Ladderized and Competency-Based Curriculum

POWERINGINNOVATIONSIN MICROFINANCE

conference on microfinanceJuly 24 - 25, 2008 * Asian Development Bank, Manila, Philippines

CONCURRENT WORKSHOP SESSIONSCONCURRENT WORKSHOP SESSIONSCONCURRENT WORKSHOP SESSIONSCONCURRENT WORKSHOP SESSIONSCONCURRENT WORKSHOP SESSIONSFriday, July 25, 2008

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

Developing a Ladderized & Competency-based Curriculumfor Microfinance Frontline Staff

Auditorium Zone C

Recruiting frontline officers has been one of the biggest challenges of MFIs. This can be addressed by a competency-based curriculum deliveredunder the ladderized education program. Using the dual-training system, loan officers can be readily recruited with minimum training expensefor the employing MFI. Field staff will also have the opportunity for further studies where learning modules are directly related to enhancingskills 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 competencyassessment instruments and certification. A competency-based education presents tremendous potential in expanding the recruitment groundfor account officers, as well as in professionalizing the human resources of the microfinance sector through an industry-driven technical educationand skills development.

Resource speakers:Prof. Ronald T. Chua,Global Director for Curriculum Development,The Microfinance Management InstitutePinoyME Capacity Building Working Group Convenor

Documenter:Laila Deles, PinoyME

Antonio D. Alegria, Executive DirectorDual Training System Network FoundationFacilitator:Danilo Songco, PinoyME

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

Developing a Competency-based Developing a Competency-based Curriculum for MFI Loan OfficersCurriculum for MFI Loan Officers

PinoyME Capacity Building Working PinoyME Capacity Building Working GroupGroup

What is PinoyMEWhat is PinoyME

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

Organizational structureOrganizational structure

Knowledge Management

WG

Resource Mobilization

WGCapacity

Building WG

BusinessDevelopmentServices WG

Secretariat

SteeringCommittee

Steering CommitteeSteering Committee

• Pres. Cory AquinoPres. Cory Aquino• Aris Alip,Aris Alip, CARD • Ruth Callanta,Ruth Callanta, CCT• Ron Chua,Ron Chua, AIM• Amb. Howard Dee,Amb. Howard Dee,

Assissi Fdn.• Vicky Garchitorena,Vicky Garchitorena,

Ayala Fdn. • Edward Go,Edward Go, ASA Phil.• Rosalinda Hortaleza,Rosalinda Hortaleza,

HBC• William Hotchkiss,William Hotchkiss, RBAP• Daniel LacsonDaniel Lacson• Manny Pangilinan,Manny Pangilinan,

PLDT/Metro Pacific/PBSP

• Fr. Anton Pascual, Fr. Anton Pascual, Metro South Cooperative Bank

• Dondon PaderangaDondon Paderanga• Amb. Albert del Amb. Albert del

RosarioRosario• Ramon del Rosario, Ramon del Rosario,

PHINMA Group • Chito Sobrepreña, Chito Sobrepreña,

Metrobank Fdn.• Washington SycipWashington Sycip• Amb. Jess Tambunting, Amb. Jess Tambunting,

Planters Bank• Ve Villavicencio, Ve Villavicencio, Peace

and Equity Fdn.• Sonny VistanSonny Vistan

Capacity building challengesCapacity building challenges

• Key challenges: management capacity for Key challenges: management capacity for growth, systems, recruitment of front line growth, systems, recruitment of front line staffstaff

• Big MFIs have their own training institutes Big MFIs have their own training institutes but still unable to fill their needs for loan but still unable to fill their needs for loan officersofficers

• Many initiatives in increasing management Many initiatives in increasing management capacity but very little for recruiting loan capacity but very little for recruiting loan officersofficers

• Big, increasing demand for loan officersBig, increasing demand for loan officers

PinoyME capacity building projectsPinoyME capacity building projects

• Recruitment of loan officersRecruitment of loan officers• Mentoring of MFIs (partnership with RBB Mentoring of MFIs (partnership with RBB

Foundation of BAP)Foundation of BAP)• Improving effectiveness of MISImproving effectiveness of MIS• Strategic research in microfinance and Strategic research in microfinance and

microenterprise development as poverty microenterprise development as poverty reductionreduction

Schools as partners in Schools as partners in MF/MEDMF/MED

• Recruitment ground for staffRecruitment ground for staff• Training facility for staffTraining facility for staff• Research and development facilityResearch and development facility

Recent opportunitiesRecent opportunities

• MFIs lowering educational attainment MFIs lowering educational attainment qualification (2qualification (2ndnd yr college) yr college)

• Schools developing courses that promote Schools developing courses that promote immediate employmentimmediate employment

• Big demand for MFI loan officersBig demand for MFI loan officers• Strategic partnership with Hanns Seidel Strategic partnership with Hanns Seidel

Foundation, MCPI and MFI regional councilsFoundation, MCPI and MFI regional councils

Education for MF frontline staffEducation for MF frontline staff

• Competency-based (dual training system Competency-based (dual training system approach)approach)

• Ladderized system (CHED, TESDA Ladderized system (CHED, TESDA accreditation)accreditation)

• Partnership among MFIs, schools and dual Partnership among MFIs, schools and dual training expertstraining experts

• Pilot to roll out approach Pilot to roll out approach • Provision of complete education package to Provision of complete education package to

schoolsschools• Target schools in high poverty areasTarget schools in high poverty areas

Expected benefits to MFIsExpected benefits to MFIs

• Lower cost of training and recruitment of Lower cost of training and recruitment of frontline stafffrontline staff

• Constant supply of entry level staffConstant supply of entry level staff• Ladderized education for current staffLadderized education for current staff• Refinement of job analysis of frontline staffRefinement of job analysis of frontline staff• Define competency standardsDefine competency standards• Increased effectiveness and efficiency of Increased effectiveness and efficiency of

frontline operationsfrontline operations

Benefit to schoolsBenefit to schools

• New marketNew market• Development of dual training Development of dual training

approach (higher employability)approach (higher employability)• Direct interaction with industry Direct interaction with industry

playersplayers• Increased social relevance (poverty Increased social relevance (poverty

reduction) reduction)

CAREER in MICROFINANCE

A well-trained and educated A well-trained and educated workforce is a key competitive workforce is a key competitive advantage companies can rely advantage companies can rely on in both good times and on in both good times and bad.bad.By : Tan Sri Datuk Seri Ahmad Sarji Abdul Hamid By : Tan Sri Datuk Seri Ahmad Sarji Abdul Hamid

(Asian Institute of Management)(Asian Institute of Management)Excerpt from : New Straits TimesExcerpt from : New Straits TimesQuoted by : World Executive’s Digest Editor, July 1998 issueQuoted by : World Executive’s Digest Editor, July 1998 issue

““Only those companies Only those companies whose rate of learning is whose rate of learning is faster than the market’s faster than the market’s rate change will survive.”rate change will survive.”

Hermann Simon, EconomistHermann Simon, Economist

PHILIPPINE MANPOWER DIS TRIBUTION PYRAMID

This is likely the distribution that described the findings of the PCS P(70’s) and EDCOM (80’s) studies

UNS KILLED WORKERS

S EMI-S KILLED WORKERS

S KILLED WORKERS

TECHNIC IANS

S C IENTIS T/ENGINEERS

MGMT /ADMIN

Middle-Level Manpower

The S tate of Philippine Education The S tate of Philippine Education

Congress ional Commiss ion on Education[EDCOM] [EDCOM]

The quality of Philippine education is declining

There is a mismatch between the output of education and training and the needs of the economy

for middle-level manpower.

DEPEDDEPEDDepartment of

Bas ic Education forElementary and

S econdary Education

TES DATES DATechnical Education

and S kills DevelopmentAuthority for

Non-degree Tech-Voc Courses

CHED CHED

Commiss ion onHigher Education

forDegree Courses

EDCOM EDCOM Recommendation

on the Restructuring

of the Educational S ystem

EDCOMEDCOMRecommendationsRecommendations

1. Creation of the Technical Education and S kills Development Authority (TES DA) merging the former National

Manpower and Youth Council, Bureau of Technical and Vocational Education of DECS and the apprenticeship program of DOLE;2. Reform the apprenticeship program; and

3. Institutionalization of the Dual Training S ystem as an instructional delivery system.

for technical and vocational/education

TYPES OFTECHNICAL -- VOCATIONALEDUCATION and TRAINING MODES

IN - S CHOOL TRAINING(S chool - Based)

IN - PLANT TRAINING(Establishment - Based)

DUAL TRAINING S YS TEM

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.

QUALIFICATION AFTERVOC’L / TECH’L TRAININGIN S CHOOL

QUALIFICATION AFTERVOC’L / TECH’L TRAININGIN S CHOOL

QUALIFICATIONREQUIREMENTSOF INDUS TRY

QU

ALI

FIC

ATI

ON

S

T I M E

GAP

Job Analysis Workshop Using the DACUM Approach

Consultation with Microfinance Institutions (MFIs) was held on May 19-21 and 26-28, 2008Job Analysis Workshops with expert workers generated competency profiles for:

a) Loan Officersb) Team Leaders/Supervisorc) Branch Managers

Task verification with MFIs in Luzon and Mindanao

Loan Officer Career Pathing ASA Philippines Foundation

• Willing to be assigned anywhere in the Philippines

• Non-smoker

• With or without work experience

• 21-28 years old

• Can drive motorcycle

• Male or female, single

• At least 72 units in college, any courseLoan Officer

• Can drive motorcycle

• Experience in fieldworkMinimum

• Good in Bookeeping6 Months

• Leadership capacity

• Satisfactory performanceTeam Leader RequirementsPositionDuration

•Satisfactory performanceTeam Leader

•Good in Bookeeping•Experience in fieldwork

• Leadership capacity

minimum

•Sustainability of branch performance6 Months

•Satisfactory performance as Team Leader

Branch Manager

Minimum

•Can drive motorcycle

•Good in bookeping6 Months

•Good in decision making

•Meet requirements of Branch ManagerArea Manager

At 1 Year

• At least one year as Area ManagerSenior Area ManagerRequirementsPositionDuration

Loan Officer Career Pathing ASA Philippines Foundation

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

COLLECT PAYMENTS A

Receive Collection Reports

X A-1

Receive cash Payments

X A-2

Record Collection on Clients’ Passbook

X A-5

Record Collection on Group Treasurer’s Register

X A-4

Sign Repayment Schedule

X A-3

Tasks

Submit Investigation Report

A-11

Issue Demand Letter for Delinquent Client/s

A-12

Recommend Options To Settle Delinquent Account/s A-13

Records Collection on Loan Officer’s Register

X A-6

Consolidate Total Collection

X A-7

Investigate Reason/s for Delay Payments

A-10

Turnover Collection to Branch Teller/Cashier

X A-9

Issue Cash Receipts/Official Receipts

X A-8

CONDUCT WEEKLY MEETINGS B

Lead Opening/Closing Prayers

X B-1

Present Scheduled Topic/s

X B-2

Facilitate Group Meetings

B-5

Check Clients’ Attendance

X B-4

Facilitate Group Discussions

B-3


DutiesFacilitate Open Forum

B-6

Counsel Clients on Personal/Family Problem/s

B-7

Resolve Conflict Among Clients

B-8

Tasks

PROCESS CLIENTS’ LOAN

C

Issue Loan Applications

X C-1

Collect Loan Applications

X C-2

Process Loan Applications

X C-5

Evaluate Loan Documents

C-4

Evaluate Clients

C-3

Recommend Qualified Loan Applicants

C-6

Inform Clients about Loan Approval

X C-7

Check Loan Utilization

X C-8

PERFORM BOOKEEPING

D

Remit Collection

X D-1

Prepare Loan Disbursement Master Roll

X D-2

Summarize Collection on Loan Officer’s Summary BookX D-5

Submit Daily Monitoring Report

X D-4

Record Daily Collection on Daily Collection Sheet

X D-3

Duties Tasks

Prepare Debit Voucher

D-6

Update Daily Cash Book

D-7

Prepare Annual Development Action Plan

D-10

Prepare Monthly Plan

D-9

Update General Ledger

D-8


Process Survey and Interview Data

E-6

Submit Survey and Interview Report to Branch Manager

X E-7

SELECT POTENTIAL AREA E

Conduct Area Scanning/Mapping

E-1

Get Approval of Concerned Government Office to Market Programs E-2

Conduct Interviews

X E-5

Conduct Survey

X E-4

Review Barangay Profile

E-3

PROMOTE PRODUCTS AND SERVICES F

Market Loan

X F-1

Promote Savings

X F-2

Promote Microfinance Training Program

F-5

Conduct Training

F-4

Promote Insurance

X F-3

Assist Clients in Promoting their Products

F-6

Offer Printing Services

X F-7

Conduct Survey for Enhancement of Products and Services

X F-8

Duties Tasks

Request Barangay Official/s for a Meeting with Interested Loan Applicants G-1

Conduct Orientation of Target Clients

G-2

Schedule Family Background Investigation

X G-3

Conduct Family Background Investigation

X G-4

Gather Clients ‘ Information

X G-5

Organize Groups

X G-6

Orient Group Officers/Center Officers on their Role

G-7

Facilitate Group Meetings

X G-8

FORM GROUP OF CLIENTS

G


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 administrativeworks, enhancing personal and professional growth.

Duties Tasks

Assist Subordinates in Area Mapping/Scanning

X A-1

Prepare Weekly Schedule of Subordinates

X A-2

Assist Subordinates in Promoting Products and ServicesX A-3

Check Formation of Groups

X A-4

Check Collections of Subordinates

X A-5

Check Processing of Clients’ Loan

X A-6

Check Subordinates Bookkeeping Activities

X A-7

Observe Center/Cluster Meetings

X A-8

Conduct Unscheduled Field Visits of Subordinates and ClientsX A-9

Oversee Regular and Special Events for Subordinates/Clients

X A-10

Carry Out Tasks of Immediate Superior/ Subordinates During their Absence

A-11

Handle Delinquent Accounts

X A-12

SUPERVISE SUBORDINATES

A

OVERSEE IMPLEMENTATION OF MICROFINANCE PROGRAMS B

Review Loan Applications

X B-1

Verify Loan Evaluation

X B-2

Monitor Insurance Payments

X B-5

Verify Loan Utilization

X B-4

Recommend Approval of Loans

X B-3

Competency Profile of Team Leader/Supervisor


Duties TasksMonitor Mandatory Savings

X B-6

Encourage Clients to Deposit Additional Savings

X B-7

Assist in Business Development Programs

X B-8

IMPLEMENT WORK PLAN

C

Check Budget Allocation for Loan Releases

X C-1

Remind Subordinates of Individual Targets

X C-2

Recommend Changes in Staff Assignment

C-5

Recommend Modification of Target Clients and Loan Portfolio C-4

Facilitate SWOT Analysis

C-3

Recommend Modification of Activities

C-6

Adjust Activity Schedule

C-7

Maximize Availability of Subordinates

C-8

EVALUATE PERFORMANCE OF SUBORDINATES D

Review Accomplishment Reports of SubordinatesX D-1

Check Files, Books and Records of Clients and Subordinates for Accuracy of Data

X D-2

Guide Subordinates in Accomplishing Self-Assessment

X D-5

Reprimand Subordinates for Violation of Policies

D-4

Issue Memo to Correct Entries of Records, Files or Books of Clients and Subordinates D-3

Implement Management’s Plans and Decisions

B-10

Monitor Subordinates/Clients Interpersonal RelationshipX B-9


Duties TasksAccomplish Employee Performance Evaluation FormX D-6

Discuss Results of Evaluation with Subordinates

X D-7

Recommend Subordinates for Regularization/PromotionX D-8

MOTIVATE PEOPLE

E

Recognize Good Performance

X E-1

Recommend for Promotion

E-2

Recommend for Training

X E-5

Recommend for Incentive

X E-4

Give Award

E-3

Give Advise

X E-6

Give Verbal Reminder

X E-7

Issue Memo

E-8

CONDUCT TRAINING

F

Conduct Orientation of Clients

X F-1

Conduct Meetings

X F-2

Re-echo Learning's

X F-5

Conduct Presentations

X F-4

Facilitate Planning Sessions

X F-3

Give Corrective Actions

E-9


Duties TasksCoach Subordinates

X F-6

Recommend Subordinates and Clients for Training

X F-7

Provide Support for Training of Clients

X F-8

PERFROM ADMINISTRATIVE WORKS

G

Assist Clients and Guest

X G-1

Check Daily and Weekly Reports of Subordinates

X G-2

Monitor Utilization of Resources

X G-5

Submit Monthly Reports

G-4

Check Monthly Performance of Branch Office

G-3

Keep Records, Files, Books and Soft Copy of TransactionsX G-6

Facilitate Payment of Bills and Taxes

X G-7

Request Purchase of Food Items

X G-8

Oversee Safety, Cleanliness and Orderliness of Branch OfficeX G-11

Request Repair/ Maintenance of Office Facilities and VehiclesX G-12

Recommend Approval of Sick Leave/Vacation LeaveX G-15

Request Purchase of New Office Equipment

X G-14

Request Repair of Office Equipment

X G-13

Request Refurbishment of Office Supplies

X G-9

Request Use of Vehicles

X G-10


Duties TasksRequest Replacement/New Staff

G-16

ENHANCE PERSONAL AND PROFESSIONAL GROWTH H

Read Relevant Literature, Books, Manuals, Journals

X H-1

Observe Practices of other Branches and Institutions

X H-2

Participate in Trade Fairs and Exhibits

X H-5

Participate in Conferences, Forum and Focus group DiscussionsX H-4

Participate in Internal and External Training

X H-3

Pursue Graduate Program

X H-6

Branch ManagerBranch 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 TasksConduct SWOT Analysis

X A-1

Prepare Annual Plan

A-2

Prepare Quarterly Plan

A-3

MAKE PLANS

A

Discuss Approved Plans to Subordinates

X A-6

Revise Monthly/Quarterly Plans

A-7

PROMOTE PRODUCTS AND SERVICES B

Gather Municipal Profile

X B-1

Conduct Ocular Visit of Target Area

X B-2

Seek Accreditation of Organization by Local Government Unit B-5

Meet Local Government Officials to Introduce OrganizationX B-4

Request Promotional Materials

X B-3

Submit Plans for Approval

X A-5

Prepare Monthly Plan

A-4

Establish Good Relationship with Agencies and Institutions B-6

Facilitate Program Orientation of Prospective Clients

X B-7

Serve as Resource Speaker

X B-8


Duties TasksCheck Daily Transactions

X C-1

Analyze Daily Consolidated Reports

C-2

Advise Bookeeper to Correct Minor Discrepancy of Data/Entry C-3

MANAGE RECORDS AND DOCUMENTS C

Ensure Security of Documents

X C-6

Approve Loans

X C-7

TRAIN SUBORDINATES

D

Oversee Training of New Hire and Incumbent Staff

D-1

Observe Staff Performance

X D-2

Coach Subordinates

X D-5

Conduct Individual Consultation

D-4

Conduct One-on-One Interview

X D-3

Request for Audit by Internal Auditor

C-5

Report Major Discrepancy of Data to Control Office

C-4

Mentor Subordinates

X D-6

Administer TNA Survey

X D-7

Recommend Subordinates for Training

X D-8

Dispose Documents as per Management Order

X C-8


Duties TasksReview Aging of Loan Receivables

X E-1

Validate Information on Loan Application

X E-2

Check Loan and Savings Balances

X E-3

MAINTAIN CLIENTS’ ACCOUNT E

Random Check to Detect Misappropriation/Fraud CasesX E-6

Identify Staff Negligence/ Irregularities

X E-7

RETAIN CLIENTS

F

Provide Life Insurance to Qualified Clients

X F-1

Give Saving Interest to Deserving Clients

X F-2

Provide Scholarships fro Deserving Clients’ ChildrenX F-5

Provide Additional Loans to Deserving Clients

X F-4

Implement Issuance of Rebates

X F-3

Conduct Random Validation of Business/Utilization of LoanX E-5

Attend Daily Visits of Group/Center Meetings

X E-4

Offer Job Opportunities for Qualified Clients’ Family Member/sX F-6

Conduct Clients’ Satisfaction Survey

X F-7


Duties TasksRate Subordinates’ Knowledge Through Observation

X G-1

Rate Subordinates’ Skills Through Observation

X G-2

Rate Subordinates’ Attitude through Feedback from Co-Workers and ClientsX G-3

EVALUATE SUBORDINATES

GSubmit Evaluation Report and Recommendation to Central OfficeX G-6

PERFORM ADMINISTRATIVE WORKS

H

Accommodate Visitors/Guests

X H-1

Entertain Clients’ Complaint/s

X H-2

Troubleshoot Problems/Difficulties in the Operations

X H-5

Conduct Staff Meetings

X H-4

Attend Meetings

X H-3

Discuss Results of Performance Appraisal/Evaluation with SubordinatesX G-5

Rate Subordinates’ Using Performance Appraisal Report/ Evaluation FormX G-4

Submit Month-End Consolidated Report

X H-6


Duties TasksRead Books, Magazines, Newspaper and JournalsX I-1

Engage in Informal Meetings with Immediate Superior

X I-2

Attend Training

X I-3

ENHANCE PROFESSIONAL DEVELOPMENT

I

Attend Workshops

X I-6

Attend Trade Fair/Exhibits

X I-7

Attend Conferences

X I-5

Attend Seminars

X I-4

Workplace Competencies

BASIC COMPETENCIES

COMMON COMPETENCIES

CORE COMPETENCIES

High School Graduates

Two-Year Associate Course in Microfinance

First and Second Year

Three-Year Diploma Course in MicrofinanceThird Year

Four-Year Bachelor of Science in MicrofinanceFourth Year

Ladderized Program for MICROFINANCE

Degree

Diploma

Certificate

Branch Manager

Team Leader/ Supervisor

Loan Officer

Program Level Job Qualification

Practicum

Practicum

Practicum

Job Analysis Using the Job Analysis Using the DACUM ApproachDACUM Approach

Development of Competency Standards

Development of Competency-based Curriculum (CBC)

Development of Competency Assessment Instruments for

Certification

Development Learning Packages

Units of Competency (Basic/Common/Core)

CBC Course Outline and Modules of

Instruction/Training

Trainer’s Training

CBC and learning packages pilot testing

Feedback*

Validation of DACUM Charts

Self-contained modules

Course TestPerformance Evaluation Tracer Study

Certification Body and Assessment

Instruments

DESIGNING COMPETENCY BASED TRAINING FOR THE MICROFINANCE SECTOR

*Monitoring and Refinement Process

WHAT’S IN IT FOR US?BENEFITS OF PROJECT for the MICROFINANCE

INDUSTRY

Savings in recruitment, selection and training of the future breed of workers

Efficient training produces effective workers

Training is geared towards the demands of the industry Savings on operations and administrative costs

Properly trained workers get job done quickly and economically

Benefits far outweigh the cost of training in the long run

Ready pools of manpower

Reduced/lower turnover rate

Thank You!!!

Educating and Training People

Building Career

For E

valuation Only.

Copyright (c) by F

oxit Softw

are Com

pany, 2004 - 2007E

dited by Foxit P

DF

Editor

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