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.

CONCURRENT WORKSHOP SESSIONS

Friday, July 25, 2008

2:00 p.m. - 3:30 p.m.

Developing a Ladderized & Competency-based Curriculum Auditorium Zone C

for Microfinance Frontline Staff
Recruiting frontline officers has been one of the biggest challenges of MFIs. This can be addressed by a competency-based curriculum delivered
under the ladderized education program. Using the dual-training system, loan officers can be readily recruited with minimum training expense
for the employing MFI. Field staff will also have the opportunity for further studies where learning modules are directly related to enhancing
skills and attitudes required for a job in a MFI.
The ladderized curriculum is based on the competency profiles of field staff, which will be used in developing industry standards and competency
assessment instruments and certification. A competency-based education presents tremendous potential in expanding the recruitment ground
for account officers, as well as in professionalizing the human resources of the microfinance sector through an industry-driven technical education
and skills development.
Resource speakers:
Antonio D. Alegria, Executive Director
Prof. Ronald T. Chua,
Global Director for Curriculum Development, Dual Training System Network Foundation
The Microfinance Management Institute Facilitator: Documenter:
PinoyME Capacity Building Working Group Convenor Danilo Songco, PinoyME Laila Deles, PinoyME
Developing a Competency-based
Curriculum for MFI Loan Officers
PinoyME Capacity Building Working
Group
 What is PinoyME

PinoyME is a private sector, multi-

stakeholder social consortium that aims to
contribute to reducing poverty in the
country by providing 5 million poor people
with financial and non-financial services
and mobilizing P5 billion in new capital for
microfinance in 5 years. It will achieve these
goals through capacity building, resource
mobilization, business development
services, and knowledge management.
 Organizational structure

Resource
Capacity Mobilization
Building WG WG
Steering
Committee

Secretariat

Business Knowledge
Development Management
Services WG WG

• Pres. Cory Aquino
• Aris Alip, CARD
• Ruth Callanta, CCT
• Ron Chua, AIM
• Amb. Howard Dee,
Assissi Fdn.
• Vicky Garchitorena,
Ayala Fdn.
• Edward Go, ASA Phil.
• Rosalinda Hortaleza,
HBC
• William Hotchkiss, RBAP
• Daniel Lacson
• Manny Pangilinan,
PLDT/Metro Pacific/PBSP
Steering Committee
• Fr. Anton Pascual,
Metro South Cooperative
Bank
• Dondon Paderanga
• Amb. Albert del
Rosario
• Ramon del Rosario,
PHINMA Group
• Chito Sobrepreña,
Metrobank Fdn.
• Washington Sycip
• Amb. Jess Tambunting,
Planters Bank
• Ve Villavicencio, Peace
and Equity Fdn.
• Sonny Vistan
 Capacity building challenges

• Key challenges: management capacity for

growth, systems, recruitment of front line
staff
• Big MFIs have their own training institutes
but still unable to fill their needs for loan
officers
• Many initiatives in increasing management
capacity but very little for recruiting loan
officers
• Big, increasing demand for loan officers
 PinoyME capacity building projects

• Recruitment of loan officers

• Mentoring of MFIs (partnership with RBB
Foundation of BAP)
• Improving effectiveness of MIS
• Strategic research in microfinance and
microenterprise development as poverty
reduction
 Schools as partners in
MF/MED
• Recruitment ground for staff
• Training facility for staff
• Research and development facility
 Recent opportunities

• MFIs lowering educational attainment

qualification (2nd yr college)
• Schools developing courses that promote
immediate employment
• Big demand for MFI loan officers
• Strategic partnership with Hanns Seidel
Foundation, MCPI and MFI regional councils
 Education for MF frontline staff

• Competency-based (dual training system

approach)
• Ladderized system (CHED, TESDA
accreditation)
• Partnership among MFIs, schools and dual
training experts
• Pilot to roll out approach
• Provision of complete education package to
schools
• Target schools in high poverty areas
 Expected benefits to MFIs

• Lower cost of training and recruitment of

frontline staff
• Constant supply of entry level staff
• Ladderized education for current staff
• Refinement of job analysis of frontline staff
• Define competency standards
• Increased effectiveness and efficiency of
frontline operations
 Benefit to schools

• New market
• Development of dual training
approach (higher employability)
• Direct interaction with industry
players
• Increased social relevance (poverty
reduction)
CAREER in MICROFINANCE
A well-trained and educated
workforce is a key competitive
advantage companies can rely
on in both good times and
bad.By : Tan Sri Datuk Seri Ahmad Sarji Abdul Hamid
(Asian Institute of Management)
Excerpt from : New Straits Times
Quoted by : World Executive’s Digest Editor, July 1998 issue
“Only those companies
whose rate of learning is
faster than the market’s
rate change will survive.”
Hermann Simon, Economist
 MGMT
/AD M IN
S C IE NTIS T Middle-Level
/E NG INE E R S Manpower
TE C HNIC IANS

S KILLE D WO R KE R S

S E M I-S KILLE D WO R KE R S

UNS KILLE D WO R KE R S

PHILIPPINE MANPOWER DIS TR IB UTION PYR AMID

This is likely the distribution that described the findings of the P C S P
(70’s) and E D C O M (80’s) studies
 The S tate of Philippine Education

C ong res s ional C ommis s ion on Education

[EDC OM]

The quality of Philippine education is declining

There is a mis match between the output of education

and training and the needs of the economy
for middle-level manpower.
 EDC OM
C HE D
R ecommendation
C ommis s ion on on the
Hig her E ducation
R es tructuring
for
Deg ree C ours es
of the
Educational S ys tem

TES DA
Technical E ducation
and S kills Development
Authority for
Non-deg ree Tech-Voc C ours es

DEPED
Department of
B as ic E ducation for
Elementary and
S econdary Education
 E DC OM R ecommendations
for technical and vocational/education

1. C reation of the Technical Education and S kills Development

Authority (TES DA) merg ing the former National
Manpower and Youth C ouncil, B ureau of Technical and
Vocational Education of DEC S and the apprentices hip
prog ram of DOLE;
2. R eform the apprentices hip prog ram; and

3. Ins titutionalization of the Dual Training S ys tem as an

ins tructional delivery s ys tem.
 TYP E S O F
TE C HNIC AL -- VO C ATIO NAL
E D UC ATIO N and TR AINING M O D E S

IN - S C HO O L TR AINING
(S chool - B ased)

IN - P LANT TR AINING
(E stablishment - B ased)

D UAL TR AINING S YS TE M
 DUAL TRAINING SYSTEM

The Dual Training System (DTS) is a mode

of training delivery which combines
theoretical and practical training. It is called
dual because learning takes place
alternately in two venues : the school/
training center and the company/workshop.
 QUALIFIC ATION
R EQUIR EMENTS
OF INDUS TR Y
G AP
QUALIFIC ATIONS

QUALIFIC ATION AFTER

TIM E VOC ’L / TEC H’L TR AINING
IN S C HOOL
 Job Analysis Workshop Using
the DACUM Approach

Consultation with Microfinance Institutions

(MFIs) was held on May 19-21 and 26-28, 2008
Job Analysis Workshops with expert workers
generated competency profiles for:
a) Loan Officers
b) Team Leaders/Supervisor
c) Branch Managers
Task verification with MFIs in Luzon and Mindanao
 Loan Officer Career Pathing
ASA Philippines Foundation

Duration Position Requirements

Team Leader • Satisfactory performance
• Leadership capacity
6 Months • Good in Bookeeping
Minimum • Experience in fieldwork
• Can drive motorcycle

Loan Officer • At least 72 units in college, any course

• Male or female, single
• 21-28 years old
• With or without work experience
• Non-smoker
• Willing to be assigned anywhere in the
Philippines
• Can drive motorcycle
 Loan Officer Career Pathing
ASA Philippines Foundation

Duration Position Requirements

Senior Area Manager • At least one year as Area Manager
At 1 Year

Area Manager •Meet requirements of Branch Manager

•Good in decision making
6 Months •Good in bookeping
Minimum
Branch Manager •Satisfactory performance as Team
Leader
6 Months •Sustainability of branch performance
minimum
Team Leader •Satisfactory performance
• Leadership capacity
•Good in Bookeeping
•Experience in fieldwork
•Can drive motorcycle
 Loan Officer

Loan Officer is a frontline staff that implements

programs and services of Microfinance
Institutions. Duties performed usually include:
collecting payments, conducting weekly
meetings, processing clients’ loan, performing
bookkeeping, selecting potential area, promoting
products and services and forming group of
clients relating to the transactions of
Microfinance Institution.
 Competency Profile of Loan
Officer
Duties Tasks
Receive Collection Receive cash Sign Repayment Record Collection on Record Collection on
COLLECT
Reports Payments Schedule Group Treasurer’s Clients’ Passbook
PAYMENTS Register

A X A-1 X A-2 X A-3 X A-4 X A-5

Records Collection Consolidate Total Issue Cash Turnover Collection Investigate Reason/s
on Loan Officer’s Collection Receipts/Official to Branch for Delay Payments
Register Receipts Teller/Cashier

X A-6 X A-7 X A-8 X A-9 A-10

Submit Investigation Issue Demand Letter Recommend

Report for Delinquent Options To Settle
Client/s Delinquent
Account/s
A-11 A-12 A-13

Lead Present Scheduled Facilitate Group Check Clients’ Facilitate Group

CONDUCT
Opening/Closing Topic/s Discussions Attendance Meetings
WEEKLY Prayers
MEETINGS
B X B-1 X B-2 B-3 X B-4 B-5
 Competency Profile of Loan
Officer
Duties Tasks
Facilitate Open Counsel Clients on Resolve Conflict
Forum Personal/Family Among Clients
Problem/s

B-6 B-7 B-8

Issue Loan Collect Loan Evaluate Clients Evaluate Loan Process Loan
PROCESS
Applications Applications Documents Applications
CLIENTS’ LOAN

C X C-1 X C-2 C-3 C-4 X C-5

Recommend Inform Clients about Check Loan

Qualified Loan Loan Approval Utilization
Applicants

C-6 X C-7 X C-8

Remit Collection Prepare Loan Record Daily Submit Daily Summarize

PERFORM
Disbursement Collection on Daily Monitoring Report Collection on Loan
BOOKEEPING Master Roll Collection Sheet Officer’s Summary
Book
D X D-1 X D-2 X D-3 X D-4 X D-5
 Competency Profile of Loan
Officer
Duties Tasks
Prepare Debit Update Daily Cash Update General Prepare Monthly Prepare Annual
Voucher Book Ledger Plan Development Action
Plan

D-6 D-7 D-8 D-9 D-10

Conduct Area Get Approval of Review Barangay Conduct Survey Conduct Interviews
SELECT
Scanning/Mapping Concerned Profile
POTENTIAL Government Office
AREA to Market Programs
E E-1 E-2 E-3 X E-4 X E-5

Process Survey and Submit Survey and

Interview Data Interview Report to
Branch Manager

E-6 X E-7

Market Loan Promote Savings Promote Insurance Conduct Training Promote

PROMOTE
Microfinance
PRODUCTS Training Program
AND SERVICES
F X F-1 X F-2 X F-3 F-4 F-5
 Competency Profile of Loan
Officer
Duties Tasks
Assist Clients in Offer Printing Conduct Survey for
Promoting their Services Enhancement of
Products Products and
Services

F-6 X F-7 X F-8

FORM GROUP Request Barangay Conduct Orientation Schedule Family Conduct Family Gather Clients ‘
Official/s for a of Target Clients Background Background Information
OF CLIENTS
Meeting with Investigation Investigation
Interested Loan
G Applicants G-1 G-2 X G-3 X G-4 X G-5

Organize Groups Orient Group Facilitate Group

Officers/Center Meetings
Officers on their Role

X G-6 G-7 X G-8

 Team Leader/Supervisor
Team Leader is a Senior Staff of a Microfinance Institutions
(MFI) who leads and guides Loan Officers/Project Officers/
Account Officers/Socio-Economic Officers of the branch. He or
she ensures proper implementation of the MFI Programs,
oversees and evaluates performance of his/her subordinates.
Duties performed usually include: supervising subordinates,
overseeing implementation of microfinance programs,
implementing work plan, evaluating performance of subordinates,
motivating people, conducting training, performing administrative
works, enhancing personal and professional growth.
 Competency Profile
of Team Leader/Supervisor
Duties Tasks

SUPERVISE Assist Subordinates Prepare Weekly Assist Subordinates Check Formation of Check Collections of
in Area Schedule of in Promoting Groups Subordinates
SUBORDINATE
Mapping/Scanning Subordinates Products and
S Services
X A-1 X A-2 X A-3 X A-4 X A-5
A
Conduct Oversee Regular
Check Processing of Check Subordinates Observe
Unscheduled Field and Special Events
Clients’ Loan Bookkeeping Center/Cluster
Visits of for
Activities Meetings
Subordinates and Subordinates/Clients
Clients
X A-6 X A-7 X A-8
X A-9 X A-10

Carry Out Tasks of Handle Delinquent

Immediate Superior/ Accounts
Subordinates During
their Absence
A-11 X A-12

OVERSEE Review Loan Verify Loan Recommend Verify Loan Monitor Insurance
IMPLEMENTATION Applications Evaluation Approval of Loans Utilization Payments
OF MICROFINANCE
PROGRAMS
B X B-1 X B-2 X B-3 X B-4 X B-5
 Competency Profile
of Team Leader/Supervisor
Duties Tasks
Monitor Mandatory Encourage Clients to Assist in Business Monitor Implement
Savings Deposit Additional Development Subordinates/Clients Management’s Plans
Savings Programs Interpersonal and Decisions
Relationship
X B-6 X B-7 X B-8 X B-9 B-10

Check Budget Remind Facilitate SWOT Recommend Recommend

IMPLEMENT
Allocation for Loan Subordinates of Analysis Modification of Changes in Staff
WORK PLAN Releases Individual Targets Target Clients and Assignment
Loan Portfolio
X C-1 X C-2 C-3 C-4 C-5
C
Recommend Adjust Activity Maximize Availability
Modification of Schedule of Subordinates
Activities

C-6 C-7 C-8

EVALUATE Review Check Files, Books Issue Memo to Correct Reprimand Guide Subordinates
Accomplishment and Records of Clients Entries of Records, Subordinates for in Accomplishing
PERFORMANCE OF
Reports of and Subordinates for Files or Books of Violation of Policies Self-Assessment
SUBORDINATES Accuracy of Data Clients and
Subordinates
Subordinates
D X D-1 D-4 X D-5
X D-2 D-3
 Competency Profile
of Team Leader/Supervisor
Duties Tasks
Accomplish Discuss Results of Recommend
Employee Evaluation with Subordinates for
Performance Subordinates Regularization/
Evaluation Form Promotion
X D-6 X D-7 X D-8

Recognize Good Recommend for Give Award Recommend for Recommend for
MOTIVATE
Performance Promotion Incentive Training
PEOPLE

X E-1 E-2 E-3 X E-4 X E-5

E
Give Advise Give Verbal Issue Memo Give Corrective
Reminder Actions

X E-6 X E-7 E-8 E-9

Conduct Orientation Conduct Meetings Facilitate Planning Conduct Re-echo Learning's

CONDUCT
of Clients Sessions Presentations
TRAINING

F X F-1 X F-2 X F-3 X F-4 X F-5

 Competency Profile
of Team Leader/Supervisor
Duties Tasks
Coach Subordinates Recommend Provide Support for
Subordinates and Training of Clients
Clients for Training

X F-6 X F-7 X F-8

PERFROM Assist Clients and Check Daily and Check Monthly Submit Monthly Monitor Utilization of
Guest Weekly Reports of Performance of Reports Resources
ADMINISTRATIVE
Subordinates Branch Office
WORKS
G X G-1 X G-2 G-3 G-4 X G-5

Keep Records, Files, Facilitate Payment of Request Purchase of Request Request Use of
Books and Soft Copy Bills and Taxes Food Items Refurbishment of Vehicles
of Transactions Office Supplies
X G-6
X G-7 X G-8 X G-9 X G-10

Oversee Safety, Request Repair/ Request Repair of Request Purchase of Recommend

Cleanliness and Maintenance of Office Equipment New Office Approval of Sick
Orderliness of Office Facilities and Equipment Leave/Vacation
Branch Office Vehicles Leave
X G-11 X G-12 X G-13 X G-14 X G-15
 Competency Profile
of Team Leader/Supervisor
Duties Tasks
Request
Replacement/New
Staff

G-16

ENHANCE Read Relevant Observe Practices of Participate in Internal Participate in Participate in Trade
PERSONAL AND Literature, Books, other Branches and and External Conferences, Forum Fairs and Exhibits
PROFESSIONAL Manuals, Journals Institutions Training and Focus group
GROWTH Discussions
X H-1 X H-2 X H-3 X H-4 X H-5
H
Pursue Graduate
Program

X H-6
 Branch Manager
Branch Manager is the head of the branch of Microfinance
Institution that is directly responsible for the management of
the branch. Duties performed usually include overseeing and
monitoring performance of branch staff members, promoting
organizational effectiveness and efficiency towards
sustainable credit operations program, ensuring accuracy of
branch reports and preserving integrity of records, maintaining
the accounts and over all planning and maintaining discipline
among staff members.
 Competency Profile of Branch
Manager
Duties Tasks
Conduct SWOT Prepare Annual Plan Prepare Quarterly Prepare Monthly Submit Plans for
MAKE PLANS Plan Approval
Analysis Plan

A X A-1 A-2 A-3 A-4 X A-5

Discuss Approved Revise Monthly/

Plans to Quarterly Plans
Subordinates

X A-6 A-7

Gather Municipal Conduct Ocular Visit of Request Promotional Meet Local Seek Accreditation
PROMOTE Target Area Materials
Profile Government Officials of Organization by
PRODUCTS AND to Introduce Local Government
SERVICES Organization Unit
B X B-1 X B-2 X B-3
X B-4 B-5

Establish Good Facilitate Program Serve as Resource

Relationship with Orientation of Speaker
Agencies and Prospective Clients
Institutions
B-6 X B-7 X B-8
 Competency Profile of Branch
Manager
Duties Tasks
Check Daily Analyze Daily Advise Bookeeper to Report Major Request for Audit by
MANAGE Discrepancy of Data Internal Auditor
Transactions Consolidated Correct Minor
RECORDS AND Reports Discrepancy of to Control Office
DOCUMENTS Data/Entry
C X C-1 C-2 C-3 C-4 C-5

Ensure Security of Approve Loans Dispose Documents

Documents as per Management
Order

X C-6 X C-7 X C-8

Oversee Training of Observe Staff Conduct One-on- Conduct Individual Coach Subordinates
TRAIN
New Hire and Performance One Interview Consultation
SUBORDINATES Incumbent Staff

D D-1 X D-2 X D-3 D-4 X D-5

Mentor Subordinates Administer TNA Recommend

Survey Subordinates for
Training

X D-6 X D-7 X D-8

 Competency Profile of Branch
Manager
Duties Tasks
Review Aging of Validate Information Check Loan and Attend Daily Visits of Conduct Random
MAINTAIN Group/Center Validation of
Loan Receivables on Loan Application Savings Balances
CLIENTS’ Meetings Business/Utilization
ACCOUNT of Loan
X E-1 X E-2 X E-3 X E-4 X E-5
E
Random Check to Identify Staff
Detect Negligence/
Misappropriation/ Irregularities
Fraud Cases
X E-6 X E-7

Provide Life Give Saving Interest Implement Issuance Provide Additional Provide Scholarships
RETAIN
Insurance to to Deserving Clients of Rebates Loans to Deserving fro Deserving
CLIENTS Qualified Clients Clients Clients’ Children
X F-5
X F-1 X F-2 X F-3 X F-4
F
Offer Job Conduct Clients’
Opportunities for Satisfaction Survey
Qualified Clients’
Family Member/s
X F-6 X F-7
 Competency Profile of Branch
Manager
Duties Tasks
Rate Subordinates’ Rate Subordinates’ Rate Subordinates’ Rate Subordinates’ Discuss Results of
EVALUATE Using Performance Performance
Knowledge Through Skills Through Attitude through
SUBORDINATE Observation Observation Feedback from Co- Appraisal Report/ Appraisal/Evaluation
S Workers and Clients Evaluation Form with Subordinates
X G-1 X G-2 X G-3 X G-4 X G-5
G
Submit Evaluation
Report and
Recommendation to
Central Office
X G-6

PERFORM Accommodate Entertain Clients’ Attend Meetings Conduct Staff Troubleshoot

Visitors/Guests Complaint/s Meetings Problems/Difficulties
ADMINISTRATIVE
in the Operations
WORKS
H X H-1 X H-2 X H-3 X H-4 X H-5

Submit Month-End
Consolidated Report

X H-6
 Competency Profile of Branch
Manager
Duties Tasks
Read Books, Engage in Informal Attend Training Attend Seminars Attend Conferences
ENHANCE
Magazines, Meetings with
PROFESSIONAL Newspaper and Immediate Superior
DEVELOPMENT Journals
I X I-1 X I-2 X I-3 X I-4 X I-5

Attend Workshops Attend Trade

Fair/Exhibits

X I-6 X I-7
 Workplace Competencies

BASIC COMMON
COMPETENCIES COMPETENCIES

CORE
COMPETENCIES
 Ladderized Program for MICROFINANCE

Program Level Job Qualification

Practicum Branch
Four-Year Bachelor of Science in Microfinance Degree Manager
Fourth Year

Practicum Team Leader/

Diploma Supervisor
Three-Year Diploma Course in Microfinance
Third Year

Practicum

Two-Year Associate Course in Microfinance Certificate

Loan Officer
First and Second Year

High School Graduates

 DESIGNING COMPETENCY BASED TRAINING FOR THE
MICROFINANCE SECTOR
Job Analysis Using the
DACUM Approach
Validation of
DACUM Charts

Units of Competency Development of Competency

(Basic/Common/Core) Standards

CBC Course Outline Development of

and Modules of Competency-based
Instruction/Training
Curriculum (CBC)

Certification Body Development of Competency

and Assessment Feedback* Assessment Instruments for
Instruments Certification

Self-contained Development Learning

modules Packages
Trainer’s
Training
Course Test CBC and learning packages
Performance Evaluation pilot testing *Monitoring and
Tracer Study Refinement
Process
 WHAT’S IN IT FOR US?
BENEFITS OF PROJECT for the MICROFINANCE
INDUSTRY

 Benefits far outweigh the cost of training in the long run

 Savings in recruitment, selection and training of the
future breed of workers
 Efficient training produces effective workers
 Properly trained workers get job done quickly and
economically
 Training is geared towards the demands of the industry
 Savings on operations and administrative costs
 Ready pools of manpower
 Reduced/lower turnover rate
Educating Building Career
and Training
People

Thank You!!!
Edited by Foxit PDF Editor
Copyright (c) by Foxit Software Company, 2004 - 2007
For Evaluation Only.