1. Presented by: Md. Enamul Haque
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2. What is the strategic objective of Microfinance?
 The principal objectives of
microfinance is needed to
eradicate poverty &
hunger, and chance to
lift them out of poverty;
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3.  Microfinance is now gaining
general acceptance due to
financial inclusion of Micro
credit, Micro savings, Micro
insurance and Remittances.
 Clients can create productive
businesses, and recover
quickly in the aftermath of natural
disasters;
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4.  Microfinance targets the poor
and the economically active poor
in the society to assist them
create wealth, accumulate
assets and raise income to
smooth consumption;
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5.  Clients can invest in better
nutrition, housing, health, and
education for their children;
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6. Why Invest in Human Resources Development?
“Every customer is a potential reporter, and every employee is a potential spokesperson”.
 Human capital is the major asset of the
any company/ institutions;
 Ensured better Quality, speed &
maintain growth;
 To learn the problem solving technique ;
 To develop positive attitude and team
speed;
 To develop values & ethics;
 Improvement of communication
& motivation skills;
 To build dynamic leadership; and
 Maximization of products and
qualitative services.
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7. Why staffs development is so important in MFI?
 Most of the micro finance
institutions is providing credit to
poor by the group guaranteed
approach and collateral free
services, so to development of
group dynamics skilled staffs is
essential;
 Collateral free loan is high risk, to
skill and committed staffs is
essential to maintain high
portfolio quality ;
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8.  It is estimated that many millions of
people around the world have unmet
needs for financial services. The
challenge is to scale up, skill and
committed staffs is highly required;
 The vast majority of people in the world
do not have access to financial
services. To reaching the large number of
poor community skilled staffs is essential.
 NGO, s/ MFI, s/ MFB, s/ Governments,
public and private financial institutions,
private businesses and others are
recognizing the value of microfinance for
poor individuals and for small and
medium-sized enterprises.
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9.  A wrong perception has been bubbling around
MFIs for long regarding behavior with clients
and protection of rights; training and
development on communication, client
protection principle can ensure this away.
 A well developed staffs are assets of the
organization who can carry the corporate
vision; poor remuneration structure disallow
the flow intelligent breed in this sector,
therefore a comprehensive training is
essential.
 Due to high involvement with mass
population, decentralized management
style is encourage which required extensive
managerial skills even in bottom level.
 Strong association with Corporate Strategy
requires “Information Sharing”, regular
conference can only ensure this. 9

10. Operational Skill Development Areas
 Following areas get special preference on
skill development to run effective
operations at the bottom level:
 Formation groups;
 Develop leadership;
 Loan processing ;
 Feasibility;
 Credit appraisal ;
 Loan disbursement & collection;
 Reporting,;
 Books of accounting & record
keeping;
 Communication;
 Use of automation & IT technology as
part of Transparency.
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11. Introduction of ASA
 Established in: 1978
 Microfinance Operation: 1992
 Formation: NGO
 Founded By: Md. Shafiqual Haque Choudhury
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12. Key Indicators of ASA ( 1992 & June 2011)
Indicators 1992 June 2011
No. of branches 159 3,177
# of savers (millions) 0.14 5.10
Value of savings (US$ in millions) 0.73 161.65
# of active clients (millions) 0.09 4.52
Loan outstanding (US$ in millions) 2.92 608.06
# of total staff 1,239 21,795
Cost per unit of money lent 0.166 0.045
Return on equity 2.07% in 1993 6.36%
Return on assets 1.31% in 1993 3.52%
Operational sustainability 53.17% 182.48%
Financial sustainability 47.03% 118.32% 12

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14. Introduction of ASA International (ASAI)
ASA International, an investment vehicle of Netherland
based microfinance investor Catalyst Microfinance Investor
(CMI) managed in partnership with ASA Bangladesh.
Established in 2006, as Limited liability company;
Total Fund is USD 125 million;
Investment Location: Asia & Africa;
Operation Methodology: Green field operation;
Operation Strategy: ASA Cost effective and Sustainable
Microfinance Model;
Country of Operations: India, Philippines, Sri Lanka,
Pakistan, Ghana, Nigeria and Afghanistan;
Invested equity in Seilanithih & SAMIC in Cambodia 14

15. At a Glance of ASAI (As of August 2011)
Particulars Total
General Information
1 No. of branches 774
2 No. of borrowers (Active) 769,148
3 No. of total staff 4,584
4 No. of borrowers per LO 259
5 Staff from ASA 70
Loan Portfolio
6 Loan outstanding (Principal) US$ in million 106.72
7 Avg. outstanding per borrower (US$) 139
Loan Security/Savings/Margin Money/LCBU
8 Total loan security (US$ in million) 17.93
Financial Performances
9 Portfolio at risk > 30 days 4.23% 15

16. Country-wise at a Glance of ASAI (as on August 2011)
# of
Country # clients Loan outstanding Savings balance
branches
India 252 269,291 $ 29.6 million $ 2.5 million
Philippine 185 160,397 $ 18.4 million $ 3.0 million
Ghana 54 64,795 $ 14.7 million $ 5.4 million
Pakistan 121 129,817 $ 12.5 million N/A
Sri Lanka 44 39,424 $ 4.2 million $ 1.7 million
Nigeria 63 66,403 $ 9.5 million $ 4.5 million
Afghanistan 17 13,377 $ 2.3 million $ 0.3 million
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17. How ASA /ASAI develop skilled staffs?
RECRUITMENT
 Bulk recruitment in entry level
position, Loan Officer in multiple
screening process;
 Decentralized and local recruitment;
 Minimum graduation as education
qualification;
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18. TRAINING
 Pre Service Orientation courses: 30% theoretical and
70% practical learning by doing methods;
 Each one teach one: One skilled and experiences staffs
take responsibilities to train up new comer through
practical demonstrations of the daily activities;
 Refreshers and up gradations’ courses after certain period in
each level;
 Scope of higher training/ diploma courses in abroad.
 Separate HR division who have been working
independently without any interference.
 Separate courses, contents and curriculum on training for
different level staffs.
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19. WRITTEN MANUALS, WORKSHOP AND FEEDBACK
 Introduced written manual on training,
operations, internal audits, accounts and
finance, HR policies etc.
 Monthly basis workshop and coordination
meetings.
 Feedback session at branch level two/three
times in month ;
 Written feedback at branch level on
monitoring register;
 By-routed responsibility for LO’s at the
position of cashier and BM positions;
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20. How ASA /ASAI develop committed staffs (Retention Strategy)?
CAREER PATH
 Scope of up gradations in higher position;
 No direct recruitment in BM and above position’;
 Precise and well documented succession planning;
 Facilitation of expert consultancy in abroad;
 Deputation facilities for employees of ASA in ASA
International with greater remuneration and
promotion;
 Friendly environment with less hierarchy, easy access to
Top management, minimum gap between top and
bottom;
 Allowed up to 57 years of services as an regular staffs
even after retirement as contract services.
 High job security.
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21. BENEFITS/ REMUNERATIONS
 Comparatively offered good salary including others benefits
i.e.60%-70% house rent, 20% provident fund against basis, tow
times gratuity of last basic for one year , medical and conveyance
,entertainment, city, cell phone, special allowances etc;
 Periodical i.e. within a two years review of salary and benefits
package;
 Two festival allowance in a year;
 Ensure proper working environment by ensuring proper work
ethics, employee conduct, open communication, security and safety
etc.
 100% costs of medical treatment covered by ASA if any one suffering
serious disease .Employees and spouse both will be entitled.
 Life insurance for all level staffs.
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22. BENEFITS/ REMUNERATIONS
 05 years full salary and benefits to staffs families as Employee
Family Protection (EFP) if any one died on accident;
 Allowed to take loses of personal belongings due to any robbery or
unwanted accident.
 Children of staffs allowed 100%-25 % weavers for higher study
in ASA University;
 Loan against provident fund and gratuity with lower rate;
 Scope of housing loan with subsidies rate;
 40% subsidy of Vehicle loan for BM and above level staffs in the
fields.
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23. TRANSPARENCY AND JUSTICE
 Ensured chain of comments , discipline , justice and equality among the
male female, gender, race and different geographical territories;
 Multitier & Automated (MIS) reporting ensures higher
transparency and accountability;
 Female getting little advance of financial benefits;
 Allowed to work in nearest and short distance of home to working
place;
 Residential facilitates in branch level; Food facilities in the branch’;
 Presence of Grievance identification team ( GIT) & Performance
evaluation team who are working independently;
 Well written HR manual;
 Essence of the growth is building “TRUST” between organization and
staffs earn through mutual understanding & benefits.
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24. ACHIEVED AWARD
 2007 – Listed as Top microfinance
institute by the joint declaration of world
famous magazine Forbes and MiX
among the Top 50 Microfinance Institutes.
Each MFI’s earned scores in the categories
of scale, efficiency, portfolio risk and
profitability.
 2008 – Awarded as most sustainable
bank of the year by Financial
Times and IFC jointly for the
category of “at the Base of the
Pyramid”
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25. THANK YOU!
Presented by:
Md. Enamul Haque
Executive Vice President, ASA
Chief Operating Officer, ASA International
Website: www.asa.org.bd, www.asa-international.com
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