Voices from the Frontlines: - Freedom from Hunger

More documents

Recommendations

Info

3. Credit officers have to strike a balance between the client and the organization, and they want both to succeed. One credit officer shared that, “To maintain this balance, I respect the clients, and orient them to try out credit and invest well. At the same time, I’m keeping an eye out for the rules and following them. I try to be honest. That helps a lot. I try to put myself in the place of both parties, too. It is a bit complicated. I am always on CRECER’s side, but I have to protect the client within the policies. To do this I am flexible and have to understand the clients’ problems to find a balance.” We also sense that credit officers generally agree with the policies and procedures they have to support because they see them often protecting clients from over-indebtedness and other repayment risks. However, when clients indicate dissatisfaction with the policies, the credit officers find themselves playing “good cop” with the clients; the “bad cop” is the organization. They try to respond to client needs with compassion and understanding, but indicate their hands are often tied and they too have to follow policies and procedures. To deal with the tension, one credit officer “inform(s) the clients. I give trainings. Clients ask me to break the rules but I say ‘no.’ To prevent conflicts of interest, I take out the manual and explain the rules to them.” 4. Credit officers see education as a tool for building relationships with their clients. Most of the credit officers interviewed felt that conducting education sessions with their clients were key to building strong relationships. The education component of their job allows them to be both “hard” regarding the financial aspect of their job and “soft” because the education gives them a way to communicate positively with clients. Several quotes summarize this point best: “The aspect of my job that helps me have a good relationship with clients is the education sessions. They allow me to open the door, smile and feel part of the group.” “The meetings we have and inclusion of the group in educative sessions help maintain positive group dynamics.” 5. Credit officers see their non-financial services as a key to their competitive advantage. In addition to education helping build relationships between credit officers and their group members, credit officers see their offer of all non-financial services such as education and health services as part of their competitive advantage in a very competitive market. “PRISMA should continue giving clients education and not lose the culture of educative sessions. This is our comparative advantage.” “I most enjoy interacting with my clients. What makes CONFIANZA different is that we offer education, not just credit; and many clients value this education.” “[They join for] capital. They also join for the health days and trainings, particularly on themes of the environment and family values.” “[Clients are satisfied because of] educational chats, and being able to tell their problems to the credit officers who will listen.” 6. Clients recognize credit officer motivation. Clients at most institutions feel that their credit officers are motivated to work with them. However, some groups also shared that they have had several credit officers over time and some have been more motivated or more trustworthy than others. Rotation of credit officers, while seen as important to avoid collusion between clients Voices from the Frontlines 10
and credit officers, can contribute to satisfaction and dissatisfaction, particularly when clients have been quite satisfied with their relationship with a particular credit officer. For example, one group indicated they had had four credit officers; they trusted two of them but the other two did not appear to care about the success of the group. “The credit officer is dynamic, active, understands us and supports us.” “[Our first credit officer] was more formal in his work, more communicative, better trained, more respectful.” One client said she sometimes would not be able to pay, but the first credit officer negotiated the situation in a way that worked for her. “Sometimes we could not pay, because of costs or because my husband was not paid, and he was nicer. He said we could pay tomorrow by four… he helped us with a little grace time.” Her group eventually received a new credit officer that changed her view of the institution. Her credit officer rarely showed up for meetings and eventually did not renew their loan and the group was left questioning why. A client of the same group who was also forced to leave shared that she would have liked to have stayed and that “the majority of my family is with the organization, but they have better credit officers.” 7. Supervisors appear to hire credit officers who are “multidimensional” and “brave.” One of the common themes across the supervisor answers to the question regarding the characteristics of a successful credit officer is that credit officers first have to be committed to helping people—this was more important than having a strong background in finance: “It is not necessary that they come from a finance background; it is more important that they can work with people.” “Unfortunately, many of the new credit officers feel that CRECER is foremost a bank. They begin to work with that mentality, but as we stress the importance of the non-financial developmental services as well, that mentality begins to change. In some cases, though, that means we have some credit officers who work here for three to six months then decide they don’t like it and leave. Because they then have the financial work experience and training with us, they can go work for a bank.” “CRECER is different because of its culture of solidarity and savings for clients. If the best of our credit officers were not working here, they would most likely go back to working in their original careers, not continue in finance, and probably end up at an NGO or other social service institution.” Supervisors also recognize that the credit officers have to have an important mix of skills to be successful. “The best credit officers have to have good perception of their clients, as well as good handling of money. It is also important that the group know them well. While credit officers come from different backgrounds of study such as economics, education and agronomy, some adapt better than others to the role. Some say educators do better, but it’s not certain. It is important to balance well the relationship with the women and with the bank.” Supervisors also recognize that this position is not easy, and some being credit officers themselves before becoming supervisors could identify with the needs of their employees: “They are brave, go to far-away places and put up with the weather. They are honest and committed. If they are not, I have to make sure they are.” Voices from the Frontlines 11
Page 1 and 2: Voices from the Frontlines: A Resea
Page 3 and 4: EXECUTIVE SUMMARY Listening to the
Page 5 and 6: This research suggests that 1. much
Page 7 and 8: To lay the groundwork for this stud
Page 9 and 10: for the same time period as this re
Page 11: officer, any answer was recorded. B
Page 15 and 16: 2. But product design and offerings
Page 17 and 18: often leave to the competition beca
Page 19 and 20: credit officer shared that, “Here
Page 21 and 22: tangible tokens of appreciation for
Page 23 and 24: Supervisors feel they know when the
Page 25 and 26: schedule.” Another shared that sh
Page 27 and 28: poor fit with their institution. It
Page 29: Tulane University who also assisted

Voices from the Frontlines: - Freedom from Hunger

Create successful ePaper yourself

Delete template?

Save as template?