Nan Hnin Wut Yi Oo| Branch Manager| Yamethin Branch
How do you feel about being the branch with the greatest reduction in PAR for November?
As staff members, each of us understood our responsibilities and duties well and performed to the best of our abilities under the guidance of the relevant BM/ABM. Because of our collective efforts, we are very happy and proud to have received this recognition.
As the branch manager, how did you work to reduce PAR? What did the relevant staff members do to help achieve the greatest reduction in PAR?
As the branch manager, I focused on the villages/clients with the highest overdue amounts (90-360 days) and assigned achievable targets for each RFO. I worked alongside the BM/ABM, meeting with team members to build strong relationships first, and then used intervention toolkits to help team members engage with clients and ensure that they were able to repay the amounts they could realistically pay. We closely coordinated the intervention process. We also discussed the differences between planned and actual data during morning meetings, providing extra help to the RFO/FOs who were struggling. Additionally, after implementing interventions, we worked to ensure that clients with overdue amounts (30-60 days and 60-90 days) were brought up to date by the agreed-upon dates. If necessary, I personally followed up with clients to make sure payments were made on time, even if it meant collecting payments directly from clients.
In particular, to prevent even one day of delay, staff members coordinated closely with clients and ensured they made payments as quickly as possible, which ultimately helped reduce PAR. Furthermore, due to the impact of the cyclone in September, which caused significant damage to over 1,800 members’ businesses, the fact that they continued to repay their loans regularly without asking for deferment greatly contributed to our reduction in PAR. This was possible because of the strong relationship between the staff and the clients, which I believe is the key factor in our success.
What do you think are the key factors to focus on in order to reduce PAR?
Each target given must be a well-planned, achievable goal that staff members can carry out. Follow-up should be continuous and persistent. FO/IFO staff should be aware of the behavior, income sources, and main challenges of the clients they are responsible for. They must be skilled at using the appropriate intervention toolkit tailored to each client and maintain strong communication and relationships between clients and staff. These factors are essential for reducing PAR.
Yamethin Branch Team Members
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