Dodd-Frank's diversity requirement raises brows

My question on this portion of the financial reform bill is how is it going to affect Enterprise Risk Management going forward. Do you have a robust Applicant tracking system? If not let's talk.

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November 27, 2010 — 10:24am ET

By Jim Kim

One little discussed aspect of the Dodd-Frank reform law is Section 342, which requires the creation of 20 Offices of Minority and Women Inclusion at regulatory agencies, including the SEC, the FDIC, the OCC, the Treasury, all Federal Reserve banks and the new Consumer Financial Protection Bureau.

"Once established, the offices are charged with monitoring the diversity at the agencies as well as at any contractors or subcontractors, including law firms, accounting firms and investment banks," notes the New York Times. "These contracts, totaling in the billions a year, are typically awarded to private firms for services like debt issuances and sales of government assets, as well as more general advisory services."

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The goal, of course, is to provide some leverage for correcting racial and gender imbalances in certain industries. Specifically, the bill holds that if an agency's compliance director concludes that a contractor has not made "a good faith effort to include minorities and women in its work force," contracts could be canceled. The clause also requires agencies to recruit at historically black universities and women's colleges, sponsor job fairs in urban areas and file yearly reports.

This has the potential to arouse some political passions. Some have criticized the Section for its redundancy with other nondiscrimination laws. Others think it is an attempt by the government to impose quotas on banks, law firms and all government contractors, of which there are many. What do you think?

Congratulations to another PNW bank on it's successful recapitalization!

Congratulations to AmericanWest Bank on its successful recapitalization!
Pat and his team have done a remarkable job!

read the full article:
http://tinyurl.com/28ksub2

Sincerely,
Stan Taylor, CSAM

Are you making these motivation mistakes?

By the editors of Briefings Media Group

It may be the oldest joke in the workplace: “The beatings will continue until morale improves”

Unfortunately, it’s no laughing matter. Managers with good intentions make bad mistakes as they attempt to boost morale. Ultimately, those actions have the opposite effect: They destroy morale.

Here are some of the most common misguided morale-building tactics:

• Throwing a party. Most people enjoy a good time, but unless you explain the reason for throwing the celebration, the morale boost will be short-lived. If morale is really low, your employees are unlikely to mingle and build bonds. Instead, they will divide into cliques and whisper among themselves about why you are acting out of character.

Better: Any time you treat employees, tie the reward to a tangible achievement. When employees see that meeting Goal A results in a celebration, they understand your expectations for them.

• Giving “fun” awards. On a high-performing, high-morale team, people appreciate it when you hand out rolls of LifeSavers candies to people who saved the day or give Three Musketeer bars to teams that worked together to go above and beyond. When staffers enjoy success and camaraderie, those small gestures are charming.

Warning: When morale is low, employees find small gestures like that trite, or worse, insulting. People who feel disgruntled or underappreciated won’t be charmed by such rewards.

Better: Show that you are a leader who notices and appreciates the small things. Thank employees when you see them doing something well or putting forth extra effort. Praise them in private and in front of others. And create opportunities for employees to share their appreciation with their peers. It may seem like baby steps, but each “Thank you” marks progress toward a high-morale workplace.

• Offering monetary rewards for peak performance. When you hold contests where the winning employee earns a bonus check, you probably think you are motivating staffers to excel. But if your employees are burned out and cynical, they will give up on the rewards almost as soon as you announce them. They will think: “It’s too hard. Everyone knows that Pat’s the best salesperson on the team, so why should I work harder when I know I won’t win?”

Better: Ensure that everyone has a chance to win any contests you hold. If you reward only the top salesperson, for example, few people will feel they have a chance to win. If you set up individual—attainable—targets, everyone is more likely to participate. For example, instead of rewarding people who close 15 sales in a month, reward all employees who increase their monthly sales revenue by 10%.

Employee recognition is a great and inexpensive way to boost productivity, raise morale and improve your bottom line. You can find more strategies for doing that here.

7 Ways Your Resume Dates You

Porcshe Moran
Monday, September 27, 2010


The turbulent economy has forced many people to go back into the job market for the first time in years. If there is a thick layer of dust on your resume it might be beneficial to learn the new rules of resume writing and presentation before you start submitting applications. Even the most qualified applicant might not get called in for an interview if his resume creates the impression that he is out of touch with the current business environment. Do not assume that an impressive cover letter can serve as a substitute for a poorly written resume.

1. References Upon Request

There is no need to waste valuable resume space on this outdated section. Employers assume that you will provide references if asked. Instead, keep a separate page with the names and contact information of your references ready to supply to the employer once you have advanced in the interview process.



2. One Resume Fits All

While it is smart to keep a master resume on file, you need to customize it to fit each job for which you apply. Job-seekers who take the time to tailor their resume to the employer's needs will stand out from the pack. Eliminate the details that don't apply to the position and emphasize the ones that make you look the most qualified. It might take a little extra time to apply using this technique, but it will be worth it when your interview offers increase.

3. Objective Statement

The professional summary or profile has replaced the objective statement. Employers are focused on what candidates can do for them, not what the business can do for the candidate. You will sell yourself better with a concise bulleted list of the qualifications and accomplishments that make you a match for the position.

4. Single-Page Resume

One of the most touted resume rules is that the document must be one page. Many people will go to extremes to follow this command, resulting in tiny, unreadable font sizes just to avoid having a resume that extends onto the second page.

Unless you are a newcomer to the job market, it is entirely possible that you'll need more than a page to adequately showcase your skills and qualifications. If you have enough job experience that fits the position, it is acceptable to extend your resume length to two pages. Keep your resume succinct and relevant, but don't go under a 10-pt. font size.

5. Lack of Social Networking

Websites such as Facebook and Twitter might be considered distractions in the workplace, but they can be an asset on a resume. Employers want to know that applicants are up-to-date with current technology and communication trends. Links to a professional online portfolio, blog or LinkedIn page should be included in your resume header. There is a good chance that employers will do an internet search to find out more about potential employees, so make sure that all of your social networking profiles project a professional image.

6. Too Much Information

It is not necessary to give your life story on a resume. In fact, providing an employer with too much information can be detrimental to your chances of employment. Delete information about where and when you graduated high school. Ditch irrelevant jobs from 15 years ago. Although it was standard practice in some industries years ago, it is now inappropriate to include personal details in a resume such as information about your hobbies, religion, age and family status. Not only does it look unprofessional, but that information could be used to discriminate against you.

An employer will ask if they want to know why you left previous positions, so don't mention it on your resume. The rule of thumb is to pare down your resume to only include things that show why you are the perfect fit for the specific position for which you are applying.

7. Outdated Terminology and Skills

Skills in obsolete computer software and systems should be removed from your resume. Technical experience is critical in nearly every industry and employers often use technology keywords to find resumes in electronic databases. Listing basic computer skills such as word processing and using an internet browser is not recommended because employers will assume that you have those proficiencies. The job description is the best guide to determine the terminology and technology skills that should show up on your resume.

The Bottom Line

In a fast-paced and competitive job market the parameters for writing a resume continue to change. Resumes that do not reflect knowledge of the current needs in the workplace and the new rules of how to present yourself to an employer will likely end up in the trash.

This article is part of a series related to being Financially Fit

6 Things You Should Never Reveal on Facebook

by Kathy Kristof

Tuesday, September 14, 2010


provided by
CBS moneywatch.com

The whole social networking phenomenon has millions of Americans sharing their photos, favorite songs and details about their class reunions on Facebook, MySpace, Twitter and dozens of similar sites. But there are a handful of personal details that you should never say if you don't want criminals — cyber or otherwise — to rob you blind, according to Beth Givens, executive director of the Privacy Rights Clearinghouse.



The folks at Insure.com also say that ill-advised Facebook postings increasingly can get your insurance cancelled or cause you to pay dramatically more for everything from auto to life insurance coverage. By now almost everybody knows that those drunken party photos could cost you a job, too.

[See 7 Things to Stop Doing Now on Facebook]

You can certainly enjoy networking and sharing photos, but you should know that sharing some information puts you at risk. What should you never say on Facebook, Twitter or any other social networking site?

Your Birth Date and Place

Sure, you can say what day you were born, but if you provide the year and where you were born too, you've just given identity thieves a key to stealing your financial life, said Givens. A study done by Carnegie Mellon showed that a date and place of birth could be used to predict most — and sometimes all — of the numbers in your Social Security number, she said.

Vacation Plans

There may be a better way to say "Rob me, please" than posting something along the lines of: "Count-down to Maui! Two days and Ritz Carlton, here we come!" on Twitter. But it's hard to think of one. Post the photos on Facebook when you return, if you like. But don't invite criminals in by telling them specifically when you'll be gone.

[See Burglars Picked Houses Based on Facebook Updates]

Home Address

Do I have to elaborate? A study recently released by the Ponemon Institute found that users of Social Media sites were at greater risk of physical and identity theft because of the information they were sharing. Some 40% listed their home address on the sites; 65% didn't even attempt to block out strangers with privacy settings. And 60% said they weren't confident that their "friends" were really just people they know.

Confessionals

You may hate your job; lie on your taxes; or be a recreational user of illicit drugs, but this is no place to confess. Employers commonly peruse social networking sites to determine who to hire — and, sometimes, who to fire. Need proof? In just the past few weeks, an emergency dispatcher was fired in Wisconsin for revealing drug use; a waitress got canned for complaining about customers and the Pittsburgh Pirate's mascot was dumped for bashing the team on Facebook. One study done last year estimated that 8% of companies fired someone for "misuse" of social media.

Password Clues

If you've got online accounts, you've probably answered a dozen different security questions, telling your bank or brokerage firm your Mom's maiden name; the church you were married in; or the name of your favorite song. Got that same stuff on the information page of your Facebook profile? You're giving crooks an easy way to guess your passwords.

Risky Behaviors

You take your classic Camaro out for street racing, soar above the hills in a hang glider, or smoke like a chimney? Insurers are increasingly turning to the web to figure out whether their applicants and customers are putting their lives or property at risk, according to Insure.com. So far, there's no efficient way to collect the data, so cancellations and rate hikes are rare. But the technology is fast evolving, according to a paper written by Celent, a financial services research and consulting firm.

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FIRST FRIDAY PREVIEW - September 2010

MANAGEMENT RECRUITERS OF VANCOUVER
September 2010 | Volume IV | Issue 9
UNITED STATES It’s That Quantity/Quality Thing Again With the sheer size of the U.S. labor market, there really isn’t an easy way to talk about it other than by the numbers. Four-hundred and seventy-three thousand unemployment claims last week, 14.6 million people unemployed in the United States, 46 million workers with bachelor’s degrees in the country. The use of these figures makes workers sound like commodities, easily comparable and easily interchangeable pieces. Nearly one in ten people who want to work don’t have a job. It would seem that hiring a great candidate would take no more than putting up a help wanted shingle for an afternoon. You might even believe that, unless you’ve tried to hire someone in the last year. “Regardless of the state of the economy, there is nothing easy about identifying great candidates,” says Tony McKinnon, president of MRINetwork. “Trying to find that impact player who you begin every search looking for, is like trying to find a popular toy on Christmas Eve. You can go to a big toy store with a thousand different options, but that doesn’t make your search any easier.” The Bureau of Labor Statistics obviously can’t give figures about the quality of workers. They can, however, report on one of the most basic indicators of quality: education. Workers who have completed a bachelor’s degree have an unemployment rate of 4.5 percent, less than half the national average and down .3 percent from just three months ago. “Employers look at how many applicants there are for every job and assume they’ll be able to have their pick of quality people,” says Mickey Kampsen, president of Management Recruiters of Charlottesville. “What once would have been interviews of a few highly qualified candidates can turn into cattle calls as employers cast wider nets. With so many candidates, more stages are added to the interview process. People who truly are the top candidates aren’t given the personalised attention that would encourage them to take a position. Employers don’t always know how to tango.” With a 2.2 percent job-opening rate, there are currently nearly four unemployed people for every position. In 2006, when the	Recent MRINetwork® Analysis “It’s almost like social media has replaced the white pages,” Ms. Halverson said. “Recruiters don’t even know how to find you if you don’t have a presence online. It’s nonnegotiable — you have to have a profile on a social networking site.” - Nancy Halverson MRINetwork SVP of Learning and Talent Development As quoted in the New York Times, August 25, 2010 Notable International Events • Despite austerity measures in the United Kingdom, GDP grew at 1.2 percent in the second quarter, beating estimates of 1.1 percent. Expectations are for growth to reach 2.2 percent in 2011. • The Chilean economy mostly sidestepped the depths of the recession by the government releasing capital reserves to prop up its banking system. After a devastating earthquake in February, GDP growth is on track to exceed 5 percent in 2010. • After contracting by 1.8 percent in 2009, South Africa’s economy is on track to grow by 2.9 percent in 2010. unemployment rate was 4.4 percent, the job opening rate was 3.3 percent, almost a one to one ratio. “The truth is that the top candidate you want coming out of a recession is the person who has been battle tested, so by definition, these candidates are usually employed, and they are elusive,” notes McKinnon. “They are often risking the job they already have just by talking to you, and if they don’t feel like they are being personally sought out, their motivation to participate can evaporate and the candidates you are left with aren’t the best you could have had.” Employee confidence in the job market continues to teeter with shifting news. The recent bounce back of the quit rate from 1.3 to 1.5 percent seems to be remaining stable, though well below its rate from a few years ago. After a .1 percent fall in consumer spending in June helped fuel talk of potential deflation, spending rose .4 percent in July, beating expectations. “Estimates now say unemployment won’t significantly decrease until mid-2011, but before that happens employers are obviously going to have to ramp-up hiring,” says McKinnon. “The attitude employers take when approaching candidates after such a long downturn is going to be as important as any other factor in the recruiting cycle.”
UNITED ARAB EMIRATES Country Proves Both Stability and Agility in Maneuvering Global Financial Crisis
The revelation that Dubai, one of the United Arab Emirates’ flashiest states, was near default on its debt late last year was a surprise to the world and signaled a new phase of the global economic crisis. Abu Dhabi, its wealthier cousin state, had to step in to help Dubai remain solvent. While the terms under which Abu Dhabi received its aid weren’t made public—and rumors have suggested the terms weren’t very favorable—the move has been enough to push the issue off the front page. “It happened. But in this part of the world, people still want to do business in Dubai and the UAE. There might be rumors about the debt crisis, but that doesn’t really affect the viability of doing business in the region,” says Praveen Manghnani, managing director of MRI Worldwide United Arab Emirates. Manghnani says that Dubai has become a clearinghouse for talent in the Arabian Peninsula. Employers from neighboring Saudi Arabia will often find talent in Dubai, bring the employees to Saudi Arabia for a job and as the job wraps up, they return to Dubai looking for their next assignment. Saudi Arabia itself is undergoing impressive population growth at a rate of over 2 percent per year fueled by a fertility rate almost twice that of Western European countries.	By comparison, in 2008 the world grew by just 1.17 percent and the United States by .92 percent. As the UAE continues to establish itself as the business hubof the Middle East, the prevalence of rumors over transparency has become of concern. The UAE Minister of Economy, Sultan Bin Saeed Al Mansouri, recently laid out the beginnings of a rewrite—and often Westernization—of many of the nation’s business laws including arbitration rules. Such rules, the UAE hopes, will help make the country more attractive not just to foreign companies but to entrepreneurs and potential investors. In addition to businesses though, the UAE is working to attract more educational opportunities. Beginning this fall, a class of 150 hand-selected students from around the world will be starting at the new NYU Abu Dhabi Institute. But as the school takes pains to point out, it is a university unto itself, not just a satellite campus. “The quality of talent on the peninsula for both local workers and ex-pats remains phenomenal. Through the recession, employers have become more selective, yet the talent pool has risen to their expectations,” says Manghnani.
CALIFORNIA Taking The Steps Towards Stability
The story of the California economy has never been one of straight lines. California has perhaps had more booms than any other state in the country. There was the gold rush, the oil boom, a hi-tech boom first of hardware, then of dot-coms. And most recently what might be considered a boom-boom: the collision of so many booms that the price of real estate inflated even more than the rest of the country. And then it burst. “Late last year was maybe the darkest period that we had seen in California since I started recruiting here,” says Trent Overholt, president of Management Recruiters of Los Angeles-South Bay. “Both in terms of activity and just feeling.” Perhaps the most visible effect of the recession in California is a budget deficit nearing $20 billion and the cantankerous fight it has caused in Sacramento. Governor Schwarzenegger, a Republican, recently announced his intention to pay all 200,000 state workers minimum wage until a budget was passed. The State Treasurer, Bill Lockyer, a Democrat, resisted the Governor’s order claiming he didn’t have the authority, a position that has not yet been resolved in the courts. California’s budget issues, while triggered by the recession, can be almost as easily blamed on the taxpayer revolt of the late 1970s resulting in some of the tightest restrictions on a state’s ability to raise taxes in the country. Proposition 13, passed in 1978, prevented reassessing home values	for tax purposes unless a property is sold or remodeled. Adjustments for inflation were also capped at just 2 percent, well below increases in real estate market values. While the state had learned to live with the restrictions to some degree, when the real estate bubble popped the prices of property plummeted—in some areas as much as 50 percent—homeowners requested reassessments, locking in steeply lower property taxes. Institutional budget issues will give the recession long coattails in the government’s revenue, but in the broader economy, Californians seem to be becoming more optimistic. “The biggest demand we are seeing right now is for regional sales managers,” says Overholt. “That doesn’t necessarily mean that companies are seeing increased sales, but it does show that they have growing confidence. The fact that this confidence is becoming more widespread indicates it is not just wishful thinking.” The Federal Reserve’s Beige Book reported that retail trade and services have firmed over the last six weeks in its San Francisco district. Many businesses reported an uptick in requests for bids, even though those requests have not yet turned into sales. Hi-tech manufacturers saw outright growth in orders for semiconductors and other IT products. According to the Beige Book though, capacity utilization has remained low, meaning companies won’t need to make large capital expenditures to be able to start hiring.
Provided by MRINetwork   http://www.mrvancouver.com/   |   Edited by Stan Taylor, CSAM staylor@mrvancouver.com
©2010 Management Recruiters International, Inc. An Equal Opportunity Employer. Each office is independently owned and operated.

SPECIAL ASSET MANAGER, SVP

SPECIAL ASSET MANAGER & OFFICER:

· Are you a WORK OUT PRO?

· Do you have a PASSION for Special Assets?

· Do you have CRE and A&D experience/emphasis?

I am looking for true workout pro’s for my client, those with a true passion for this field of banking. Which I think we all know will retain its importance for a number of years to come.

SPECIAL ASSET MANAGER, SVP

· At least 10 yrs dedicated Special Assets.

· 5+ of those years in a senior leadership role.

· Compensation is strong for this position. This bank recognizes the importance and value of this key individual.

· For the right candidate there will be relocation assistance provided.

Special Assets Officer, VP.

· Minimum of 5 years dedicated Special Assets.

· Demonstrable leadership skills that would allow you to step up an lead a special assets team within a couple of years.

· Compensation BOE, competitive+

This client is a very professional bank, I must admit they are truly a class act. You will find that this is a team dedicated to success and exiting these challenging times a strong vibrant player in the PNW!

They are located in a scenic beautiful part of the Pacific North West.

Please contact:

Stan Taylor, CSAM

360-695-4688

staylor@mrvancouver.com