human resources

In September 2021, e-MFP published the results of a survey that mapped ‘Human Resource Development (HRD) Practices in the Microfinance Sector’ and highlighted opportunities for acting on those results. This was followed by a series of blogs presenting thematic case studies which explore the actions that some survey participants have taken to address each area and introduce practical tools that might guide practitioners in putting new HR practices into practice. This is the fifth and final blog in the series. Along with the previous blog that presents a framework to support managers in their HRD role, this blog outlines how MFIs can lift-up their HR function to a new level and thereby actively contribute to their organization’s success.

In September of this year, e-MFP published the results of a survey that mapped 'Human Resource Development (HRD) Practices in the Microfinance Sector' and highlighted opportunities for acting on those results. This is the second part of the third blog in a series of thematic case studies which explore the actions that some survey participants have taken to address each area. The case study MFIs are using a variety of methods to better understand and influence employee engagement. Among these are climate and satisfaction surveys, focus groups, polls, complaint and suggestion systems, Q&A sessions with the CEO, informal conversations, and personal observation. The mechanisms used to gather the feedback don’t seem to matter as much as the flow of communication itself. Get feedback, and get it often.

In September of this year, the European Microfinance Platform published the results of a survey that mapped Human Resource Development (HRD) Practices in the Microfinance Sector and highlighted opportunities for acting on those results. This blog is the second in a series of thematic case studies which explore the actions that some survey participants have taken to address each area. Not long ago, when an MFI was asked how it evaluates the cost-effectiveness of its HR investments, there was a pretty good chance that it would reply by describing its process for assessing participant satisfaction with its training courses. Much has changed in the last few years. There is greater awareness of the multiple channels through which capacity can be built. There is increasing desire to compare the costs and benefits of different options. And there’s more understanding of the range of investments that can support effective talent management – from recruitment tools to retention systems. There is so much more measurement that could be done, but what do MFIs find worthwhile? What are they actually measuring – and how are they measuring it?