4.3.6. Date of employment (with current employer)
Table 4.7: Date of employment with current
employer
|
Date
|
DUTERIMBERE IMF SA
|
IMF UNGUKA SA
|
|
2004
|
1
|
5
|
0
|
0
|
|
2005
|
0
|
0
|
1
|
5
|
|
2006
|
0
|
0
|
3
|
15
|
|
2007
|
5
|
25
|
7
|
35
|
|
2008
|
3
|
15
|
4
|
20
|
|
2009
|
4
|
20
|
3
|
15
|
|
2010
|
7
|
35
|
2
|
10
|
|
Total
|
20
|
100%
|
20
|
100%
|
Source: Primary data
At DUTERIMBERE IMF SA, 5% came in 2004, 25% came in 2007, 15%
came in 2008, 20% in 2009 while 35% came in 2010. In other words only 5%
started with the institution in 2004. The organization has, indeed been hiring
as it grows.
At IMF UNGUKA SA, we have the pattern that follows: 5% in
2005, 15% in 2006, 35% in 2007, 20% in 2008, 15% in 2009 and 10% in 2010. Only
5% started with the organization, like in the case of the competitor, the
organization has been hiring as it grows.
UNGUKA could not hire in 2004 as it was non - existing.
Microfinance organizations hire as they grow. However, reading from these
statistics, in both cases, employees who started with the organizations are
very few. It might mean the organization had need for few employees or it
started with many people who dropped along the way.
4.3.7. Number of posts occupied
Table 4.8: Number of posts occupied by
respondents
|
Number of posts
|
DUTERIMBERE IMF SA
|
IMF UNGUKA SA
|
|
1
|
16
|
80
|
4
|
20
|
|
2
|
4
|
20
|
6
|
30
|
|
3
|
0
|
0
|
7
|
35
|
|
4
|
0
|
0
|
2
|
10
|
|
6
|
0
|
0
|
1
|
5
|
|
Total
|
20
|
100
|
20
|
100%
|
Source: Primary data
At DUTERIMBERE IMF SA, 80% occupied just 1 position while 20%
occupied 2 positions. In a sharp contrast, IMF UNGUKA SA saw many employees
rotating from position to position. 20% occupied just 1 position, 30% occupied
2 positions, 35% occupied 3 positions, and 10% occupied 4 positions while 5%
occupied 6 positions.
It can be deduced that there is little or at least non -
existing internal mobility in DUTERIMBERE while it is a way of doing business
at UNGUKA. Failure to rotate employees in organization prevents a number of
advantages.
As a result, employees who perform the same job each day
without variation are likely to experience greater feelings of fatigue, apathy,
boredom, and carelessness. This leads to decreased productivity, increased
absenteeism, and increased likelihood of turnover. Employees are dissatisfied.
They feel de - motivated, unhappy, and irritated, which are detrimental to
productivity and above all, loss of organizational commitment. That means that
microfinance institutions that do not foster employees' internal mobility / job
rotation face more retention challenges.
4.3.7. How do MFIs recruit employees?
At DUTERIMBERE IMF SA, no case was found where the institution
took a former intern or at least the must have heard of an employment
opportunity for him / her to apply and compete; it was the same scenario at IMF
UNGUKA SA. Both institutions advertise. In DUTERIMBERE 65% had seen a job
advert while it is 75% in UNGUKA.
Their way of advertising was different, however, DUTERIMBERE
advertises via newspapers and its website while UNGUKA just posts adverts on
all its branches. While UNGUKA does not report any case where its adverts were
not responded to, its adverts are likely to be seen by only its clients or its
clients' relatives; who may explain the 15% had heard from friends in
institutions.
Regarding headhunting, it never happened in DUTERIMBERE. It
happened once in UNGUKA. The employee who skills were headhunted was
interviewed and had this to say «management contacted me, we
negotiated, and I gave them my proposal. I am satisfied since I believe they
did their best to fix my salary as high as they could as far as their capacity
is concerned4»
4 The employee who was headhunted is a Director of ICT. He was
hired when the organization was going to computerize its operations.
| 
