外文翻譯-------社區(qū)銀行所面臨的機(jī)遇與挑戰(zhàn)

1、<p>　　本科畢業(yè)論文外文翻譯</p><p>　　外文題目：Opportunities and Challenges facing Community Bank </p><p>　　出 處：Economic Perspectives, 2002, 26(December):2-8.

2、 </p><p>　　作 者：Ted Johnson </p><p><b>　　原 文：</b></p><p>　　Opportunities and Challenge

3、s facing Community Banks</p><p>　　Ted Johnson </p><p>　　Community banks have long been the backbone of the US banking system. Since their inception, they have served as a driving force behind t

4、he growth of small- to mid-sized businesses from major cities to rural outposts across the country. While they face challenges similar to their larger, historically more diversified competitors, down markets often presen

5、t community banks with unique opportunities.</p><p>　　Community banks are frequently able to capitalize on customers’ growing dissatisfaction with larger banks. Uncertainties caused by the credit crisis, and

6、 a dismissive attitude and lack of flexibility are causing increasing numbers of individuals and businesses to seek services provided by community banks. Their success in capitalizing on this sentiment is contingent on c

7、ommunity banking leadership’s ability to recognize and react quickly to its customers’ changing needs.</p><p>　　Unlike larger competitors, community banks see their success as inextricably linked with that o

8、f the community as a whole, both with business and individual customers. Many have weathered the past decades by maintaining an aggressive yet conservative strategy based on a focused mission to serve their communities.

9、Yet, they must do more with less. With shrinking net interest income, they must meet burdensome regulation and compliance edicts; Bank Secrecy Act (BSA) and Graham Leach Bliley (GLBA) a</p><p>　　Market Oppor

10、tunities for Community Banks</p><p>　　Community banks have four significant competitive opportunities: local decision making, customized solutions for small business, remote deposit capture and full investme

11、nt management. </p><p>　　1. Local Decision Making. Though larger regional and national banks have tried to infiltrate smaller markets, their protracted processes, rigid internal standards and credit committe

12、es have not provided the service desired by customers. Customers want to work directly with individuals who make decisions. Community bank executives are actively vested in the community, having developed long-term rela

13、tionships and an intimate knowledge of the unique nature of the small business owners’ needs. This</p><p>　　2. Customized Solutions for Small Businesses. The primary economic driver of smaller and rural comm

14、unities is small- to medium-sized businesses. These businesses want to deal with local decision makers. Because they possess intimate knowledge of the area, the individual and the business potential, community banks are

15、able and willing to provide a customized approach to serving small businesses. Small businesses have fundamentally different and more rapidly changing needs than many of their large</p><p>　　3. Remote Deposi

16、t Capture. The ABA Banking Journal’s 12th Annual Community Bank Competitiveness Survey found that 38 percent of the 656 participants offered remote deposit capture in 2008, more than double that in 2007 (16 percent). “Sm

17、aller banks with technology can stay at the leading edge,” Downers Grove National Bank’s Russ points out. His bank uses remote deposit capture and always embraced new technologies, being the first in the community to hav

18、e an ATM and open a branch in a local grocer</p><p>　　4. Full Investment Management. Many community banks offer full investment </p><p>　　management services to an underserved market. Larger ban

19、ks accept a minimum</p><p>　　portfolio, usually $3 million, providing no investment options for a broad spectrum</p><p>　　middle-class individuals.</p><p>　　Community banks offer wh

20、at members of this market desire: personalized service</p><p>　　custom tailored approach to investing and a trusted advisor who is going to be th</p><p>　　for the long term.</p><p>

21、　　Competing on Customer service</p><p>　　As technology narrows the gap between products offered by large and small banks, community banks must distinguish themselves and communicate their value to new </p

22、><p>　　and existing customers. While the four areas outlined above represent excellent growth opportunities, superior service delivery is required to retain a competitive edge.</p><p>　　According t

23、o Palen, the personal touch means everything. “I’ve had customers say ‘I </p><p>　　know I can get it a little cheaper from the big banks, but I get such good service from you, I’m going with you.” “Our custo

24、mers value our community banking business model,” says Chemung Financier’s Bentley. “They want a relationship where they know who the banker is. In the bigger banks, relationship manager turnover is high.” The value of h

25、iring and staffing to community banks is reflected in that characteristic being rated as “Mission Critical” in the research results .</p><p>　　Community banks also provide a new, alternative experience to in

26、dividuals in larger </p><p>　　markets. Herr explains, “We’ve been successful in the Bloomington/Normal market </p><p>　　because people like the environment offered by a community bank. They walk

27、 in and </p><p>　　have a quick transaction with people who know them.” </p><p>　　According to Laconia Savings Bank’s Primeau, providing a higher level of service starts with the atmosphere set b

28、y the management team. “We communicate our core values to associates and make sure they know the mission,” he says. “We provide fair compensation and benefits and good training. But the most important aspect is communica

29、ting the attitude that employees are the most valuable part of our organization in delivering service. We treat people in a highly valued way. That really sends a mess</p><p>　　Bentley believes banks must co

30、ntinue to invest in people to compete on service. “Many banks advertise superior service as a market differentiator, but few provide the tools and training to enable employees to do so,” he says. “I’ve been with too many

31、 banks that talk about this, but it’s just rhetoric.”</p><p>　　After taking the helm at Chemung Canal Bank, Bentley developed and instituted a </p><p>　　service training program with systems to

32、measure service quality. “CanalCare is our </p><p>　　service promise,” he says. “We’ve trained more than 300 people on our service quality </p><p>　　standards.”</p><p>　　Making serv

33、ice a major focus has affected the organization’s culture, processes and reward systems. “Since service was a major portion of everyone’s job, all job descriptions had to be revamped so that employees know it is an expec

34、ted part of the </p><p>　　job and will be evaluated at review time,” says Bentley. “There are significant rewards for meeting standards. We make it clear that if someone doesn’t buy in to CanalCare, they won

35、’t be a part of our team.” </p><p>　　As with larger banks, growth strategies for many community banks include mergers </p><p>　　and acquisitions. In the 2008 ABA Banking Journal’s Annual Communi

36、ty Bank Competitiveness Survey, 37 percent of participants indicated that they plan to acquire </p><p>　　another bank within the next five years.</p><p>　　Managing expansions, mergers and acquis

37、itions requires assimilation training and </p><p>　　careful recruiting to maintain culture. Herr explains, “For decades, we’ve been fortunate to have intelligent, good people in our rural farm community who

38、are focused on service. In Bloomington/Normal, the workforce and environment are very different. Our strength is that a community bank is an extremely nice place to work. Due to size, we can’t offer the same salary and b

39、enefits as the large banks. However, we do provide things that the bigger banks do not.”</p><p>　　As part of the research for this paper, we conducted a survey to analyze the similarities and differences in

40、what large banks and small banks look for when hiring a business leader.</p><p>　　Nevertheless, the survey uncovered some telling differences. The community bank respondents were more likely to focus on a Pr

41、esident’s ability to deal with people-centric aspects of managing an organization, while large bank respondents were more likely to focus on an executive’s operational style. Among the community bank participants, there

42、was more emphasis placed on one’s ability to make difficult people calls when required., sizing up people and hiring and staffing – and less emphasis on or</p><p>　　leadership Characteristics</p><

43、p>　　The implications for a recruitment process are clear. Certain characteristics, such as an executive acting with honor and character, and effective communication skills, are prerequisites to running a bank of any s

44、ize. Additionally, successfully managing any business will always require a certain amount of balance between the people and operational aspects of leadership. However, the research does indicate that the next wave of co

45、mmunity bank leaders will be those who are able to navigate the hum</p><p>　　Overcoming economic and regulatory Challenges </p><p>　　The economy, costs of regulation and compliance, and limited

46、resources represent major challenges for community banks. Palen is intensely aware that customers are dollar conscious, particularly in today’s economic climate. He acknowledges having lost several deals because his rate

47、s and terms were less favorable than some offered by larger banks.</p><p>　　Bentley concurs. “Just being a community bank doesn’t guarantee success,” he says. “You must be competitive in price, product and t

48、echnology.”</p><p>　　The current regulatory burden is seen as a key factor affecting community banking. “Demands are greater all the time,” says Palen. “Everybody wears more hats and does more jobs. With lim

49、ited staff numbers, this raises special concern about internal control. It is difficult to divide jobs and duties.” This can unfortunately result in employee burnout, a threat to smaller community banks’ competitive edge

50、. </p><p>　　Regardless of costs, regulation is here to stay. Laconia Savings Bank takes a realistic approach, embracing regulatory compliance as part of the bank’s culture. “We take it seriously, proactively

51、 being as compliant as we can. Rather than resist it, we learn from it,” says Primeau. “We make sure the top embraces this instead of dismissing it. Attitude filters down.”</p><p>　　Citizens State Bank of Ch

52、atsworth is intent on maintaining the character of a family bank while finding ways to comply with all regulations. “We’ve converted from outside to inside core processes,” says Herr. “All basic functions are now in-hous

53、e. This gives us a better handle on the numbers and reporting.”</p><p>　　leading the Way</p><p>　　As the demands of community banking have grown, so has the need for strategic leadership. Accord

54、ing to Bentley, it is critical to have leaders with a long-term vision </p><p>　　for the bank who can build a team capable of translating that vision into reality. “This is a challenging, complex business re

55、quiring strong leadership,” he says. “A good leader provides the training and tools for people to be successful.”</p><p>　　“For employees to succeed, the CEO and board must provide strategic direction,” adds

56、 Primeau. “Top management’s role has become more of a balancing act” . “A big part of the CEO’s overall perspective is compliance and regulation. But the list of priorities has not changed the fundamental focus of most C

57、EOs.”</p><p>　　It seems we are spending less time on our core business and more with compliance and BSA. “Regardless, you still have to find a way to do business.”</p><p>　　Doing business locall

58、y means engaging in all aspects of the community, including serving on local boards and participating in events and organizations. Executives must be visible and enjoy interacting with residents to build ongoing relation

59、ships.</p><p>　　This responsibility is often an obstacle in management succession plans. A major concern of boards and bank executives is how an outsider would fit in the bank and the community, since tenure

60、 has traditionally been cradle to grave. With a significant number of CEOs in their 60s and 70s, management succession is a critical issue. When asked to identify the most difficult positions to fill at community banks,

61、50 percent of respondents to the ABA’s community bank survey cited business leaders.</p><p>　　His recruitment efforts have been successful due to careful assessment in this area. Many candidates from larger

62、banks bring broad experience, but desire the challenge and opportunity offered by community banks. Many began their careers in community banking and welcome the chance to return.</p><p>　　Bentley came up the

63、 ranks in various banks ranging from community banks to large regional enterprises. “Having been in different sized organizations, I appreciate the community banking environment,” he says. “I like the opportunity to know

64、 clients, employees and the community.”</p><p>　　As far as other management roles, Palen recently appointed the organization’s first compliance officer—a role that he predicts will become more formalized at

65、local banks due to the increasing complexity of the regulatory environment. “My branch manager used to handle the compliance duties,” he recalls. “But with increased regulation, compliance eventually consumed all of her

66、time. Compliance officers are in short supply, since most people in smaller banks who have responsibility for compliance l</p><p>　　Leaders are very positive about the future of community banking. “There wil

67、l always be a place for well-run community banks whose focus is its community, customers, employees and investors,” says Russ. “Our challenge is to remember who we are.”</p><p>　　本科畢業(yè)論文外文翻譯</p><p&

68、gt;　　外文題目： Opportunities and Challenges facing Community Bank </p><p>　　出 處：Economic Perspectives, 2002, 26(December):2-8.

69、 </p><p>　　作 者： Ted Johnson </p><p><b>　　譯 文：</b></p><p>　　社區(qū)銀行所面臨的機(jī)遇與挑戰(zhàn)</p><p>　　社區(qū)銀行一直以來(lái)是

70、美國(guó)銀行系統(tǒng)的重要組成部分。自成立以來(lái)，它們一直是經(jīng)濟(jì)增長(zhǎng)的驅(qū)動(dòng)力。目前當(dāng)它們面對(duì)多元化的對(duì)手的挑戰(zhàn)的情況下，下跌的市場(chǎng)給予了社區(qū)銀行很多獨(dú)特的機(jī)會(huì)。</p><p>　　社區(qū)銀行能夠常常利用客戶的不斷增長(zhǎng)而獲利，這使得大型銀行感到不滿。不確定性造成的信用危機(jī)，大型銀行不屑一顧的態(tài)度，缺乏彈性，使得越來(lái)越多的企業(yè)和個(gè)人偏向社區(qū)銀行提供的服務(wù)。社區(qū)銀行的這種在情感認(rèn)知上的成功是在于社區(qū)銀行領(lǐng)導(dǎo)層的認(rèn)知能力以及能根據(jù)

71、客戶不斷變化的需求迅速做出反應(yīng)。</p><p>　　不像大型的競(jìng)爭(zhēng)者，社區(qū)銀行將他們的成功歸因于把社區(qū)里的企業(yè)和個(gè)人密切聯(lián)系成了一個(gè)整體。該行采取了典型的“求異型戰(zhàn)略”，組織“信貸工廠”的形式，利用軟信息做出信貸決策，從而解決信貸業(yè)務(wù)中的信息不對(duì)稱問(wèn)題來(lái)滿足中小企業(yè)和居民客戶的金融需求。社區(qū)銀行的信貸流程的每個(gè)環(huán)節(jié)均有設(shè)專人負(fù)責(zé)，批量發(fā)放和生產(chǎn)，同時(shí)實(shí)行客戶經(jīng)理負(fù)責(zé)和信貸工廠流水線作業(yè)結(jié)合的方式，每個(gè)部門負(fù)責(zé)專

72、業(yè)分工環(huán)節(jié)，加強(qiáng)了對(duì)整個(gè)流程的風(fēng)險(xiǎn)及品質(zhì)控制。</p><p>　　成功取決于領(lǐng)導(dǎo)層，抓住適當(dāng)?shù)臋C(jī)會(huì)，積極應(yīng)對(duì)挑戰(zhàn)以及有著好的文化凝聚力。根據(jù)經(jīng)驗(yàn)數(shù)據(jù)，一定數(shù)量的高級(jí)管理人員給予了社區(qū)銀行高度的洞察力。此外我們定期調(diào)查社區(qū)銀行和國(guó)家銀行的高級(jí)主管在人員招聘過(guò)程中的參與情況，并使用相關(guān)的評(píng)估方法，分析大型銀行和小銀行在找尋銀行領(lǐng)導(dǎo)者方面的相同點(diǎn)和差異。</p><p><b>　　

73、社區(qū)銀行的市場(chǎng)機(jī)會(huì)</b></p><p>　　社區(qū)銀行有四個(gè)顯著的市場(chǎng)機(jī)會(huì)：地方?jīng)Q策、為小企業(yè)的融資方案、遠(yuǎn)程存款捕捉和投資管理。</p><p>　　地方?jīng)Q策。雖然有更大的區(qū)域和國(guó)家銀行想要滲透到細(xì)小的市場(chǎng)，但其繁冗的程序、嚴(yán)格的內(nèi)部標(biāo)準(zhǔn)、信用委員會(huì)等方面的限制使得他們不能提供客戶需要的服務(wù)。顧客希望決議能夠更快地做出。社區(qū)銀行的行政人員為了發(fā)展長(zhǎng)期關(guān)系，賦予社區(qū)，滿足具有

74、熟悉的信息的小型企業(yè)的需要，以使決議更快做出。</p><p>　　小型企業(yè)的解決方案。中小小型企業(yè)是經(jīng)濟(jì)發(fā)展的動(dòng)力。這些企業(yè)要面對(duì)當(dāng)?shù)氐臎Q策者。因?yàn)樯鐓^(qū)銀行掌握該地區(qū)小型企業(yè)的相關(guān)信息，可以為它們提供專門的融資解決方案。和其他競(jìng)爭(zhēng)對(duì)手相比，小企業(yè)的需求變化得更加迅速，要求銀行能夠快速地調(diào)整其產(chǎn)品和服務(wù)。</p><p>　　盡管美國(guó)的小企業(yè)有6000萬(wàn)，卻沒(méi)有大型銀行采取積極地措施服務(wù)該

75、市場(chǎng)。嚴(yán)格地指導(dǎo)方針使其缺乏靈活性面對(duì)小企業(yè)客戶。此外大型銀行沒(méi)有基礎(chǔ)設(shè)施服務(wù)于當(dāng)?shù)氐目蛻?。它們認(rèn)為利潤(rùn)率太低，不值得投資。</p><p>　　遠(yuǎn)程存款捕捉。美國(guó)每年銀行業(yè)期刊1日社區(qū)銀行競(jìng)爭(zhēng)力調(diào)查發(fā)現(xiàn),38%的656名參與者提供遠(yuǎn)程存款捕捉2008年是2007年(16%)的兩倍。小銀行可以以科技來(lái)保持其優(yōu)勢(shì)，唐納斯格格羅夫國(guó)家銀行的拉斯指出?！八你y行利用遠(yuǎn)程存款捕捉等新技術(shù)，是第一個(gè)在社區(qū)設(shè)立分公司和ATM

76、，在本地雜貨連鎖店持續(xù)營(yíng)業(yè)一周。33個(gè)國(guó)內(nèi)銀行提供該種服務(wù)，而他的銀行目前排名世界第一。</p><p>　　農(nóng)村社區(qū)銀行使用遠(yuǎn)程存款捕獲，以更好地滿足遠(yuǎn)離銀行網(wǎng)點(diǎn)的客戶的需求。</p><p>　　全額投資管理。許多社區(qū)銀行提供的全額投資管理市場(chǎng)的水平低下。大型銀行接受的最低投資組合，通常是300萬(wàn)美元，并沒(méi)有為中產(chǎn)階級(jí)提供廣泛地投資選擇。社區(qū)銀行市場(chǎng)成員提供個(gè)性化服務(wù):量身定做的解決方

77、案,一個(gè)定制的投資和一個(gè)長(zhǎng)期的可信賴地顧問(wèn)。該市場(chǎng)的潛力是驚人的。美國(guó)小企業(yè)管理局估計(jì)360萬(wàn)的小企業(yè)主至少有45歲，這使社區(qū)銀行的關(guān)系型貸款和專業(yè)知識(shí)更有價(jià)值。隨著退休的臨近，小企業(yè)主在他們的生意上尋求銷售和過(guò)渡的建議。銀行通過(guò)提供投資管理來(lái)實(shí)現(xiàn)優(yōu)秀的銷售機(jī)會(huì)并且建立良好的業(yè)務(wù)客戶關(guān)系。投資收益管理非常重要。萎縮凈利息的利潤(rùn),是很重要的補(bǔ)充其他非利息收入的貸款收入。</p><p>　　在客戶服務(wù)方面的競(jìng)爭(zhēng)：&

78、lt;/p><p>　　由于技術(shù)的限制，大型銀行和小型銀行在提供的產(chǎn)品服務(wù)方面具有較大的差別，社區(qū)銀行必須向其新老客戶展示出他們?cè)诋a(chǎn)品和服務(wù)方面的差異性。在以上所列出的四個(gè)方面的發(fā)展機(jī)會(huì)，優(yōu)質(zhì)的服務(wù)是保持競(jìng)爭(zhēng)優(yōu)勢(shì)的途徑。</p><p>　　根據(jù)派倫的說(shuō)法，面對(duì)面接觸就是一切。我有顧客說(shuō)，“我知道我能從大銀行那得到更多的便宜，但我卻能在你這得到更好地服務(wù)，我樂(lè)于來(lái)你這?！边@說(shuō)明我們的客戶重視我

79、們社區(qū)銀行的經(jīng)營(yíng)模式?？蛻粝胍环N在銀行中知道他們是誰(shuí)的關(guān)系。在大型銀行里，客戶經(jīng)理的營(yíng)業(yè)額很高。在研究中發(fā)現(xiàn)人員的招聘和編制是社區(qū)銀行的一個(gè)顯著特點(diǎn)。</p><p>　　像現(xiàn)在這樣的生存狀況，在世界經(jīng)濟(jì)的微型管理中，你必須要有強(qiáng)壯的關(guān)系。在每月的董事會(huì)會(huì)議上，所有的董事和管理人員必須審視那些最大的客戶，并且將那些每月有聯(lián)系的客戶標(biāo)注出來(lái)。這樣銀行和客戶保持密切的聯(lián)系。</p><p>

80、　　社區(qū)銀行為大市場(chǎng)的客戶提供一個(gè)可供替代的新的方案。社區(qū)銀行在市場(chǎng)上已經(jīng)獲得了成功，因?yàn)槿藗兿矚g它所提供的服務(wù)環(huán)境?？蛻裟軌蚍奖?、快捷地接受到附近銀行的服務(wù)。</p><p>　　根據(jù)拉科尼亞儲(chǔ)蓄銀行的統(tǒng)計(jì)，高質(zhì)量的服務(wù)是從一個(gè)管理團(tuán)隊(duì)的氛圍開(kāi)始的。銀行向職工表達(dá)它們的核心價(jià)值觀，確保他們知道自己的使命。銀行為員工提供良好的福利與報(bào)酬和良好的職工培訓(xùn)。但最重要的是員工與客戶間的溝通態(tài)度，這是社區(qū)銀行所提供的服務(wù)

81、中最具有價(jià)值的部分。社區(qū)銀行在對(duì)待與客戶的關(guān)系方面高度重視。這表明員工的忠誠(chéng)是一個(gè)公司成功的關(guān)鍵。就如拉科尼亞儲(chǔ)蓄銀行在2006年和2007年均被評(píng)為新罕布什爾洲前20名最佳的公司。</p><p>　　銀行認(rèn)為吸引客戶在于提高服務(wù)的質(zhì)量。很多銀行為了突出他們的高級(jí)服務(wù)而做廣告進(jìn)行宣傳，但很少提供工具和培訓(xùn)，來(lái)保證員工也這樣做。已經(jīng)有太多的銀行，在談到這些時(shí)，就僅僅是華麗的修辭。</p><p

82、>　　希芒銀行的掌舵人賓利開(kāi)發(fā)并建立了一個(gè)服務(wù)訓(xùn)練項(xiàng)目來(lái)確保服務(wù)的質(zhì)量。謹(jǐn)慎的服務(wù)是他們的承諾，他們已經(jīng)訓(xùn)練了300多名員工來(lái)提高服務(wù)的質(zhì)量。</p><p>　　服務(wù)的實(shí)現(xiàn)影響組織的文化、流程以及獎(jiǎng)勵(lì)制度。因?yàn)榉?wù)有很大一部分是每個(gè)人的工作，所有的工作說(shuō)明必須調(diào)整，使員工知道它是意料之中的工作的一部分并且將在預(yù)定時(shí)間里進(jìn)行審查評(píng)估。</p><p>　　和大型銀行相比，社區(qū)銀行的發(fā)

83、展策略在于兼并與收購(gòu)。在2008年美國(guó)銀行家協(xié)會(huì)銀行業(yè)期刊年度社區(qū)銀行競(jìng)爭(zhēng)力調(diào)查中有37%的參加者表示,他們計(jì)劃獲得另一銀行在接下來(lái)的5年的服務(wù)。</p><p>　　管理擴(kuò)張、兼并和收購(gòu)需要認(rèn)真組織消化員工的招聘和培訓(xùn)來(lái)維持企業(yè)的文化。幾十年來(lái)，我們很幸運(yùn)地?fù)碛新斆魃屏嫉膯T工為我們?cè)谵r(nóng)村地區(qū)的社區(qū)銀行提供服務(wù)。在農(nóng)村，勞動(dòng)力和環(huán)境有很大的不同。我們的實(shí)力是為社區(qū)銀行提供一個(gè)良好的工作環(huán)境。由于規(guī)模的限制，社區(qū)銀

84、行不能提供與大型銀行相同的福利與報(bào)酬，但卻可以提供他們所不能提供的服務(wù)。</p><p>　　作為本文研究的一部分，我們做了一個(gè)研究，以分析大型銀行和小銀行在雇傭領(lǐng)導(dǎo)者方面的相似處和差異性。我們調(diào)查了高層管理人員的參與在國(guó)家銀行和社區(qū)銀行的招聘流程中參與過(guò)程。</p><p>　　好的領(lǐng)導(dǎo)者以自己的性格特點(diǎn)和聲譽(yù)來(lái)鼓舞其他人，這是大型銀行和小銀行在選擇銀行的候選人中很自然所要考慮到的問(wèn)題。

85、這些領(lǐng)導(dǎo)人還需要理解銀行的業(yè)務(wù)，并且根據(jù)復(fù)雜的情況做出決定。</p><p>　　然而，通過(guò)調(diào)查也告訴了我們一些差異。通過(guò)調(diào)查發(fā)現(xiàn)，社區(qū)銀行的行長(zhǎng)更強(qiáng)調(diào)其在處理管理組織及做到以人為本的能力，而大銀行的行長(zhǎng)則更專注于其行政的處世執(zhí)行風(fēng)格。在招聘和判斷員工的過(guò)程中，社區(qū)銀行的參與者更強(qiáng)調(diào)其在必要時(shí)幫助客戶解決困難的能力，而更少地強(qiáng)調(diào)他們的組織定位能力。大銀行的員工的關(guān)鍵工作職責(zé)在于解決問(wèn)題包括控制和解決沖突的能力，而

86、其個(gè)人和人際關(guān)系能力就不那么重要了。</p><p>　　從以上表格可以清楚看到影響招聘的因素，如以自己的性格特征和聲譽(yù)來(lái)感染他人，有效率的人際溝通能力，是擔(dān)任任何規(guī)模的銀行領(lǐng)導(dǎo)者的先決條件。此外，好的管理能力都要求領(lǐng)導(dǎo)者在人際交往能力和操作處理能力方面找到一個(gè)平衡。然而，研究還表明下一波的社區(qū)銀行領(lǐng)導(dǎo)人是那些比他們的同行在處理人力資本方面的能力更在行的人們。</p><p>　　克服經(jīng)濟(jì)

87、和管理方面的挑戰(zhàn)</p><p>　　經(jīng)濟(jì)、管理方面的成本調(diào)節(jié)、有限的資源是社區(qū)銀行所面臨的主要挑戰(zhàn)。帕倫強(qiáng)烈地意識(shí)到，客戶具有美元意識(shí)，特別是美元在目前的經(jīng)濟(jì)氣候。他承認(rèn)他們失去了一些交易，因?yàn)榇笮豌y行所提供的利率和期限均比他們的社區(qū)銀行有利。僅僅因?yàn)樯鐓^(qū)銀行的模式并不能保證成功，必須要在價(jià)格、產(chǎn)品和技術(shù)方面具有競(jìng)爭(zhēng)力。</p><p>　　目前的監(jiān)管負(fù)擔(dān)被視為影響社區(qū)銀行的關(guān)鍵因素。需

88、求是一直存在的，有那么的人，卻沒(méi)有那么多的就業(yè)機(jī)會(huì)。由于工作人員數(shù)量有限，這就需要對(duì)內(nèi)部控制進(jìn)行特殊的關(guān)注。工作和職責(zé)是難以分割開(kāi)來(lái)的。這導(dǎo)致了人才倦怠的不幸結(jié)果，是小銀行失去競(jìng)爭(zhēng)優(yōu)勢(shì)的威脅。</p><p>　　不去考慮成本，法規(guī)就在那里。拉科尼亞儲(chǔ)蓄銀行需要實(shí)事求是的態(tài)度，作為其契合企業(yè)合規(guī)文化的一部分。我們應(yīng)認(rèn)真對(duì)待，積極主動(dòng)地去對(duì)待這些標(biāo)準(zhǔn)，而不是去抵制它們，而是要從中去學(xué)習(xí)。</p>&l

89、t;p>　　公民國(guó)家銀行為了維持家庭銀行的特性，而設(shè)法需求一種方法來(lái)遵守所有的規(guī)定。該行需要從外部到內(nèi)部的核心流程進(jìn)行轉(zhuǎn)變?，F(xiàn)在所有的基本職能都在內(nèi)部，這使得他們更好地處理數(shù)字和報(bào)告。</p><p><b>　　領(lǐng)路</b></p><p>　　由于社區(qū)銀行的要求也越來(lái)越多，因此需要有戰(zhàn)略的領(lǐng)導(dǎo)。具有一個(gè)有長(zhǎng)遠(yuǎn)眼光的領(lǐng)導(dǎo)人，并且建立一個(gè)理想的管理團(tuán)隊(duì)對(duì)銀行來(lái)說(shuō)

90、非常關(guān)鍵。這是一個(gè)挑戰(zhàn)，需要強(qiáng)有力的領(lǐng)導(dǎo)力。一個(gè)好的領(lǐng)導(dǎo)者為員工提供培訓(xùn)和工具而獲得成功。</p><p>　　為了員工的成長(zhǎng)，執(zhí)行官和委員會(huì)必須提供戰(zhàn)略的方向，高層管理者的行為已經(jīng)成為一個(gè)平衡的行為。一個(gè)首席執(zhí)行官的重要工作要求就是合規(guī)性和符合監(jiān)管。但優(yōu)先事項(xiàng)清單并沒(méi)有改變他們工作的焦點(diǎn)。他們花很少的時(shí)間在核心業(yè)務(wù)上，而是使業(yè)務(wù)更加符合專業(yè)性和合規(guī)性。</p><p>　　在從事經(jīng)營(yíng)方式

91、的方方面面,包括對(duì)當(dāng)?shù)厣鐓^(qū)服務(wù)董事會(huì)和參與事件和組織。管理人員必須與當(dāng)?shù)鼐用窠⒊掷m(xù)互動(dòng)關(guān)系。這一責(zé)任常是一種管理計(jì)劃的障礙。一個(gè)主要的董事會(huì)和銀行行政人員所關(guān)心的是怎樣讓一個(gè)局外人很快適應(yīng)銀行和社區(qū)。社區(qū)銀行有相當(dāng)數(shù)量的首席執(zhí)行官已經(jīng)有60至70歲，管理繼承是個(gè)重要的問(wèn)題。當(dāng)被問(wèn)及填補(bǔ)社區(qū)銀行最困難的地方，50%的受訪者認(rèn)為是業(yè)務(wù)經(jīng)理。</p><p>　　根據(jù)賓利的經(jīng)驗(yàn)，取得良好的雇傭關(guān)系是確保好的管理理念的

92、關(guān)鍵。他的招聘工作的成功在于對(duì)該地區(qū)的人員進(jìn)行審慎性地評(píng)估。許多候選人從大銀行帶來(lái)的廣泛的經(jīng)驗(yàn)，欲望是由社區(qū)銀行的機(jī)遇與挑戰(zhàn)所提供的。許多人的職業(yè)生涯從社區(qū)銀行開(kāi)始，有很多的機(jī)會(huì)等待著他們。</p><p>　　賓利來(lái)到各個(gè)銀行中間，從社區(qū)銀行到大型企業(yè)，從不同規(guī)模的銀行里，他很欣賞社區(qū)銀行的環(huán)境。他很喜歡這個(gè)為客戶、員工、社區(qū)所提供的機(jī)會(huì)。至于其他管理的職務(wù)，帕倫最近被任命為該組織的第一個(gè)合規(guī)官，一個(gè)預(yù)計(jì)使本地

93、銀行在日益復(fù)雜的監(jiān)管環(huán)境下更加符合合規(guī)性地角色。我的分行經(jīng)理的職責(zé)在于處理銀行的合規(guī)性，但這幾乎消耗了他所有的工作時(shí)間。合規(guī)官員非常稀缺，因?yàn)樵诤芏嘈⌒豌y行里需要進(jìn)行合規(guī)性工作的員工卻沒(méi)有進(jìn)行過(guò)這方面專業(yè)的培訓(xùn)。</p><p>　　好的領(lǐng)導(dǎo)者是社區(qū)銀將來(lái)發(fā)展的積極因素。總會(huì)有一個(gè)運(yùn)行良好的社區(qū)銀行，為社區(qū)、員工、客戶、投資者提供服務(wù)。社區(qū)銀行的挑戰(zhàn)就是知道自己是誰(shuí)。在一個(gè)銀行并購(gòu)的時(shí)代，越來(lái)越多的人們開(kāi)始重視社