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Day 1 Supply and Demand
- 1. Supply and DemandInsights from Research Josephine Kibe, CGAP 14 June 2016
- 2. Key Findings • Demand,openness and perception of benefits • Organizational culture shift around e-learning • Content priority areas • Technical capability and considerations • Staff IT skills • Contribution to career progression
- 3. Demand Study: Methodologyand Objectives 30 interviews were conducted with FSP managers across SSA, 13 with industry stakeholders and 149 FSP staff completed an online survey. Study focus areas: • Content - technical skills, managerial skills and industry knowledge required of Financial Service Providers’ (FSPs) staff members from the perspective of individuals, their managers and other industry stakeholders. • Technical Capabilities - engagement modality preferences and technological constraints. • Willingness to pay - at an individual and institutional level
- 4. Content Technical • Credit management(individual) • Customer service and client satisfaction • Delinquency management • Risk management (credit) • Loan appraisal and monitoring – SME Leadership and Management • People management and motivation • Management essentials – mid level • Strategic planning • People management – delegation • Communication skills
- 5. • Microfinance /financial inclusion essentials • Mobile banking • Digital finance • Agriculture finance • Regulation and compliance principles Industry knowledge
- 6. Willingness to Pay 2.6% 17.9% 25.6% 25.6% 12.8% 5.1% 7.7% 12.0% 18.1% 16.9% 24.1% 12.0% 10.8% 3.6% 1.2% 0 1- 250 USD 251 - 500 USD 501 - 1,000 USD 1,001- 2,000 USD 2,001-5,000 USD 5,001-10,000 USD 10,001-20,000USD % of respondents Seven countries Rest of SSA FSP Staff were asked: “How much would you be prepared to invest over a 12 month period to fund your own professional development?’” Staff willingness to pay: • Lower for priority countries than for rest of SSA • Lowest in Rwanda and Uganda Current classroom based training provision, cost data: • Most commonly occurring cost is $300 per participant • Median cost is $400 per participant
- 7. Technical Capabilities • Mostentry level staff have daily access to a computer, but it is often for limited periods and shared with other staff – managers did indicate a strong commitment to ensuring that this was resolved to facilitate e-learning. • Personal mobile phone usage is rapidly increasing but the cost implications of personal data usage will pose a barrier unless these are supported by employers. • A number of FSPs are rolling out tablets over the next few years. • Staff reported online activity on a regular basis e.g browsing for news, using professional and social media etc.
- 8. Design Considerations Content: • Responsiveto changing needs • Best practice / principles for the industry • Skills development • Role relevant Program / platform design: • Course completion certificates • Interactive and role relevant • Structure and testing • User interface design and navigation Alignment within FSP: • Links to career progression • Reporting • Access routes • IT skills support
- 9. Implications for theAcademy To achieve impact within FSPs and ultimately the industry, the Gateway Academy will need to: Academy design / implementation • Resolve access challenges and give staff time to use the programs • Build awareness of e-learning as an effective and efficient format for staff development • Align with FSP learning management systems and career progression processes • Build credibility through partnerships • Identify content partners • Identify mechanisms and business models for leveraging existing programs
- 10. • Effect aculture change regarding efficacy of e-learning within target FSPs • Shift the dominant focus on loan officer induction training to a broader focus on a wider curriculum • Work with industry actors to generate support and interest • Create a pool of advocates for the Academy to support early adoption Industry Engagement
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