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CONCURRENT WORKSHOP SESSIONS


Friday, July 25, 2008

11:00 a.m. - 12:30 p.m.

The People Management Paradigm in Microfinance Auditorium Zone C

Successful microfinance operations largely depend on careful attention to the development of human resources. Managers
must ensure that appropriate HR systems are in place to continuously upgrade knowledge, skills and competencies to raise
organizational performance.
This session will explore how ABS-CBN Bayan Foundation transformed itself from a microfinance institution into a “Servicer of
Servicers”. It established the Bayan Academy for Social Entrepreneurship and Human Resource Development (BASE-HRD) to house the
different course offerings of Bayan and enhance the quality of human resources of microfinance institutions. Internal trainings
include the ETHICS Boot Camp and Leadership Development Program. Entrepreneurship and management education courses
for external partners were also developed. The courses for MFIs and other external partners include: Grassroots Entrepreneurship
and Management Program, Licensable Academic Programs, and Professional/Management Certificate Courses. These courses
are aimed at democratizing entrepreneurship and management education.
Resource speakers: Facilitator: Documenter:
Dr. Eduardo A. Morato, Jr., President Jeffrey Ordoñez Jacklord Rubillar
ABS-CBN Bayan Foundation, Inc. Mindanao Microfinance Council Mindanao Microfinance Council
THE PEOPLE MANAGEMENT
PARADIGM IN MICROFINANCE
Powering Innovations in Microfinance
Conference on Microfinance
Asian Development Bank, Manila, Philippines
July 24-25, 2008

By Dr. Eduardo A. Morato, Jr.


President, ABS-CBN Bayan Foundation, Inc.
Environmental Trends and
their Human Resource
Implications
ENVIRONMENTAL HUMAN RESOURCE
TRENDS IMPLICATIONS

y Information Explosion and y Knowledge is a


the Digital Age commodity
y Higher Order Thinking
y Higher Order Skills are
more important
ENVIRONMENTAL HUMAN RESOURCE
TRENDS IMPLICATIONS

y Globalization of markets, y Cultural and workforce


of production, of labor diversity
y Easier cross-border y Organizational flexibility
transactions y Tolerance for ambiguity,
alternative systems
ENVIRONMENTAL HUMAN RESOURCE
TRENDS IMPLICATIONS

y Disaggregation of Supply y Specialization and


to Market Chain outsourcing
y Dispersion of Area y Continuously changing
y Distribution of Functions organizational
configuration
y Multiple transactions and
deals with changing
partners.
ENVIRONMENTAL HUMAN RESOURCE
TRENDS IMPLICATIONS

y Technology changes y Changing competencies


and Innovation are y Multi-technology, multi-
happening very fast skilling
y Job enlargement and
enhancement
ENVIRONMENTAL HUMAN RESOURCE
TRENDS IMPLICATIONS

y Individuation y Personalized/ customized


y High Consciousness services
y Human rights, privileges
y Search for Self and
and happiness
Spirituality (versus
y Work life balance
religiosity)
y Corporate Social
Responsibility
y Community Orientation
y Self Mastery skills
ENVIRONMENTAL HUMAN RESOURCE
TRENDS IMPLICATIONS

y Whole Brain y Fit Brain Preferences and


Management and Individual Personalities to
Brain Requirement of the
Recognition of Multiple
Job
Intelligences
y Broader brain repertoire
needed
y Personality and person
development are more
needed
ENVIRONMENTAL HUMAN RESOURCE
TRENDS IMPLICATIONS

y Alliance Building, y Multi-organizational


Networking, Mergers and Human Resource
Acquisitions, Franchising Systems
and Licensing, Partnering, y Sharing services, sharing
Outsourcing and people, sharing work
Subcontracting y Lateral (rather than
vertical or hierarchal)
people management
The Future Directions of
Human Resource
Management
TOTAL PEOPLE
From PERSONNELING to
MANAGEMENT

From HR MAINTENANCE TRANSFORMATIONAL LEADERSHIP


to
MANAGER AND POLICY GUARDIAN AND CHANGE AGREEMENT

From COMPETENCE BUILDER ORCHESTRATOR OF CONTINUOUSLY


to
AND ENHANCER LEARNING ORGANIZATION

From MANAGING THE MANAGING NETWORKS AND


to
INTERNAL ORGANIZATION EXTERNAL ORGANIZATIONS
Multi-Stockholder Perspective:
From SINGULAR
to Community, Environment, Society
STAKEHOLDER PERSPECTIVE Organizational and Individual Perspective

From INTRA-ORGANIZATIONAL to INTER-ORGANIZATIONAL


Human Resource
Management Tensions
HIGH TECH HIGH TOUCH
GREATER TECHNOLOGY GREATER SERVICE
HIGH LEVEL OF COMPETENCE HIGH LEVEL OF CHARACTER
(Knowledge, Skills) (Values, Attitudes)
RESULT-DRIVEN PROCESS-ORIENTED
(Impersonal Outcomes) (Harmonious Means)
STANDARDIZATION INNOVATION/FLEXIBLE
(One Right Way) SYSTEMS (Many Possible Ways)
ORGANIZATION INDIVIDUAL PERSONS
(One for All, All for One) (One by One by One)
FORMAL SYSTEMS AND CULTURE AND INFORMAL
PROCEDURES BEHAVIOR/PRACTICES

COMMAND AND CONTROL EMPOWER AND ENERGIZE


ABS-CBN Bayan’s
People Management Paradigm
STRATEGIC
Role: HRM as Strategic Partner Role: HRM as Change Agent for
In Strategy Execution Continuous Transformation
Linking Business Strategy with Creating Corporate Culture to Attain
Human Resource Management Vision, Mission and Objectives
Strategy
Outcome: Organizational
Outcome: Successful
Transformation towards Goal
Strategy Implementation
Congruence

SYSTEMS PEOPLE
Role: HRM as Administrative Expert Role: HRM as Employee Champion

Linking HRM Systems with Corporate Motivating People in Organizations,


Competitiveness, Administrative Policies, Increasing Employees’ Productivity
Processes and Procedures that Enhance
and Contribution to the Organization
Quality and Reduce Costs
Outcome: HR
Systems/Infrastructure Aligned
Outcome: Highly motivated, High-
with Business Strategy
performing employees

OPERATIONAL
Eight R’s of Effective
Human Resource
Management
The Making of
ABS-CBN Bayan Foundation
as a Social Enterprise and
the New People Paradigm
OLD BAYAN

A N C E
R O F IN
M IC
NEW BAYAN (2006)

MICROFINANCE
PLUS PLUS
REPOSITIONING OF BAYAN MICROFINANCE AS WEALTH
CREATOR, FAMILY FORMATOR AND WORK GENERATOR
ENTREPRENEURSHIP FOR
WEALTH CREATION
Livelihood and Enterprise Development and Expansion

WEALTH
ƒFormation of CREATOR Program for
multipurpose strengthening
coops for credit functional families in
and work context of Family
services Livelihood and
Enterprise
ƒWorkers’ BAYAN Development
Servicers as
Enterprise AS MFI
JOB FAMILY
GENERATOR FORMATOR
Family
members’ skills Family Solidarity and
Worker Skills and Values for Mutual Support Systems
Decent Work and values
for Livelihood, Education,
development Health and Values

WORK AS PROVIDER OF FAMILY AS FOUNDATION FOR


DECENT LIFE COMMUNITY BUILDING
Bayan’s Strategies
2006 and beyond
Fix at Six (2006)

Competence at Seven (2007)

Transfigurate at Eight (2008)

Align at Nine (2009)

“Leaven Bread at Ten Ahead”


(2010 & beyond)
Bayan’s Overall Performance
2005-2007
Wealth & Debt Ratios
(Dec 2005 - Dec 2007)
800% 30%
743%
700%
25%
600% 518%
20%
500%
393% 16%
400% 15%
11%
300% 10%
9% 10%
10%
200%
3% 5%
100%

0% 0%
2005 2006 2007

Asset/Lopez Equity Ratio Return on Assets Borrowing/Asset Ratio


Scale, Outreach and Manpower
(Dec 2005 - Dec 2007)
60,000
60,000 500
466
49,570 450
50,000
400
44,776
311 350
40,000
290 300
30,000 250
200
20,000
150
100
10,000
20 20 33 50
0 0
2005 2006 2007

No. of Clients No. of Branches Total Manpower


Loans & Savings Portfolio Growth
( Dec 2005- Dec 2007)

310
310

260

210
178
160
114 119
110
84
64
60

10
2005 2006 2007
Clean Loan Portfolio Savings Portfolio
Loan Portfolio Quality Ratios
(Dec 2005 - Dec 2007)
100% 50%
90% 97% 97% 45%
97%
80% 40%
70% 35%
60% 30%
50% 25%
40% 20%
16% 11%
30% 15%
6%
20% 10%
10% 5%
13% 10% 6%
0% 0%
2005 2006 2007
Repayment Rate Past Due Rate PAR Rate
Productivity & Profitability Measures
(Dec 2005 - Dec 2007) 74 20
70 18
57 16
60
14
50 12
40
40 10
28 32
30 8
6
20 4.00
4
10 1.00
6 0.28 2
0 0
2005 2006 2007

Net Surplus Operating Surplus Performance Incentives


The Transformation of
ABS-CBN Bayan Foundation, Inc.
OLD BAYAN NEW BAYAN
Microfinance PROGRAM Microfinance Operations
SERVICES Enterprise Development
Family Formation
Technical and Livelihood Training
Enabling Network for the Upliftment of
Filipino Families
Area and Industry Development for
Entrepreneurship
Health, Employment and Livelihood
Program
Pacific Rim Integrated Development Effort
SUPPORT Human Resource Department
SERVICES Finance Department
Physical Assets and Administrative
Processes
Management Information System
LEARNING Bayan Academy for Social
FACILITY Entrepreneurship and Human Resource
Development
Career Options for SEDOs:
A Quick Look at
Bayan’s Social Programs
ENUFF
Enabling Network for the Upliftment of
Filipino Families
ENUFF OPERATIONAL FRAMEWORK

GEM

TEM
TLC-C
LMMD

MBA-MEM BS ENTREP
HS
ENTREP
AIDE
Area and Industry Development for
Entrepreneurship
MICROFINANCE/AIDE
Enhance
Operation/
Internal Capacity Area Visibility and Improve Bayan
on Presence Strategy sustainability
Area, Industry
& Enterprise
Development
AIDE

Conduct Baseline AIDE Convergence


Studies on MICROFINANCE Strategy
Education & Health
MICROFINANCE
Improve
Improve Human Enterprise and
Development Target High
Index Potential
Area and Industry Clients
Assessment
PRIDE
Pacific Rim Integrated Development Effort
PRIDE

Microfinance
Enterprise Development
Social Development
HELP
Health, Employment and Livelihood
Program
HELP primarily aims to train members of
borrowers’ families in technical and
livelihood skills for employment (or self-
employment/livelihood) so that they may
contribute to the total family income and
bring the entire family out of poverty.
BASE-HRD
Bayan Academy for Social Entrepreneurship and
Human Resource Development
BASE-HRD
A learning hub and a
laboratory for developing
new learning
methodologies and
technologies for teaching
entrepreneurship and
management and for
developing innovative
learning materials that
cater to the
entrepreneurial poor
Bayan’s Four People Managers and their respective R’s
2006 2007 2007-2008
Whole Brain Learning System &
Self Mastery Approaches
in Managing People
Seven Self Mastery Skills
Cross Function of Brain Preferences/Personality Types
and Functional Areas
Bayan’s Different Functional Units within the Whole Brain
Learning System and the Seven Self Mastery Skills
The People Management
Experience in Operations
THE ETHICS BOOT CAMP
Recruiting with Values
THE ETHICS BOOT CAMP
Bayan’s recruitment process for CHARACTER
The second screening mechanism for new
SEDOs after PMT screening
A five day outdoor experiential course designed
to inculcate Bayan’s “ETHICS”:

Equity
Transparency
Harmony
Integrity
Compassion
Stewardship
After the training, the trainor
assesses the participants and
makes proper recommendations if
he or she will proceed on the next
training
After six (6) months, they will be
further evaluated based on their
actual behavior in the field
They will be ranked accordingly
All of the ETHICS Boot Campers
are now Probationary SEDOs
FORMULA OF
SUSTAINABILITY
IN OPERATIONS
Sample Required Competencies and Expected Outputs of a SEDO

ACTIVITY TECHNICAL COMPETENCIES BEHAVIORAL ESSENTIAL EXPECTED


COMPETENCIES CHARACTER/ OUTPUT
TRAITS
Area ƒ Ability to gather useful Planning and Structured Potential
information through: programming Thinker Area Survey
Survey
meeting key people, Report
interviews and observation
Interpersonal Organized
on actual visits
ƒ Ability to accomplish Effectiveness
community and business Tenacity
mapping that will capture Communication
and influence Perseverance
data helpful in assessing
the potential of the area to
yield at least one Buklod Results
ƒ Ability to identify growth Orientation
potential of livelihood
enterprises within
communities.
ƒ Ability to analyze data and
maps and make
recommendations on the
potential of the area to yield
at least one Buklod (with at
least 30 members)
Sample Required Competencies and Expected Outputs of a SEDO

ACTIVITY TECHNICAL BEHAVIORAL ESSENTIAL EXPECTED


COMPETENCIES COMPETENCIES CHARACTER/ OUTPUT
TRAITS
Nurturing ƒ Knowledge and Planning and Stewardship Clients
Clients into understanding of moving on
Entrepreneurs
Programming
Entrepreneurship Accountability to the next
concepts level of
Communication
ƒ Ability to identify, business
and influence Tenacity
coach and mentor
High Potential clients
(HPCs) Emotional and Resourcefulness
ƒ Ability to determine Social
actual financing gaps Intelligence
in the business of a
client.
ƒ Ability to apply
entrepreneurship
concepts by coaching
and mentoring clients
in enterprise
development.
Profile of a Performing SEDO

MBTI Profile

Enneagram Type
• Warm-hearted, conscientious, and cooperative
• Want harmony in their environment; work with determination to
establish it
• Like to work with others to complete task accurately and on time
• Loyal, follow through even in small matters
• Notice what others need in their day-by-day lives and try to provide it
• Want to be appreciated for who they are and for what they contribute
THE LEADERSHIP
DEVELOPMENT PROGRAM (LDP)
Competency Based on Strategies, Programs,
Activities &Tasks (SPAT)
THE LEADERSHIP DEVELOPMENT PROGRAM (LDP)

Bayan has established Competency


models for all its positions in order to
identify the capability requirements of
performing at the level required by its
vision and mission

The goal is to develop a talent pool that


will help the organization meet its
strategic requirements in the planning
period
Competencies Targeted and Assessment Methods Used

Oral and written responses are rated


according to the answer keys for
every main assessment exercise

Five-point scale to rate the


competency level of participants per
exercise

5- Much more than Acceptable


4- More than Acceptable
3- Acceptable
2- Less than Acceptable
1- Unacceptable
Individual Development Plans (IDPs)

Contain strengths, areas for development as well as


recommended development activities for employees to
close competency gaps for future roles in management
The ultimate goal of the LDP process is to ensure that the
identified hi-potential talents of Bayan continually harness
their strengths and work on their developmental areas

In 2009, the Routing process will be gradually cascaded to the rest


of operations, and in 2010, it is planned that all Bayan employees
will have full accountability and participation in enhancing their
capabilities and growing their future in the company
CAREER PATHING
The Four Career Tracks
The Four Career Tracks

MANAGERIAL
TRACK

ENTREPRENEURIAL
TRACK
BAYAN
EMPLOYEE

TECHNICAL
TRACK

PERFORMANCE
TRACK
MANAGERIAL TECHNICAL PERFORMANCE ENTREPRENEURIAL
TRACK TRACK TRACK TRACK

Where people Pertains to technical An approach that This phase hopes to


followed the personnel who do addresses the prepare employees
hierarchical route from not have the need of who, in the future,
rank and file to officer inclination to move personnel who would want to
to assistant manager up to managerial will choose to establish their own
or branch manager, positions but would remain in their enterprise or are
enroute to higher like to become present work planning to retire from
positions like specialists in one or assignments, to ABS-CBN Bayan
managers, regional two functional areas grow and Foundation
managers, and of a given field and develop on the
directors to be trained along job
their chosen area/s
of expertise
The ABS-CBN Bayan Academy for
Social Entrepreneurship and Human
Resource Development (BASE-HRD)
Entrepreneurship Management
Education
The Three Tiers of Entrepreneurship Management Education

LEVEL 3

LEVEL 2

LEVEL 1
FIRST TIER (LEVEL 1):
The Grassroots Entrepreneurship and Management
(Entrep-Eskwela) &
Technical and Livelihood Courses on Communities
(Sanayan Pang Hanap-Buhay at Kabuhayan)

M HIGHL IGHTS:
GE
s T r ain in g r u ns
raino r ’
• Six GEM T
3 G E M li c e nsees a yan
•1 s h a n d V is
E M F il ip in o , Engli
•G
versions t r an sla t e d into
bein g
• Currently H il ig a y n o n , a nd
o n,
Maguindana
Bicolano
TLC-C HIGHLIG
HTS:
• Commercial c
ooking courses
partnership wit in
h TESDA since
June 2008
• Program now
on its 2nd of 10
batches of par
ticipants
• Successful pa
rticipants given
Commercial Co
oking National
Certificates
SECOND TIER (LEVEL 2):
Franchisable/Licensable Academic Programs
BS Entrepreneurship

Master in Business Administration • Now on its 2nd year in Assumption


Major in Entrepreneurship and College with focus on Women
Microfinance (MBA-MEM) Entrepreneurship and Community
Development
• Piloted in partnership with UMAK in • Also being offered to Colegio San
2007 Agustin-Bacolod with focus on Social
• Currently running its 2nd batch in Entrepreneurship
UMAK, simultaneous with the first
offering of the program by Central Basic Education Entrepreneurship
Philippine University in Iloilo City and
Capitol University in Cagayan de Oro • Currently on its pilot run at Elizabeth
City Seton School (ESS)
• Shall be transferred to other
interested schools
THIRD TIER (LEVEL 3):
Professional Management Education in Entrepreneurship
and Microfinance Programs
Faculty Capability Building Program
(FCBP)

• Contains two modules: Learning


Methodologies and Materials
Development (LMMD) and Teaching
Entrepreneurship and Management (TEM)

• For 2008, four FCBP runs were implemented in


Manila, Bicol, Iloilo and Cagayan de Oro
with a total of 198 participants from 62
institutions
Professional/Management Certificate
Courses (PMCC)

• Offered starting May 2008


• Six PMCC runs already concluded with topics on:
• Strategic Planning and Management
• Strategic Implementation and Resource
Mobilization
• Eight R’s of Effective Human Resource
Management
• Finance for All
• Community-based Social Enterprise
Development
• Effective Branch Management

•Total of 182 participants from 46 organizations (18


private organizations, 11 MFIs, five (5) academic
institutions, five (5) banks, five (5) NGOs, and two (2)
LGUs)
ABS-CBN Bayan Foundation, Inc.
Now and Beyond
VISION
We, the able stewards of Bayan,
envision a happy, healthy and
wealthy Filipino nation built on
the strength of enterprising
families, caring communities
and progressive industries.
MISSION
We pledge to uplift the lives of Filipino families to
ensure the total well-being of their children

We pledge to foster the formation of viable


enterprises, the forging of competitive industries
and the convergence of area forces and resources.

We pledge to be the premier servicer of servicers as


we weave a potent network of nation builders.

We pledge to be the role model in social


entrepreneurship and the exemplary stewards of
sustainable philanthropy.
OBJECTIVES
To improve the quality of lives of the families
and communities we serve.

To be a major national, regional and global


force in the movement to democratize
entrepreneurship and productive education.

To be the most prominent face of Kapamilya


corporate social responsibility.

To be one of the best managed social and


enterprise development institutions in the world.
SOCIAL & ENTERPISE
DEVELOPMENT
INSTITUTION
Towards democratizing
entrepreneurship and education…
…and building the nation from below.
THANK YOU!
POWERING
INNOVATIONS
IN MICROFINANCE
conference on microfinance
July 24 - 25, 2008 * Asian Development Bank, Manila, Philippines
Edited by Foxit PDF Editor
Copyright (c) by Foxit Software Company, 2004 - 2007
For Evaluation Only.