To foster a culture of continuous learning, UTI AMC empowers employees to take charge of their professional development. By offering relevant, accessible, and rewarding learning opportunities, the company motivates employees to align their growth with organisational goals.

To bridge the gap between learning and career growth, UTI AMC offers a range of sponsorship programs, including CFA, CFP, and Ivy League executive education. As Indranil Choudhury, Group Head—HR, explains, this approach motivates employees to embrace lifelong learning, knowing that their efforts will be recognised and rewarded.

To reinforce learning and identify knowledge gaps, UTI AMC conducts quarterly "Quiz Trivia" sessions on financial products and incentive plans. This initiative, according to Indranil, helps refine the company's training efforts.

To deliver a more personalized learning experience, UTI AMC utilises data-driven insights to tailor learning journeys through its LMS, UTI Pragati, and a combination of VILT and classroom-based sessions. Indranil explains that this approach allows the company to offer skill-based learning paths that cater to diverse learning preferences while aligning with the organization's strategic objectives.

To incentivize continuous learning, UTI AMC includes a certain weightage for skill development in the KRAs of sales and investment professionals. This approach, according to Indranil, empowers employees to take ownership of their professional growth.

To sustain motivation, UTI AMC incorporates gamification elements like leaderboards, recognition, and rewards into the learning process. Indranil says that that leadership recognition and communication reinforce the importance of continuous learning.

Crucial components of L&D strategy

At UTI AMC, explains Choudhury, the L&D strategy is designed to create a future-ready workforce by embedding learning into the core of its business transformation efforts. “Our approach is built on three key pillars: alignment with organisational goals, fostering a culture of continuous learning, and leveraging technology to scale and personalise learning.”

Choudhury says that every learning initiative is directly linked to measurable business outcomes, such as enhancing customer experience, driving innovation, or boosting operational efficiency, to ensure that learning is not treated as a standalone activity but as a catalyst for strategic impact.

For him, cultivating a culture of continuous learning is crucial to maintaining the competitive edge. “We integrate learning into the flow of work, encouraging employees to take ownership of their skill development.”

Last year, UTI AMC conducted over 45,000 training hours across technical, behavioural and leadership modules, reinforcing our commitment to continuous learning. “To extend our learning reach this year, we introduced digital tools like advanced Learning Management System (LMS) to create personalised, data-driven learning pathways. This scalable approach ensures that learning is accessible to all employees, supporting their growth in both technical and leadership areas,” he adds.

Identifying future roles and skill gaps

As the world of work continuously faces disruptions, UTI AMC makes it a must to have a proactive approach to identifying future roles and skill gaps through a blend of market analysis, workforce planning, and internal assessments, such as Training Needs Identification (TNI) and Development Centres (DC). “By closely monitoring industry trends and consulting with our leadership team, we gain insights into the critical skills needed for the future, especially in areas like AI, digital transformation, and new financial products. Internally, we conduct regular competency assessments to identify skill gaps at both the individual and organisational levels.”

The upskilling initiatives, says Choudhury are both targeted and strategic. For example, we groom Management Trainees (MTs) through structured programs like SEED (Skill Enhancement & Employee Development) and SEED 2.0: Win-Win Sales Strategies. These programs combine technical and behavioural training to ensure trainees are equipped to meet business needs as they transition into their roles.

A key area of its focus is leadership in digital transformation. They have introduced programs on AI and data literacy for senior leaders, enabling them to not only navigate but also lead through technological disruption.  “Furthermore, our TNI process is continuously refined to identify specific skill gaps across all levels. For instance, for client-facing teams, we have developed behavioural skills programs to ensure employees stay ahead in delivering top-tier customer satisfaction.”

Balancing between technical and soft skills

Balancing technical skills with soft skills development is a core component of L&D philosophy, reiterates Choudhury. “While technical competencies are vital, we understand that soft skills such as adaptability, emotional intelligence, and effective communication are equally critical for success in a dynamic business environment. To address this, we design blended learning programs that seamlessly integrate both technical and soft skills development.”

The brand follows a dual-focus approach: technical skills are enhanced through specialised training modules, certifications, and hands-on workshops. “For instance, employees in sales roles undergo rigorous technical upskilling in product knowledge. At the same time, soft skills are developed through leadership programs that focus on emotional intelligence, communication, and adaptability. These programs are immersive, combining experiential learning with coaching interventions to ensure that employees not only learn these skills but apply them in real-world situations.”

Furthermore, he focuses on embedding soft skills development into every role, integrating it within their competency framework. “An example is our recently launched program UTI PROSPER: Professional Skill and Personal Excellence Roadmap, which focuses on soft skill development. This program ensures that employees view competencies like adaptability, emotional intelligence, and leadership not as optional, but as critical competencies for long-term success.

Choudhury concludes by saying that by investing equally in both technical and soft skills, they equip their workforce to thrive in an increasingly complex, ever-evolving market landscape.