Chapter 4 - Section 4.1 - SubSection 4.1.3Distribution of MLIs Based on Loan Portfolio per Credit Officer

The portfolio outstanding under each loan officer is also a key indicator of staff productivity. It shows the workload and capacity of individual loan officers. The current year recorded an overall `1.14 crore portfolio handled by each loan officer. The distribution of MLIs across each bucket of the portfolio per loan officer has remained almost unchanged compared to last year. However, we see a decrease in the ‘>100 lakhs’ category from 74 to 50 and a slight increase in the ‘20- 40 lakhs’ category from 24 to 35 MLIs.

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Distribution of MLIs Based on Loan Portfolio per Credit Officer 12 %

4.1.3 Distribution of MLIs Based on Loan Portfolio per Credit Officer

The portfolio outstanding under each loan officer is also a key indicator of staff productivity. It shows the workload and capacity of individual loan officers. The current year recorded an overall ₹1.14 crore portfolio handled by each loan officer. The distribution of MLIs across each bucket of the portfolio per loan officer has remained almost unchanged compared to last year. However, we see a decrease in the ‘>100 lakhs’ category from 74 to 50 and a slight increase in the ‘20- 40 lakhs’ category from 24 to 35 MLIs.

Figure 4.1.7: Distribution of MLIs Based on Loan Portfolio per Credit Officer

Conclusion

The workforce remains the cornerstone of operational excellence in microfinance institutions. Despite steady growth in employee numbers, the sector continues to grapple with high attrition, low female participation, and the challenge of balancing field-level demands with employee motivation and retention. Loan officers, who are central to client engagement and repayment discipline, face increasing workload pressures amid rising delinquencies. While digitisation has improved processes, productivity indicators such as ABCO and ABS have declined, reflecting the strain on field operations.

These trends underscore the urgent need for stronger human resource strategies—focused on recruitment, retention, capacity building, and gender inclusivity—alongside effective use of technology to enhance efficiency. For MLIs, sustaining growth and maintaining portfolio quality will depend as much on strengthening human capital as on financial capital.