Back in autumn, we published three pieces in a series entitled the Summer of Flux, which among other things explored the acts and omissions throughout the pandemic that distinguished the Sentinels’ varied responses. It looked at the role of those most curious and nebulous factors - ‘luck’ and ‘courage’ - in how they’re getting on. Since then, the situations the Sentinels find themselves in are as varied as ever. Some feel increasingly positive; clear about the path ahead. Others are still beset by uncertainty - and stress. And the arrival of Omicron in each country has created further variability in context and outlook.
In part because of this variability, our next round of posts will be organized more thematically, while also trying to take stock of two years of the pandemic. We’ll have pieces on digitalization, equity positions and a possible framework to guide recapitalization, a case study on how MFIs in high-income countries are coping and responding, and a retrospective look at what the pandemic thus far has meant for these MFIs and their leaders.
First up though is a look at the pandemic through the lens of Human Resources - the experience, motivation, and morale of staff, as well as the leadership and decision-making needed to guide it. What have been the implications of changed working conditions, reduced job security and changes in compensation and incentives, the effects of these on staff morale, and challenges relating to retention and recruitment?
