POWERING INNOVATIONS IN MICROFINANCE conference on microfinance July 24 - 25, 2008 * Asian Development Bank, Manila, Philippines
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
Competency Profile of Loan Officer
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
Competency Profile of Loan Officer
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
Competency Profile of Loan Officer
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
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
Competency Profile of Team Leader/Supervisor
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
Competency Profile of Team Leader/Supervisor
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
Competency Profile of Team Leader/Supervisor
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
Competency Profile of Branch Manager
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
Competency Profile of Branch Manager
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
Competency Profile of Branch Manager
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
Competency Profile of Branch Manager
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