Chapter 4 - Section 4.1 - SubSection 4.1.2Staff Productivity

Active Borrowers per Credit Officer (ABCO) and Active Borrowers per staff (ABS)

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Distribution of MLIs based on clients served per Staff

Distribution of MLIs based on clients served per Credit Officer

4.1.2 Staff Productivity

Active Borrowers per Credit Officer (ABCO) and Active Borrowers per staff (ABS)

Over the last two decades, the sector has undergone an operational shift, as most microlending institutions (MLIs) have transitioned from paper-based operations to digital by implementing Management Information System (MIS) and core banking solutions (CBS). Many of the MFIs have also adopted digitalisation of field service and complementary back-office operations through Digital Field Applications (DFAs), which facilitate onboarding, loan applications, account opening, and transactions in the field. Some of the MLIs have also moved into the next phase of digitization by involving AI and agent AI tools. Digitisation of the process has clear value for MLI as it increases staff productivity and improves the end customers’ experience. Despite these developments, the involvement of human resources is still important in various microfinance processes. Hence the enhancing the productivity of the human resource is important in improving the profitability of the operations. An efficient and productive staff will contribute to the growth of the MLIs

The primary indicator for assessing staff performance is to understand the number of borrowers each loan officer is responsible for handling. However, even with the increased inclination towards innovative technology, the Average Borrower per Credit Officer (ABCO) (ABCO) is moving downward. There could be several reasons why MLIs are unable to fully leverage technology. Some of these reasons are an increase in delinquency, which forces loan officers to spend more time on each repayment collection, stricter underwriting norms, which have reduced the active borrower base over the last year, an increase in rejection rate of borrowers’ applications, forcing them to spend more time on sourcing, which leads to a decrease in borrowers per loan officer.

During the financial year, we see a change in the composition of MLIs under each bucket of ABCO and Average Borrower per Staff (ABS). For ABS, a significant increase in the 100- 200 bucket is seen. In the case of ABCO, a substantial increase is observed in the lowest two buckets, i.e., the categories ‘less than 200 ‘and ‘200-300’ buckets. The share of MLIs under the ‘100-200’ bucket for Looks different font. Please correct it.

Over the financial year 2024-25, the ABCO decreased by 21%, marking the lowest ABCO recorded over the last five years. Similarly, ABS also experienced a significant decrease, from 243 to 190, resulting in a 22% drop.

Figure 4.1.4 Distribution of MLIs based on clients served per Staff and Credit Officer
Figure 4.1.5: Trends of ABCO Across MLIs and break-up of 2025 in terms of Legal Form and Size
Figure 4.1.6: Trends of ABS Across MLIs and break-up of 2025 in terms of Legal Form and Size