CBLM 2

HOW TO USE THIS COMPETENCY-BASED LEARNING MATERIALS
Welcome!
The unit of competency, “Select Potential Area for Microfinance Operation”,

is one of the competencies of MICROFINANCE TECHNOLOGY NC II, a course
which comprises the knowledge, skills, and attitudes required for a
Microfinance Loan Officer to possess.
This module, Selecting Potential Area for Microfinance Operation, contains

information sheets, self-checks and performance tasks which serves as
assessment for the information read and learned; answer keys and
performance criteria checklist for the checking and evaluation of answers and
performances. You are required to go through the series of learning activities
in order to complete each learning outcome. Follow and perform the activities
on your own. If you have questions, do not hesitate to ask for assistance from
your facilitator/ trainer.
Remember to:
*Read information sheets and complete the self-checks.
*Perform the Task Sheets until you are confident that your
outputs conform to the Performance Criteria Checklist that
follows the sheets.
*Submit outputs of the Task Sheets to your facilitator for

evaluation and recording in the Accomplishment Chart.
Outputs shall serve as your portfolio during the Institutional
Competency Evaluation. When you feel confident that you have
had sufficient practice, ask your trainer to evaluate you. The
results of your assessment will be recorded in your Progress and
Accomplishment Chart.
You must pass the Institutional Competency Evaluation for this

competency before moving to another competency. A Certificate of
Achievement will be awarded to you after passing the evaluation.
You need to complete this module before you can proceed to the next unit
of competency. Goodluck and may God bless you as you take up this module
MICROFINANCE Document No.

TECHNOLOGY Date Developed: Issued by:
May 26-31, 2016
NC II
Barobo NHS Page 1 of 38
Selecting Potential Developed by:
Area for Rogen S. Gascon
Microfinance Revision # 00
Operation
MICROFINANCE TECHNOLOGY NC II
COMPETENCY-BASED LEARNING MATERIALS
List of Competencies
No. Unit of Competency Module Title Code

SELECT POTENTIAL SELECTING
AREA FOR POTENTIAL AREA FOR
1. MICROFINANCE MICROFINANCE HCS341301
OPERATION OPERATION
PROMOTE PROMOTING
MICROFINANCE MICROFINANCE
2. PRODUCTS AND PRODUCTS AND OTHER HCS341302
OTHER SERVICES SERVICES
FORM GROUP OF FORMING GROUP OF
MICROFINANCE MICROFINANCE HCS341303
3.
CLIENTS CLIENTS
FACILITATE CENTER FACILITATING CENTER
4. MEETING MEETING HCS341304
PROCESS PROCESSING
APPLICATION FOR APPLICATION FOR
5. LOANS AND OTHER LOANS AND OTHER HCS341305
SERVICES SERVICES
COLLECT DUES COLLECTING DUES
6. HCS341306
UPDATE FINANCIAL UPDATING FINANCIAL
7. RECORDS RECORDS HCS341307

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Table of Contents
HOW TO USE THIS COMPETENCY- BASED LEARNING MATERIAL………1

LIST OF COMPETENCIES……………………………………………………………..2
TABLE OF CONTENTS………………………………………………………………….3
MODULE CONTENT……………………………………………………………………..4
LEARNING OUTCOME # 5 CONDUCT INTERVIEWS……………………………6
LEARNING EXPERIENCES…………………………………………………………….7
INFORMATION SHEET 5.1-1 Purpose and Methods of Interview……………………………..9
SELF CHECK 5.1-1……………………………………………………………………………….13
ANSWER KEY 5.1-1………………………………………………………………………………14
INFORMATION SHEET 5.1-2 Interview Guide…………………………………………………….15
SELF CHECK 5.1-2……………………………………………………………………………….23
ANSWER KEY 5.1-2………………………………………………………………………………24
INFORMATION SHEET 5.1-3 Selection of Interviewee…………………………………………25
SELF CHECK 5.1-3……………………………………………………………………………….27
ANSWER KEY 5.1-3………………………………………………………………………………28
INFORMATION SHEET 5.1-4 Procedures in Conducting Interview…………………………29
SELF CHECK 5.1-4……………………………………………………………………………….33
ANSWER KEY 5.1-4………………………………………………………………………………34
TASK SHEET 5.1-4……………………………………………………………………………….35
PERFORMANCE CRITERIA CHECKLIST 5.1-4…………………………………………..37
BIBLIOGRAPHY……………………………………………………………………………………………..38

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MODULE CONTENT
UNIT OF COMPETENCY: SELECT POTENTIAL AREA FOR

MICROFINANCE OPERATION
MODULE TITLE: SELECTING POTENTIAL AREA FOR

MICROFINANCE OPERATION
MODULE DESCRIPTOR: This unit covers the knowledge, skill and

attitudes required in conducting area
scanning/mapping, surveying and
interviewing.
NOMINAL DURATION: 39 hours
LEARNING OUTCOMES:
At the end of this module you MUST be able to:
1. Conduct area scanning/mapping
2. Coordinate with concerned government office
3. Review barangay profile
4. Conduct area survey
5. Conduct interviews
6. Process survey and interview data
ASSESSMENT CRITERIA:
1. Area’s socio-economic profile gathered from concerned government
agencies
2. Ocular visit of target area/s conducted
3. Courtesy call with concerned government official/s conducted
4. Marketing/promotional materials and documents given to concerned
government official/s
5. MFI program orientation to Barangay Council delivered/presented
6. Barangay profile reviewed
7. Documents from area scanning/mapping confirmed through area
survey and from concerned Barangay officials for updated information
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8. MFI survey forms/instruments and materials are utilized
9. Respondents from potential areas identified based on barangay profile
and MFI operational manual
10.Area risks, distance travel and fare identified in accordance with
prevailing conditions
11.Survey of target area/s conducted in accordance with established
survey guidelines and procedures
12.Questionnaires secured
13.Respondent visited at place of business
14.Interview conducted in accordance with MFI interview guidelines and
procedures
15.Survey and interview data collated
16.Survey and interview report prepared
17.Survey and interview report submitted to immediate superior

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LEARNING OUTCOME NO. 5
Conduct interviews
Contents:
1. Purpose and methods of interviews

2. Interview guides
3. Selection of interviewees
4. Procedures in conducting interview
Assessment Criteria
1. Questionnaires secured
2. Respondent visited at place of business
3. Interview conducted in accordance with MFI interview guidelines and
procedures
Conditions
The participants will have access to:
1. Laptop computer
2. Multimedia projector
3. Projection screen
4. White board 4ft x 4ft, portable w/ wheels
5. Whiteboard markers: black, blue, red & green
6. MFI Operational Handbook/Manual
7. Survey questionnaires and interview guides
Assessment Method:
1. Written Test
2. Oral Questioning
3. Demonstration

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Learning Experiences
Learning Outcome 5
CONDUCT INTERVIEWS
Learning Activities Special Instructions

1. Read Information sheet 5.1-1
on Purpose and Methods of The Learning activities written on
Interviews
the other side, should be done
according to its arrangement. First,
2. Answer Self-check 5.1-1 you have to read and comprehend
the Information Sheet 5.1-1 on
Purpose and Methods of Interviews.
3. Compare answers with answer
Once you’re done, please answer
key
Self-check 5.1-1 to assess your
4. Read Information sheet 5.1-2 learning about what you have read.
on Interview Guides Next, compare your answers to the
answer key 5.1-1 to determine your
score. After it, proceed to the next
5. Answer Self-check 5.1-2
Information Sheet provided and
don’t forget to answer the self-
6. Compare answers with answer check, as well as to compare your
key 5.1-2 answers to the answer key. Do it
until you have finished up to
number 12 learning activity.
7. Read Information sheet 5.1-3
on Selection of Interviewees
8. Answer Self-check 5.1-3 In Learning Activity # 13, watch the

video clip on the Procedure in
Conducting interview. After it, your
9. Compare answers with answer trainer will demonstrate on how to
key 5.1-3 conduct Interview. Observe carefully
10. Read Information sheet while he is demonstrating. And
5.1-4 on Procedures in lastly, Perform Task sheet 5.1-4 in
conducting interview Conducting Interview and check
your performance using
11. Answer Self-check 5.1-4 performance criteria checklist 5.1-4.

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12. Compare answers with
answer key 5.1-4
13. View the Video clip on

Procedure in Conducting
Interview
14. Observe the trainer while

demonstrating how to conduct
interview.
15. Perform Task sheet 5.1-4
Conduct Interview

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Information Sheet 5.1-1
Purpose and Methods of Interview
Learning Objectives:
After reading this INFORMATION SHEET, YOU MUST be able to:
1. define what is interview;
2. determine the purpose of interview; and
3. identify the methods of interview.
Introduction:
In this information sheet, you will learn the purpose and methods of
interview for a microfinance institution. Specifically, it will give you
information on:
a. two specific purposes of interview; and
b. three methods of interview, namely:
i. behavioral-based interview;
ii. case interviews; and
iii. informational interviews.
Purpose of interview

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Interview,
a conversation where questions are asked and answers are given. In common
parlance, the word "interview" refers to a one-on-one conversation with one
person acting in the role of the interviewer and the other in the role of
the interviewee. The interviewer asks questions, the interviewee responds,
with participants taking turns talking. Interviews usually involve a transfer of
information from interviewee to interviewer, which is usually the primary
purpose of the interview, although information transfers can happen in both
directions simultaneously.
Interviews for MFI takes place face-to-face and in person. Interviews
almost always involve spoken conversation between two or more parties,
although in some instances a "conversation" can happen between two persons
who type questions and answers back and forth. Interviews can range
from unstructured or free-wheeling and open-ended conversations in which
there is no predetermined plan with prearranged questions, to
highly structured conversations in which specific questions occur in a
specified order. (https://en.wikipedia.org/wiki/Interview)

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The purpose of the interview is to
obtain as much information on the
credit and family background of an
interviewee. A second purpose is to
sell the MFI’s products and
services. In order to prove if a
target client suits to the
qualifications and requirements
set, it is necessary to gather as
much information as possible
about the financial capabilities and
family background.
(https://www.lexisnexis.com/legalnewsroom/lexis-hub/b/how-to-build-
your-professional-skills/archive/2008/01/31/initial-interview-with-a-
potential-client.aspx?Redirected=true)

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Methods of Interview
Interviewers choose from different styles and

methods of interviewing. An interviewer
wants to find out as much about a candidate
as possible, including how they might react
to different situations. Different styles and
methods of interviewing enable an
interviewer to do just that: extract from the
candidate important information that could
affect the outcome of the interview.
Behavioral-based Interview
Behavioral based interviews focus on a person’s specific past

performances and experiences. Questions will predominately surround past
work experiences that can illustrate the candidate’s competence. For these
types of interviews, the STAR
system (Situation/Task, Action,
and Result) may be useful for
answering questions. These four
titles serve as a framework for
describing family or work
experiences

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Case Interviews
Case questions are most commonly

used in consulting interviews. In
this type of interview, an interviewee
is given a scenario and is tasked
with working through the details.
These interviews highlight a
candidate’s poise and analytical
ability. Case questions vary: some
may be asked with the purpose of
determining how an interviewee
formulates long-term strategy, while others may be asked with the purpose of
determining how well an interviewee performs specific tasks, such as pricing
promotions for a product. Questions may take a half hour to one hour to
answer.
Informational Interviews
Informational interviews are

forums by which you can
discover the nature of the job
of the people in the
community. This style of
interview provides interviewer
the opportunity to compare
their expectations
with the actual scenario.
Informational interviews are best kept to a half hour or less. As with any
interview, prepare questions beforehand.(http://www.amu.apus.edu/career-
services/interviewing/types.htm)
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SELF- CHECK 5.1-1
TRUE OR FALSE
Directions: Read carefully and comprehend the questions given below. Tell
whether the given statement about Purpose and Methods of Interview is true
or false. Write True if the statement is correct, otherwise, write False. Write
your answers on the space provided.
______1. An interview is a conversation where questions are asked and
answers are given.
______2. Using an interview is the best way to have an accurate and thorough
communication of ideas between you and the person from whom you're
gathering information.
______3. Different styles and methods of interviewing enable an interviewer to
extract from the candidate important information that could affect the
outcome of the interview.
______4. The Simple/Take, Acquire, and Result system (STAR) may be useful
for answering questions. These four titles serve as a framework for describing
family or work experiences.
______5. Behavioral based interviews help you direct the conversation toward
the topics and issues you want to learn about.
IDENTIFICATION
Directions: Read carefully and comprehend the questions given below. Given
the following statements, identify what is asked in each of the question. Write
your answer visibly.
1. These are forums by which you can discover the nature of the job of the
people in the community. This style of interview provides interviewer
the opportunity to compare their expectations with the actual scenario.
2. It refers to a one-on-one conversation with one person acting in the role
of the interviewer and the other in the role of the interviewee.
3. It can range from unstructured or free-wheeling and open-ended
conversations.
4. These are used to help you direct the conversation toward the topics
and issues you want to learn about. These vary from highly scripted to
relatively loose, but they all share certain features.
5. This method of interview focuses on a person’s specific
past performances and experiences. Questions will
predominately surround past work experiences that can illustrate
the candidate’s competence.
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ANSWER KEY 5.1-1
TRUE OR FALSE
1. True
2. True
3. True
4. False
5. False
IDENTIFICATION
1. Informational interview
2. Interview
3. Case interviews
4. Interview/ Conversation
5. Behavioral-based interviews

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Interview Guide
1. explain what is interview guide; and
2. determine the four important facts of human social
interactions for good interview guide;
Introduction:
In this information sheet, you will learn about interview guide for a
microfinance institution. It will also give you information on the four
important facts of human social interactions that influence what people are
likely to say, namely:
1. Research questions are not the same as interview questions;

2. People's espoused theories differ from their theories-in-use;
3. Interviews are social occasions; and
4. Testimony by itself is relatively weak form of evidence.
Interview Guide
Before conducting interviews, you need an interview guide that you can
use to help you direct
the conversation
toward the topics and
issues you want to
learn
about. Interview
guides vary from
highly scripted to
relatively loose, but
they all share certain
features: They help
you know what to ask
about, in what
sequence, how to
pose your questions,
and how to pose
follow-ups. They provide guidance about what to do or say next, after your
interviewee has answered the last question.

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A good interview guide also acknowledges four important facts of
human social interactions that influence what people are likely to say to you.
These four facts are: (1) Research questions are not the same as interview
questions; (2) People's espoused theories differ from their theories-in-use; (3)
Interviews are social occasions; and (4) Testimony by itself is relatively weak
form of evidence. This guide to interview guides offers some techniques for
accommodating these four important facts.
1. RESEARCH QUESTIONS AREN'T INTERVIEW

QUESTIONS
The first important fact of interviewing
is that research questions are not the same
as interview questions. Your research
question describes the issue you want to
learn about, but you rarely can learn about
that issue by asking others that literal
question. Once you have a research
question, you must devise a data collection
plan that will help you gather credible
evidence, or clues, that are relevant to your
research question. Your interview guide is
your data collection plan.
2. IF YOU ASK A QUESTION, THEY WILL ANSWER IT

The second
important fact about
interviewing is that
people will answer the
questions you ask
them, even if they have
never really thought
much about your
topic. If they agree to
be interviewed, they
will continue to try to
be helpful by offering
whatever they can
about your topic, even
if it means inventing
answers or
exaggerating how
much they have
thought about your question. This means that the "evidence" you are
gathering may not very accurately reflect real views. So you need to think
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about ways to pose questions that don't elicit overly-helpful responses. One
strategy that helps a lot is to have a collection of probes ready to use as
needed. A probe is a follow-up question, designed to get the interviewee to
clarify or elaborate what he or she has just said.
Approach your question from the side

One way around this
is to approach your topic
sideways. Interviewees’
responses will give you an
inflated notion of the degree
of reliance on their answers.
An alternative approach
would be to ask how they
make decisions about
particular things--things
where could have been
useful in real life situations.
3. ESPOUSED THEORIES DIFFER FROM THEORIES IN USE

The third important fact pertinent to interviewing is that people hold
two sets of ideas about the world: Their espoused theories and their theories-
in-use. Espouses theories are the things they believe they believe, though they
may not always act on those beliefs. Theories-in-use are the ideas that
actually guide their daily actions.
This fact creates a problem for your interview. Your task is to learn their
theories in use, but they may be unaware of those. Instead, they will offer you
their espoused theories. The best way to learn theories in use is to ask about
concrete examples rather than about general principles.
Ask about specific things they have

done
Asking target clients specifics

things or situations will lead you to
direct and specific answers you are
looking. However, if clienteles aren’t
getting what you mean, then there is a
need for you to restructure or rephrase
your questions.

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Use Stimulated Recall
There may be times when you suspect that target clientele may not be
completely aware of their own actions, or that they may not recall all the
details of a recent experience. You can stimulate their recall by citing them
an event you want to discuss in the interview. This is called "stimulated
recall." It will stimulates their memory and helps you get more detail. Ask
them to explain what was going on, what they thought about it. Ask them why
they responded as they did.
4. INTERVIEWS ARE SOCIAL OCCASIONS

The fourth important fact about interviews is that they are social
occasions, and you cannot avoid the social interaction that occurs during an
interview. There are
two sides to this.
On one side, the
interviewee will
want to put his best
foot forward. He or
she will want to be
perceived as caring,
thoughtful,
reasonable, or
justified. Even if
your interviewee is
willing to discuss
sensitive areas,
there will be a
tendency to put
them in the best light possible.

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On the other side, virtually everything about you conveys a social
message to your interviewee. Your clothing and mannerisms convey your
position in life and perhaps your social attitudes as well. Regardless of
whether they perceive you as an
account officer, entrepreneur, or a
manager, they will tailor what
they say to be more
acceptable to the person
they see as their
audience.
You can add to or

reduce these tendencies by
your mannerisms. Your facial
expressions, head nods, and
verbal "um-hmm's" convey
approval or disapproval of
what the interviewee is saying.
If you respond effusively to
some of the things they say, you will encourage more of those things in their
responses. If you furrow your brow, express sympathy with their plight, you
encourage them to adopt that posture.
This doesn't mean that every interviewee is purposely deceptive or

devious. In fact, just the opposite. These things occur naturally in every
human conversation as people reach out to one another and try to find
common ground. But the tendency to reach out and to find common ground
can create problems in an interview, for the purpose of an interview is to learn
what the other person would think if you weren't there asking him.
The best defense against social processes is not to accept people's initial
answers to your questions. Don't take their first answers as a final answer.
Design your interview to challenge their claims. You don't have to be hostile
to do this, but you do need to think about it how to do it without being hostile.
Here are some strategies:
Ask for Elaboration
When a person says he wants to pursue business X, push for more

detail on about why. Ask things like "Why was that important to you? What
would happen if you didn't do X? Or, conversely, if they say they were afraid
to do Z, or wanted to avoid Z, ask what would be wrong with Z, why would Z
be a problem, what would happen if they did do Z.

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Ask about Opposing Ideas
When your interviewee says she wanted to do X, or to avoid Z, you can

also challenge her thinking by posing the opposite idea. Say, for instance,
"Some people think it is important to do Y. What do you think about that?"
Or say, "Last week I interviewed an entrepreneur who said she thought Y was
more important than X. What do you think about that?"
Ask if their Rationale is All-encompassing

Often interviewee explain their actions by saying they were required to
do something. For instance, a client may say she taught this business because
it would be on demand, or an entreprenuer may say he apply such loan
because someone told him to do so. These explanations move responsibility
for actions to some other location. They give the impression that the person's
actions are entirely determined by the demands of the situation or the
demands of another person. You can learn more about how they decide what
to do by asking them if they always do whatever the requirements are.
Ask about Other Influencing Conditions

Ask your interviewee if he or she would respond differently, or act
differently, under specific other conditions.
Another thing is by questioning by "probes." You begin with a stem

question about a particular event--what happened, why, how did you
respond, etc., and then you probe further. The idea of all these probes is to
get past their espoused theories and their notions of what will sound good to
you, and into the real details of their thoughts and practices. You want to get

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your interviewees away from gross generalities and learn the exceptions to
their own rules, the nuances, the counterpoints and the "other hands."
5. TESTIMONY ALONE IS WEAK EVIDENCE

The fifth important fact
about interviewing is that
testimony from interviews is
perceived by others to be a
relatively weak source of
evidence. Advocates of
qualitative research generally
argue that you need multiple
sources of evidence in order
to make a claim. For
instance, you can't conclude
that microfinance
institutions were skeptical
about a new policy if the only
evidence you have is their
word for it. The best solution
to this problem is to rely on
multiple sources of evidence.
For instance, look at what
they say to you in the
interviews, what they say to peers in staff meetings, and what they do in their
clienteles. The process of reconciling these various sources of evidence is
called triangulation.
However, you can't triangulate among multiple sources of evidence in

the way that qualitative researchers advocate. Instead, you can try to get
multiple "takes" on the same issue through an interview.

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Many of the suggestions offered above, in regard to other basic truths
of interviewing, will also help here. For instance, if you ask people about two
or three
specific
experiences,
you can
treat each of
these events
as one
source of
evidence
and you can
compare
them. If you
ask people
about
opposing
ideas, or
what would
happen if they didn't do what they thought they should, you are obtaining
multiple sources of evidence.
Sometimes you can obtain multiple sources of evidence simply by

rephrasing the same question so that you emphasize a different aspect of it.
It doesn't hurt to re-ask the same question with different phrases or from
different
perspectives.(https://msu.edu/user/mkennedy/digitaladvisor/Research/int
erviewing.htm)

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SELF- CHECK 5.1-2
IDENTIFICATION
Directions: Read carefully and comprehend the questions given below. Select
your answer from the box given below. Write your answers on the space
provided.
______1. This will happen through asking an interviewee if he or she would

respond differently, or act differently, under specific other conditions.
______2. These are facial expressions, head nods, and verbal "um-hmm's"
which convey approval or disapproval of what the interviewee is saying.
______3. This is done through follow-up question, designed to get the
interviewee to clarify or elaborate what he or she has just said.
______4. This is through citing an event you want to discuss in the interview.
______5. The process of reconciling various sources of evidence.
Mannerism
Influencing conditions
Stimulated recall
Probe
Triangulation
EXPLANATION
Directions: Give details or reveal relevant facts or ideas in the question given
below. Write legibly your answer. (5 points)
1. Explain what interview guide is. Why is it important before conducting

an interview?

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ANSWER KEY 5.1-2
MULTIPLE CHOICES
1. Influencing conditions
2. Mannerism
3. Probe
4. Stimulated recall
5. Triangulation
EXPLANATION
1. Interview guide help direct the conversation toward the

topics and issues an interviewer want to learn about. It
is very important before conducting an interview because
it will help you know what to ask about, in what
sequence, how to pose your questions, and how to pose
follow-ups. They provide guidance about what to do or say
next, after your interviewee has answered the last
question.

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Selection of Interviewee
a. explain how to select an interviewee; and
b. determine the steps in interviewee selection.
Introduction:
In this information sheet, you will gain ideas on selecting an interviewee

for a microfinance institution. You will also learn on the protocol before
selecting an interviewee
Selection of Interviewee
How do you select the right person for your microfinance institution?
There is no perfect answer, but the interview process can be a tremendous
help if you use it
effectively. In other
words, you must have
completed all of the
other steps in the
selection process in
order to get the most out
of the interview process.
Interviewing pre-
identified person to be a
clientele in your
microfinance company
is one of the final steps
in the selection process.
Before you get to this
step, you want to make
sure that you've
completed all of the
preceding steps since
each of these steps will
have a direct impact on
how effective the interview process will be.

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To select an interviewee, there will be a protocol to follow. One and the
most important is scheduling and arranging a courtesy call to the LGU unit
of the community. After a courtesy call from the LGU office in the community
you want put up a microfinance center, the barangay chairman or a
representative will give you a list of the people in the community and who are
the pre-qualified residents to be the target clienteles. All of the name in the
lists are the people subject for an interview for the final selection of the
selection process. Thus, they are the interviewees’ selected for an interview.
After an interview, the interviewer can also conduct character/ credit
investigation or background investigation through interviewing selected
people from the community or the neighbors of the interviewee to attest the
truthness of the interview data received/gained from the interview. Further,
it will give more information about the interviewee especially on
their personal and financial aspects.
(http://smallbusiness.findlaw.com/employment-law-and-human-
resources/the-interview-process-selecting-the-right-
person.html#sthash.I3V26cZv.dpuf)

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Operation
SELF CHECK 5.1-3
EXPLANATION
1. How do you select the right person to be an interviewee in your

microfinance institution?

May 26-31, 2016
NC II
Operation
ANSWER KEY 5.1-3
EXPLANATION
1. To select an interviewee, there will be a protocol to follow. One and the

most important is scheduling and arranging a courtesy call to the LGU
unit of the community. After a courtesy call from the LGU office in the
community you want put up a microfinance center, the barangay
chairman or a representative will give you a list of the people in the
community and who are the pre-qualified residents to be the target
clienteles. All of the name in the lists are the people subject for an
interview for the final selection of the selection process. Thus, they are
the interviewees’ selected for an interview.

May 26-31, 2016
NC II
Operation
Procedures in Conducting Interview
a. explain the importance in conducting interview; and
b. determine the seven steps in conducting interview.
Introduction:
In this information sheet, you will learn how the procedure in

conducting interview for a microfinance institution. Specifically, it will give
you information on the seven steps in conducting interview.
Procedures in
Conducting
Interview
Conducting an
interview for
target MFI
clienteles can
be difficult and
confusing if
certain steps
are not
followed. There
are seven easy
that make the
process easier.
In conducting interview, if it's something you have never done before,

the process can be intimidating. But it doesn't have to be difficult. Follow
these seven steps to make the process as easy as possible.

May 26-31, 2016
NC II
Operation
1. Preparation
Be fully prepared prior to the interview. Be knowledgeable about the
topic to be discussed. Research prior to the interview by visiting the
interviewee ahead
of time. Research
ahead of time by
conducting some
background
investigation
about the person
or family, take
note the
information.
These notes can
later be used to
form questions
asked during the interview.
2. Form Questions
Create questions to ask before the
interview begins or refer to the MFI set
questions. Prepare more questions than
you expect to ask in case the interview
lasts longer or the questions are
answered faster than first thought. Over
preparation is better than no
preparation.

May 26-31, 2016
NC II
Operation
3. Show Courtesy
Be courteous.
Remember that the
interviewee is giving
time out of their
schedule to help you
gain information. For
this reason, he or she
deserves to be shown
respect. This includes
arriving on time for the
interview, politely
greeting the interviewee and introducing yourself. It is also important to dress
appropriately.
4. Tape the Interview

Before the interview begins, ask the interviewee if the session can be
recorded. A tape recording of the session is very helpful to listen to while
writing out the results of the
interview. Whether or not a
recording is made, take notes on a
note pad during the interview.
5. Confirm and Clarify

Clarify details during the
interview. This includes the
spelling of names, places, dates,
and times. For any topic discussed
during the interview, clarification
to ensure accuracy is important.

May 26-31, 2016
NC II
Operation
6. Ending the Interview
End the session on
good terms. This is very
important because if there
are further questions that
need to be asked, a positive
relationship will need to be
kept. The interviewee should
be thanked for their time and
information.
7. Validate Information
Transcribe the interview immediately to keep the information as
accurate as possible. It is important to do it as soon as possible while the facts
remain fresh in memory. (http://www.brighthub.com/education/k-
12/articles/36574.aspx)

May 26-31, 2016
NC II
Operation
Self- Check 5.1-4
TRUE OR FALSE
Directions: Read carefully and comprehend the questions given below. Tell
whether the given statement about Conducting Interview is true or false. Write
True if the statement is correct, otherwise, write False. Write your answers
on the space provided.
______1. Clarify details during the interview. This includes the spelling of
names, places, dates, and times. For any topic discussed during the interview,
clarification to ensure accuracy is important.
_____2. In interviewing, be courteous. Remember that the interviewee is giving

time out of their schedule to help you gain information. For this reason, he or
she deserves to be shown respect.
_____10. If clienteles aren’t getting what you mean, then there is no need for
you to restructure or rephrase your questions as it may need more time.
_____4. Preparing questions to ask before the interview begin is not necessary.
Questions will just come out while the conversation goes on.
_____5. Conducting an interview for target MFI clienteles can be difficult and
confusing if certain steps/ process are not followed.
EXPLANATION
1. Why is there a need to conduct an interview for microfinance

institutions loan applicants?

May 26-31, 2016
NC II
Operation
ANSWER KEY 5.1-4
TRUE OR FALSE
1. True
2. True
3. False
4. False
5. True
EXPLANATION
1. Conducting an interview is very necessary as it enables

an MFI company to learn more about a client who wants
to apply for the products and services. The process allows
both parties to exchange information, ask questions and
evaluate the client’s potentials which the MFI set forth.

May 26-31, 2016
NC II
Operation
TASK SHEET 5.1-4
Title: CONDUCT INTERVIEW
Performance Objective: Given questionnaires, supplies and equipment, you
should be able to conduct interview in accordance with MFI interview
guidelines and procedures.
Supplies/Materials : Bond papers, ball pen
Equipment : file cases, audio recorder
Steps/Procedure:
1. In pairs, read the role-play below, and decide which partner will play Mrs.
Cruz, while the other partner takes the role of the Microfinance loan officer.
Present the role play with your trainer about conducting interview.
2. The purpose of the role-play is to highlight the necessary attributes of the
Microfinance loan officer in conducting interview to a prospect clientele. It is
important that the role-play is as realistic as possible.
Mrs. Cruz:
Mrs. Cruz bakes cake and other simple foods which she
sells on a street corner in a squatter settlement south of
Barobo. She knows she could make more money if she sold
cakes and other food to workers near Bus Station in
Barobo. Transportation is, however, expensive, and she
has the responsibility of school-aged children as well as
younger children. She is not functionally literate, but is the
primary source of family income. She needs to know what
her chances are of securing a loan.
3. Assign who among of your partner will be the interviewer and the interviewee.
Plan and make each role a scripts. Ensure to secure a questionnaire,
interview guidelines and procedures for your presentation.
4. Practice with your partner your roles and scripts for familiarization and
mastery.
5. Present your role play to your trainer. You can dress-up if you like, according
to your role for a presentable presentation.
May 26-31, 2016
NC II
Operation
Assessment Method:
Demonstration with Performance Criteria Checklist 5.1-4

May 26-31, 2016
NC II
Operation
Performance Criteria Checklist 5.1-4
CRITERIA
YES NO
Does your output have the following?
1. Organization of the flow of an interview
2. Clarity of the information extracted from an
interview
3. Created and adopted an interview guide
4. Shows mastery of the presentation
5. Well-planned presentation and performance
CRITERIA
YES NO
Attribute Required
1. Did the MLO greet the client courteously and
ensure that the client was comfortable?
2. Did the MLO develop rapport with the client?
3. Did the MLO explain the purpose of the interview?
4. Did the MLO ask open questions (How, what, why,
etc.) to elicit information regarding the nature of the
business?
5. Did the MLO ask tactful questions to establish the
client’s credit worthiness?
6. Was the MLO able to conduct the initial interview in
an open and understandable fashion?
7. Did the MLO elicit sufficient information from the
client to enable him/her to make a sound
calculated decision as to whether the client should
be granted a loan?
8. Did the MLO conduct the interview process in a
professional manner?
9. Did he/she close the interview in such a way that
the client knew what would happen in terms of
follow-up after the interview?

May 26-31, 2016
NC II
Operation
BIBLIOGRAPHY
Internet References:
https://en.wikipedia.org/wiki/Interview
https://www.lexisnexis.com/legalnewsroom/lexis-hub/b/how-to-build-your-
professional-skills/archive/2008/01/31/initial-interview-with-a-potential-
client.aspx?Redirected=true
http://www.amu.apus.edu/career-services/interviewing/types.htm
https://msu.edu/user/mkennedy/digitaladvisor/Research/interviewing.htm
http://smallbusiness.findlaw.com/employment-law-and-human-
resources/the-interview-process-selecting-the-right-
person.html#sthash.I3V26cZv.dpuf
http://www.google.com
Handbook References:
1. Microfinance Loan Officer – Learners Guide

Developed by:
 Consultative Group to Assist the Poorest (CGAP) www.cgap.org
 MicroSave www.microsave.org
 United Nation Capital Development Fund Special Unit for
Microfinance www.uncdf.org/sum
 ECI Africa (Pty) Limited www.eciafrica.co.za
 International Training Solutions (Pty) Limited www.itsafrica.co.za
2. Handbook of Workplace Mentoring in Microfinance Technology NC II

Developed by:
 People’s Bank of Caraga, Inc.
San Francisco, Agusan del Sur
 Sparkassenstiftung fur internationale Kooperation
Bonn, Germany
 K-12 PLUS Project
A project of the Philippine-German Technical Cooperation in
Dualized Education, 2013-2016

May 26-31, 2016
NC II
Operation

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HOW TO USE THIS COMPETENCY-BASED LEARNING MATERIALS

The unit of competency, “Select Potential Area for Microfinance Operation”,

This module, Selecting Potential Area for Microfinance Operation, contains

*Read information sheets and complete the self-checks.

*Submit outputs of the Task Sheets to your facilitator for

You must pass the Institutional Competency Evaluation for this

MICROFINANCE Document No.

No. Unit of Competency Module Title Code

MICROFINANCE Document No.

HOW TO USE THIS COMPETENCY- BASED LEARNING MATERIAL………1

MICROFINANCE Document No.

UNIT OF COMPETENCY: SELECT POTENTIAL AREA FOR

MODULE TITLE: SELECTING POTENTIAL AREA FOR

MODULE DESCRIPTOR: This unit covers the knowledge, skill and

NOMINAL DURATION: 39 hours

MICROFINANCE Document No.

1. Purpose and methods of interviews

The participants will have access to:

MICROFINANCE Document No.

Learning Activities Special Instructions

8. Answer Self-check 5.1-3 In Learning Activity # 13, watch the

MICROFINANCE Document No.

13. View the Video clip on

14. Observe the trainer while

MICROFINANCE Document No.

MICROFINANCE Document No.

MICROFINANCE Document No.

MICROFINANCE Document No.

Interviewers choose from different styles and

Behavioral based interviews focus on a person’s specific past

MICROFINANCE Document No.

Case questions are most commonly

Informational interviews are

MICROFINANCE Document No.

1. Research questions are not the same as interview questions;

MICROFINANCE Document No.

1. RESEARCH QUESTIONS AREN'T INTERVIEW

2. IF YOU ASK A QUESTION, THEY WILL ANSWER IT

Approach your question from the side

3. ESPOUSED THEORIES DIFFER FROM THEORIES IN USE

Ask about specific things they have

Asking target clients specifics

MICROFINANCE Document No.

4. INTERVIEWS ARE SOCIAL OCCASIONS

MICROFINANCE Document No.

You can add to or

This doesn't mean that every interviewee is purposely deceptive or

Ask for Elaboration

When a person says he wants to pursue business X, push for more

MICROFINANCE Document No.

When your interviewee says she wanted to do X, or to avoid Z, you can

Ask if their Rationale is All-encompassing

Ask about Other Influencing Conditions

Another thing is by questioning by "probes." You begin with a stem

MICROFINANCE Document No.

5. TESTIMONY ALONE IS WEAK EVIDENCE

However, you can't triangulate among multiple sources of evidence in

MICROFINANCE Document No.

Sometimes you can obtain multiple sources of evidence simply by

MICROFINANCE Document No.

______1. This will happen through asking an interviewee if he or she would

1. Explain what interview guide is. Why is it important before conducting

MICROFINANCE Document No.