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Beirut - May 2009

Sanabel 6 th Annual Conference. Beirut - May 2009. AL-Amal Microfinance Bank HR Perspective. Mohammed Salah Al-lai. Executive Director. Al-Amal Microfinance Bank -Yemen. Introduction. Poverty and unemployment have a negative impact on the development of Yemen.

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Beirut - May 2009

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  1. Sanabel 6th Annual Conference Beirut - May 2009 AL-Amal Microfinance Bank HR Perspective Mohammed Salah Al-lai Executive Director Al-Amal Microfinance Bank -Yemen

  2. Introduction • Poverty and unemployment have a negative impact on the • development of Yemen. • Yemeni Government has issued the Law (23) for the year 2002, • establishing the first Microfinance Bank in Yemen (and the region) • under the name of (Al- Amal Microfinance Bank AMB). • The bank was established by : • 45% (SFD) . • 35% (AGFUND). • 20% the Private Sector.

  3. Vision , Mission and Objectives Vision To improve the economic and social conditions of the Yemeni low income family, especially those of small and micro enterprises; by providing outstanding financial services. And to become the pioneering and sustainable financial institution in Yemen. Mission Inclusive financial services for all Yemenis Objectives • To provide diversified financial services satisfying the target group's needs and expectations. • To expand to all the Yemeni territories (rural and urban) through new branch and possible partnership with other local institutions. • To be sustainable financial institution, with qualified and efficient staff, and equipped with modern systems able to attract fund.

  4. Al-Amal Bank Key Figures

  5. Yemeni HR Overview • Employment • Lack of clear national strategy for labor and employment. • 20% of the workforce in Yemen participate in the formal sector. • 17% is the rate of unemployment. • Different public and private work environment. • Yemeni people get their job through: • 1. Personal initiative • 2. employment bureaus • Only 5% of the unemployed are registered with them. • Only 13% of those registered received help from the bureaus in finding jobs. • Poor relation with employers. • Offering one service

  6. Yemeni HR Overview • Selection: Applicants characterized with: • Poor self presentation. • Misleading previous work experience. • Hesitant to be exposed to a new work environment. • Recruitment: • Applicants heading for jobs that are not related to their qualification and/or experience. • Lack of qualified applicants. • Lack of proper training. • Unclear career path.

  7. Microfinance Institutions • Challenging Human Resource Issues for MFIs • Recruiting qualified staff. • Little attraction for the applicants. • Training and capacity building • Managing human resources • Designing satisfying incentives • Financial constraints • Preventing turnover

  8. Al-Amal Microfinance Initiative • Started officially in January 2009 and people has little sometimes no information about it. • Strategic decision has been taken “ NO staff from the MFIs, Fresh graduates ONLY “ • A management team was recruited on a voluntary basis at the beginning (4 staff). • Exposure visits locally and internationally. • HR manual and policy on recruitment and selection were set. • Appointing the recruitment and selection committee by the Executive Director.

  9. Al-Amal Microfinance Initiative

  10. Al-Amal Microfinance Initiative • Recruitment and selection procedures • Advertising the vacancy announcement. • screening of the relevant application forms, and key in in the database. • Selecting the best 15 applicants and calling them for the job interview. • Choosing the best one to fill in the vacancy. • Sending a letter of acceptance. • 2 months training period. • Keeping in touch with the second and the third ranked.

  11. Al-Amal Microfinance Initiative • Capacity Development: • Microfinance Orientation. • Microfinance practical training conducted: • Site Seeing to some regional MFI’s (Egypt and Jordon) • TOT courses ensuring that people attended acquired (Trainer Status). • Visiting experts . • Residential experts helped training the staff and revising the manuals. • Progression Evaluation: • Setting standards. • Evaluating performance according to the standards. • Support and re-enforcement.

  12. Al-Amal Bank contribution to the HR development of the Microfinance Industry in Yemen • Adding new potentials and experience to the industry . • Encouraging the females to apply for the vacant posts. • Using the media for recruitment. • Stimulating competition in terms of staff selection. • Creating an interest in working and learning about the industry.

  13. Future HR aspirations of the bank • Sharing the job application database with the current MFI's. • Improve coordinating with the universities and educational institution to cater the needs of the microfinance industry needs. Suggested Donors’ Involvement • Encouraging Universities and institutes to introduce Microfinance tailored programs. • Supporting National Microfinance Awareness Campaign. • Helping the MFI’s ensuring effective HR plan is in place. • Helping the countries to reach experts TOT trainers’ self sufficiency. • Encouraging the MFIs’ to have effective recruitment and selection process.

  14. www.alamalbank.com Thank you E-mail: mallai@alamalbank.com

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