In today’s workplace, the quest for work-life balance has become a central tenet. PNB MetLife, however, is pioneering a more comprehensive approach: work-life integration. This strategy prioritises flexible work arrangements, allowing employees to seamlessly weave together professional and personal commitments. The results, as evidenced by PNB MetLife’s success, are a demonstrably happier, healthier, and ultimately, more productive workforce.
Shishir Agarwal, the company’s CHRO, reflects on the company’s forward-thinking approach. “Even before my arrival six years ago,” he notes, “the seeds of a flexible work environment were being sown.” These early efforts blossomed into a core value, and the COVID-19 pandemic served as a catalyst, solidifying the foundation for a robust hybrid model.
Currently, corporate office employees operate under a well-defined hybrid policy. A maximum of three days are spent in the office, with the remaining two dedicated to remote work. But this flexibility isn’t haphazard. A biannual ‘My Voice’ survey ensures the policy remains relevant. Employee experiences are evaluated, and adjustments are made based on the collected data. Transparency is paramount. Managers are empowered to monitor team deliverables, while SMART goals (specific, measurable, achievable, relevant, and time-bound) ensure clear performance expectations. “We address specific concerns through individual feedback mechanisms,” explains Agarwal. “Regular performance metrics, assessed on both company and employee levels, help us gauge the overall effectiveness of the hybrid model.”
PNB MetLife understands that success extends beyond just work. The company champions employee development through detailed career roadmaps, tailored to various functions and roles. These personalised blueprints, spanning the entire employee lifecycle, outline specific programmes and milestones, encouraging each employee to dedicate at least 24 hours annually to professional growth.
“Even before my arrival six years ago, the seeds of a flexible work environment were being sown. These early efforts blossomed into a core value, and the COVID-19 pandemic served as a catalyst, solidifying the foundation for a robust hybrid model.”
Shishir Agarwal, CHRO, PNB MetLife
One programme exemplifying this commitment is ‘Super 30’. Designed to address a leadership gap within the sales function, this initiative identified 30 high-potential individuals. In collaboration with a consulting firm, PNB MetLife equipped them with the necessary skills for senior leadership roles over an 18-month period. Imagine a bootcamp for future company leaders – that’s the essence of Super 30.
Another programme, ‘CLIP’ (Certification of Life Insurance Professionals), empowers top salespeople to obtain certifications from prestigious institutions. Recognising that some frontline staff might lack qualifications from top universities, Agarwal acknowledges, “CLIP bridges this gap and adds value to their professional development.” Performance is a prerequisite for participation, along with successful completion of coursework. This initiative has proven to be a powerful tool for retention and motivation. Underscoring its effectiveness, Agarwal highlights, “Our recently appointed CEO is a graduate of our global executive development programme.”
Beyond these targeted initiatives, PNB MetLife offers two online learning platforms. One focuses on sales, while the other caters to broader corporate skills, encompassing both functional and soft skills, as well as personal development interests. Employee surveys revealed a thirst for external learning opportunities. In response, PNB MetLife reimburses employees who complete approved external courses. “Over the past two years, more than 20 employees have benefited from this programme,” reports Agarwal, “with ongoing participation showing no signs of slowing down.”
Further enriching the learning experience, PNB MetLife leverages partnerships with prestigious institutions to offer global certifications at a significantly reduced cost. This allows employees to gain international recognition without breaking the bank. Over 150 employees have participated in the last two years, and PNB MetLife was even recognised by the LOMA Institute as one of the best organisations in India for providing educational opportunities in 2023. It’s a win-win – employees gain valuable credentials, while the company boasts a highly skilled workforce.
Diversity, Equity, and Inclusion (DE&I) are also a priority. Programmes such as MetLife’s Accelerate provide coaching and development opportunities for mid-level female leaders. It’s not just about quotas, it’s about fostering a culture where high-potential talent, regardless of gender, can thrive.
PNB MetLife’s story is a testament to the power of prioritising employee well-being and development. By embracing work-life integration, they’ve cultivated a productive, engaged, and ultimately, thriving workforce. As the future of work unfolds, PNB MetLife’s model offers a compelling path forward, one that fosters a harmonious work environment where employees can excel on both personal and professional fronts.
2 Comments
He has destroyed my career, my happiness and my old parents happiness with support of false allegations on me which is done by other two people.
He is a lack of judgement and family values.
These people only seems disciplined in media posts but actually they are destroyer of careers of vintage employee.
I understand as met life holder very slow growth. After complicated 6 month i.e.only 0.3?.