B. Designing adequate microfinance products and services
Changes in the MFI's Organizational Culture
In what ways can staff's commitment to the poor be enhanced? What incentives can be put in place to do so?
Some MFIs, such as Prizma in Bosnia and Herzegovina and FINCA in Azerbaijan, have introduced staff incentives to encourage greater outreach to low-end clients. Prizma for example has changed the field staff incentive system in order to make it less biased towards the poor (eg- by not rewarding field staff for portfolio quality per client). It has also introduced a number of training/sensitization activities aimed at better understanding and curbing client exit (by including drop out rates in its staff incentive schemes for example).
 |
back to Designing adequate microfinance products and services |