Pub. 1 2010 Issue 3

fall 2010 13 best and most sought-after candidates are passive ones and should be treated as such. This might require a little extra time in the hiring process to allow can- didates the lead time they need before making a change. Our respondents report that what at- tracts candidates today is different from the situation two years ago, with 40% citing a stable and growing organiza- tion as the key factor in evaluating a new job opportunity. Only 18% see compensation as a major factor, while 26% indicate that a better opportunity provides incentive to move. Another 17% believe that the prospect of long- term retention also plays a role. These findings indicate that banks should reevaluate their processes as well as their collateral material to ensure that they are addressing the concerns of the candidates they want to hire. The transition to a more candi- date-driven market will most certainly occur in the not-too-distant future; in fact, it’s already beginning to happen in key disciplines across the banking industry, such as Special Assets, Attor- neys, Loan Documentation Specialists, and Credit Analysts. Obstacles There is no ambiguity about the biggest obstacle that banks face right now. Over 40% of the respondents place regulatory burden/oversight at the top of the list. Most believe that this regulatory burden will grow unchecked in the coming months, which could create an increased need for Compliance and Risk Manage- ment people. At present, it is too early to tell where these people will be needed most in the bank. Another 20% cited capital ratios as an ongoing concern over the remainder of the year; 15% saw the local talent pool as a potential problem; and 12% were concerned about access to capital in the secondary market. The banking industry has seen many changes due to the recession, and management must now be prepared to adjust current processes to take advantage of opportunities that will soon arise. Q Financial Landscape — continued on page 16