Building the system behind the people
First, we built a competency framework covering 430 unique roles, grouped into job families with proficiency levels. Then we defined key result areas, measures and appraisal skills training for two senior grades.
Three years of leadership development
We ran leadership programmes for middle and senior managers across the organisation. In addition, we ran Mortgages leadership offsites through a shift to direct and internal sales channels. Later, DISC-based change work followed with the risk and compliance team.
Leadership offsites and an execution rhythm
We ran team-building and leadership offsites for the alternative assets business over three years. Alongside that, we ran goal-setting and execution work with about 50 senior leaders.
Leaders and goals for a growth year
We ran leadership development for about 50 of the company's top leaders, alongside an execution rhythm. Notably, this was a year in which monthly loan disbursements grew from ₹100 crore to ₹500 crore.
In addition, more than 300 agile practitioners at SWIFT in Belgium have been certified on OKRs through our partner OKR International. Similarly, teams at Poonawalla Fincorp and Aavas Financiers have been certified.
How BFSI talent development works with Seven
Talent development in BFSI has to fit the financial year. Therefore every engagement follows the same four steps, sized to your organisation.
Diagnose
To begin with, interviews, focus groups and DISC profiles show how your leaders lead today and where the business plan will stretch them.
Design for your grades
Then roles, levels and cases come from your organisation: branch, sales, credit, collections, operations or risk.
Deliver at scale
After that, Seven facilitates, or we package the programme so your trainers can run it across regions and cohorts.
Embed and review
Finally, monthly execution reviews, change champions in each region and a second measurement show what moved.
Banks, NBFCs and insurers we have worked with
These include global banks, Indian lenders, housing finance companies, insurers and financial infrastructure providers. In short, BFSI HR consulting is one of our longest-running practices.
Client logos are trademarks of their respective owners and are shown to illustrate our experience. Accordingly, their display does not imply endorsement.
HR consulting for BFSI: common questions
What does HR consulting for BFSI cover?
In short, it covers the people work a bank, NBFC or insurer needs as it grows. First, that means leadership development for managers and senior leaders, and competency frameworks and performance systems. In addition, it includes training packs your own trainers can deliver, leadership offsites for change, and an execution rhythm.
Do you run NBFC leadership programmes?
Yes. We have run leadership programmes for NBFCs and housing finance companies, along with leadership offsites, for clients including Bajaj Finance, Aavas Financiers and Edelweiss. Group sizes have ranged from 50 top leaders to more than 500 managers.
Can you build training our own trainers can deliver?
Yes. For example, for J.P. Morgan we built 35 competency-based programmes as complete packs with facilitator guides, speaker notes, handouts, simulations and slides. Together they reached more than 3,000 employees in the retail function.
Can you design competency frameworks and performance systems?
Yes. For instance, for Bajaj Finance we profiled 430 unique roles into job families with proficiency levels. Then we defined key result areas, measures and appraisal skills training for senior grades.
Do you work with insurers and global banks?
Yes. Our clients include insurers such as Aditya Birla Sun Life Insurance, HDFC ERGO and ICICI Prudential Life Insurance. In addition, we have worked with global institutions such as Barclays, J.P. Morgan and SWIFT.
How do we start?
To begin with, tell us about your organisation, the people challenge in front of you and the size of the group. Then we reply within one working day with a suggested first step.
Growing the book, or growing the leaders who will run it?
First, tell us about your organisation and the people challenge in front of you. Then we will come back within one working day with how we would approach it.