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HR Strategy Becomes Key to Mekaar Bengkulu’s Financing Growth
A study published in January 2026 in Jurnal Multidisiplin Madani (MUDIMA) reveals that human resource strategy—especially the management of Account Officers—determines the sustainability of the Mekaar ultra-micro financing program in Bengkulu. The research was conducted by Toni Sanjaya and Eduardus Suharto from Perbanas Institute, and appears in Volume 6, Issue 1 of the journal. Their findings matter because Mekaar is a flagship financial inclusion program of PT Permodalan Nasional Madani (PNM) that supports thousands of low-income women entrepreneurs across Indonesia.
The article, titled “Human Resource Development Strategy at Mekaar Regional Bengkulu PT Permodalan Nasional Madani” (DOI: https://doi.org/10.55927/mudima.v6i1.855), highlights a central issue: financing growth is strong, but operational pressure on field staff is increasing. Without strategic human resource reform, long-term program quality may decline.
Financing Growth, Rising Pressure
The Mekaar Program—short for Membina Ekonomi Keluarga Sejahtera—provides group-based financing to underprivileged women through a joint liability system. In Bengkulu Region, financing distribution grew steadily:
- 2023: IDR 544.8 billion
- 2024: IDR 555.8 billion
- 2025: IDR 580.0 billion
Active customers increased from 102,970 in 2023 to 110,244 in 2025. Active groups also rose from 6,710 to 7,032 during the same period .
However, growth brought structural strain. The ratio of Account Officers (AOs) to groups remained at approximately 1:22, while AO turnover climbed from 30% in 2023 to 40% in 2025. Average tenure fell from 1.5 years to 1.1 years .
Non-Performing Loans (NPL) also rose from 0.44% in 2023 to above 1% in 2024–2025. Although still below the 5% regulatory threshold for microfinance institutions, the upward trend signals operational challenges .
According to the authors, this pattern confirms that human resource capacity—not capital availability—is the critical bottleneck.
Why Human Resources Matter in Ultra-Micro Finance
Ultra-micro financing requires more than financial distribution. Account Officers serve as field mentors, risk managers, community facilitators, and relationship builders. The Mekaar model relies heavily on intensive assistance and close social interaction with women’s groups.
Toni Sanjaya and Eduardus Suharto emphasize that human resource development must combine:
- Technical financing skills
- Soft skills and social communication
- Digital literacy
- Leadership support
- Workload management
“Program performance is highly dependent on the readiness and capacity of Account Officers,” the authors note in their analysis .
Research Method: Strategic Mapping Approach
The research was conducted from October 2025 to January 2026 at PNM Mekaar Regional Bengkulu. The team used a strategic qualitative approach supported by structured analytical tools.
Data sources included:
- In-depth interviews with managers, unit heads, AOs, former employees, group leaders, and customers
- Field observations
- Internal performance documents
- Questionnaires tested using Cronbach Alpha reliability
The study applied strategic management tools such as:
- IFE (Internal Factor Evaluation)
- EFE (External Factor Evaluation)
- IE Matrix
- SWOT Analysis
- QSPM (Quantitative Strategic Planning Matrix)
The reliability test showed strong consistency:
- Internal factors Cronbach Alpha: 0.782
- External factors Cronbach Alpha: 0.815
Strategic Position: “Grow and Build”
The Internal Factor Evaluation (IFE) score reached 2.76, indicating relatively strong internal conditions. The External Factor Evaluation (EFE) score reached 3.11, reflecting high responsiveness to external opportunities .
This combination places Mekaar Bengkulu in Quadrant II of the IE Matrix: Grow and Build.
In practical terms, the program has:
Strengths
- Strong AO commitment and loyalty
- Joint liability group mechanism
- High public trust in PNM
- Structured leadership and SOPs
Weaknesses
- High AO workload
- Limited number of field personnel
- Incomplete digital integration
- Risk of high staff turnover
Opportunities
- Strong government support for financial inclusion
- High demand for ultra-micro financing
- Strategic role of women in household economies
- Expanding digital technology
Threats
- Economic instability
- Low financial literacy
- Competitive financial sector landscape
Priority Strategy: Strengthen and Restructure Account Officers
Using the QSPM method, the researchers evaluated three strategic alternatives. The highest attractiveness score (3.32) was assigned to:
Fulfillment and restructuring of Account Officer human resources
This means:
- Increasing the number of AOs
- Redistributing workload
- Improving recruitment and retention
- Strengthening digital operational systems
- Enhancing professional development programs
The authors conclude that this strategy most directly addresses the main internal weakness—excessive workload—while supporting external risk management.
Broader Implications
The findings extend beyond Bengkulu. Indonesia’s financial inclusion agenda depends heavily on institutions like PNM Mekaar. If HR systems are not aligned with growth targets, financing expansion may compromise portfolio quality and social impact.
The study suggests that microfinance institutions across Indonesia should:
- Balance quantitative targets with mentoring quality
- Invest in digital support systems
- Develop generational management strategies, particularly for Gen Z employees
- Reduce turnover through structured HR pathways
As Sanjaya and Suharto indicate, human capital is not merely operational support but a strategic asset.
For policymakers, the research underscores that financial inclusion programs require HR sustainability planning alongside capital allocation.
For business leaders, the message is clear: scaling microfinance without scaling human resources creates systemic risk.
Author Profile
Both authors focus on the intersection of human capital strategy and financial inclusion institutions.
Source
This article is based on peer-reviewed research published in Jurnal Multidisiplin Madani (MUDIMA) and is prepared for publication in Formosa News.
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