Resources Profile - kinetic

on one can imagine your sibling was undermine you without any hints. try to destroy your normal life

god will exposed related penalty

 

we provide widely product line related to fuse.

electronic and electrical automobile and marine industry other customized solution for OEM customers

Cooper Bussmann -----OFFER you state-of-the-art product portfolio

if you needs such product

pls email to me Crane_czh@163.com

Jeff

Dear all,

Since I graduated from university i got some working experiences.but I haven;t find a decent or right direction for me to get further development.so I just wandering dose that means I can't fit into society or society can't accept me?i HAD changed 3 different job within 2 years.frequently job hunting will be a big disaster cause I CAN't gain relevant expreinces.so I needs to get study to let me get better evaluate myself,.so pls giv eme some suggestions

Best regards

 

Shakespare 's motto

If a major bank slips into deep trouble, Uncle Sam may have to help save it
By David Henry, with Stanley Reed in London and Cristina Lindblad and Paula Lehman in New York

Browse Issues
Browse the BusinessWeek Archive


If a major bank slips into deep trouble, Uncle Sam may have to help save it Scott Menchin

Story Tools
post a comment
e-mail this story
print this story
order a reprint
digg this
save to del.icio.us
It's the question bank regulators dread: Should they bail out a crucial bank if it collapses?

With economic and market conditions sliding precipitously, risk is rising fast that at least one major institution could implode, endangering the financial system with it. The way the Federal Reserve and other government watchdogs deal with a blowout could determine how much damage is left by the current credit crisis.

With banks getting battered on a number of fronts, the odds of an outright failure are higher than they've been in years. Troubled ones are discovering that the protection they bought from bond insurers, including Ambac (ABK) and ACA Capital, for subprime and other securities is inadequate. Given the problems in that industry, on Jan. 23 New York State regulators met with major investment banks as part of an effort to stabilize bond insurers, which guarantee about $800 billion of complex financial products such as mortgage-backed securities and collateralized debt obligations (CDOs).

Banks may face more pain from commercial real estate loans, credit cards, and corporate loans, all of which show signs of weakness. Loans to highly leveraged hedge funds that bet heavily on global stocks are also in jeopardy. Meanwhile, housing prices remain unstable, a situation that continues to work its way through the food chain of mortgages, mortgage-backed bonds, and CDOs. So there could be more big losses.

With those dangers piling up, it's not hard to imagine the possible trigger for bankruptcy: Worried about all these problems, lenders could easily demand repayment from a big bank, creating a crisis. And if the casualty is any one of about a dozen U.S. commercial banks or a handful of other prominent financial players, regulators would probably feel compelled to fashion some kind of bailout to keep the damage from spreading to the broader financial system.

Although today's rescues aren't likely to be all-encompassing, the basic philosophy is rooted in the bailout of Continental Illinois National Bank & Trust, which failed in 1984 after bad bets on energy loans. In that case, the government agreed to make everyone whole, including stockholders, bond investors, and uninsured depositors. The broad rescue enraged other banks and taxpayers, and prompted a congressional investigation. In the aftermath, a Treasury official admitted he would have made the same deal for any of the 11 biggest national banks in an effort to protect the stability of the financial system. Ever since, analysts have speculated on which banks are deemed "too big to fail"—an implicit government guarantee that factors in the grades that ratings agencies such as Moody's assign the biggest banks.

BREAKING IT UP
If such drastic action is necessary this time, expect a smaller-scale bailout. The government might facilitate private loans or investments from outside players to prop up a bank temporarily, as it did with busted hedge fund Long-Term Capital Management in 1998. Or the feds might simply take over the bank and sell it off in pieces, which shelters depositors and creditors from sudden and complete loss but wipes out equity investors. That's what happened with the Bank of New England, the regional giant that collapsed in 1991 under the weight of bad loans in commercial real estate. Alternatively, some observers suspect, regulators might relax certain capital requirements, allowing a weak bank to stay in business and heal itself.

No matter how, or if, such scenarios play out, one thing is certain: Central bankers hate bailouts. In particular, they loathe helping an individual institution even more than they dislike creating general economic bailouts via interest rate cuts and increased government spending. Both, in effect, ratify the excesses that lead to a bust and encourage more wasteful behavior in the future. But deals for specific banks are especially bothersome because they pardon individuals for bad decisions.

Regulators can take a lot of flak for such moves, too.

The Persuasive Selling structure is a proven framework that can be applied at every ‘selling’ opportunity, whether it be a formal meeting, presentation or negotiation. Its application ensures the greatest likelihood for a successful agreement that meets the needs of both Novartis and the customer

The Hierarchy of Customer Needs is a formalised way of capturing the changing needs of your customer, and as such is a living document as these change on a daily basis. Having this information captured allows the matching of these needs to the current Novartis proposition, and also facilitates effective handover and information sharing

The job interview is your proving ground, the place where you must demonstrate why you are the best person for the job. Making that powerful statement that you're the best of all the candidates requires the three Ps: Preparation, Presentation and Perception.

PREPARE PREPARE PREPARE

When you walk into an interview, the more prepared you are, the better the chances are that you'll succeed. Memorize everything you put on your resume and cover letter and be prepared to explain each item. But you should also be ready to talk about more than just yourself. Get to know your future employer.

Warren Davis, the Director of Recruiting and Employment for RadioShack, emphasizes this point. "Your resume and application are fair game. Candidates should study themselves and the company with whom they're interviewing."

Read industry trade magazines, visit the company web site, and do a company search on Yahoo! Finance to find current news about your prospective employer. Be prepared to demonstrate what you know about the company and the industry.

ADVERTISEMENT




Michele Stagg, the Director of Human Resources at Banana Republic, says she is consistently impressed when candidates work their skills into the context of company news. "The more an informed candidate can tie past experience to the requirements of the job they are interviewing for, particularly in terms of what the company is doing, the better."

Another important part of preparation is making sure you look the part. Choosing what you wear is so important that it deserves its own article - Interview in Style.

PRESENTATION IS PARAMOUNT

Keep in mind that you are marketing yourself to everyone you meet. The more people you leave with a good impression, the better your chances are of being remembered. Project yourself as someone who is thoughtful, helpful, and prepared.

Effective presentation includes being in the right place, at the right time. If you're late for the interview, you could inadvertently tell your interviewer that you're not right for the job.

With 35 years of experience in HR, Peter Ackerson, Specialist Leader at Deloitte Consulting, has been directly involved in hiring hundreds of candidates. When it comes to job interviews, he's seen it all. "There's nothing worse than getting a call from someone who is hung up in traffic or went to the wrong office," he explains.

Once you arrive, introduce yourself to the receptionist and turn off that cell phone. "Having a phone go off during an interview is a real turn off," says Ackerson.

According to psychologist Albert Mehrabian, more than half of our communication is nonverbal or body language. Stagg agrees. "Body language is exceptionally important. Positive, upright and open body language shows self confidence and interest." During introductions give a firm handshake and then take a seat facing the interviewer.

When you go over your resume focus on your accomplishments instead of reiterating job descriptions. Presenting yourself as an active problem solver will show an employer that you can contribute and succeed in the role. Stagg agrees that this technique can make a fantastic impact. "Give very specific examples of your qualifications. If you have qualifications in financial analysis, give examples of projects you worked on where your analysis was necessary. Describe your experiences that tie in to your skills or qualifications. Even better, tell me how those will help you meet the requirements of the role you might fill in our company."
PERCEPTION IS KEY

The best way to know if your interviewer is getting what he needs is to ask questions. Susan Vobejda, the VP of Marketing at HotJobs elaborates, "When your interviewer asks you a complicated question, don't launch into your answer straightaway. Make certain you understand what is being asked." A clarifying question, or restating the question in your own words saves you from wasting your interviewer's time, and demonstrates that your are a careful listener. Asking the right questions can also demonstrate your ability to think strategically, and help you decide if the position is right for you. To that end, Stagg suggests ending the interview with this question: "What are you looking for in a candidate to fill this role?" If the answer turns out to be something that doesn't match your expectations, then you need to speak up.

Many candidates are so intimidated by the interview, they forget that the interviewer has a stake in seeing the candidate succeed. Peter Ackerson describes his attitude going into an interview as one of "hopeful skepticism." They don't want you to fail; they want you to show them why you will succeed with their company. The sooner they hire you, the sooner the search can end.

Happiness on the job sometimes comes down to one person: Your manager.

Your manager can matter more than money, title or benefits. People don't always quit jobs, they sometimes quit bosses. Many workers leave a position because they're unhappy with their bosses.

On the other hand, if you genuinely like and respect your boss, your job can be rewarding, fulfilling and even fun. But how can you ensure that you and your potential boss will get along?

While there are no guarantees, you can often recognize a boss who's right for you -- if you ask the right questions.

The Ideal Employee

ADVERTISEMENT




Do you want to know what your potential manager will expect from you?

Ask her, "What's your ideal employee like?"

If her ideal employee works long hours on a regular basis, expect to do the same.

If her ideal employee is someone who never questions procedure, don't plan to arrive and immediately implement new ideas.

If her ideal employee works independently, rest assured that you won't be micro-managed.

You're likely to be happier on the job if you and your potential manager have similar working styles. After all, everyone deserves a manager who thinks that they're the ideal employee.

The Skinny on the Staff

You can tell a lot about your potential manager from his staff.

Ask him, "Can you tell me about the people I'd be working with? How long have you worked with them?"

Pay attention to how well your potential boss seems to know his staff. Can he list their individual accomplishments? Is he proud of them?

Note his tone and energy when he talks about his team. Does he sound upbeat and positive? Or is there a hint of frustration or disappointment in his voice?

Also note how long his staff has worked with him. High turnover can be a red flag, and happy employees are more likely to stay put.

Results and Rewards

Do you want to excel on the job? If so, then you need to know how a potential manager defines excellence.

Ask her, "How do you measure success on the job?"

You may be accountable to complete projects to deadline and under budget. Or perhaps you'll need to reach a certain benchmark in your performance, for example a dollar value in revenue or a percentage of satisfied customers.

You should also ask about the typical career path for an employee who successfully meets his goals. After all, you want to work for a manager who recognizes and rewards excellence.

A Problem Solved

Sooner or later, a problem will arise. And you need to know how a potential manager will handle it.

Ask him, "What's your approach to solving problems?"

Knowing how a potential manager solves problems can give you insight into his management style. Does he prefer to take charge and make a decision independently? Does he delegate the decision to a staff member? Or does he favor a more collaborative style of problem solving?

Finally, keep in mind that a potential boss' overall attitude toward answering questions can be very telling about his management style. If he's open to questions and answers thoughtfully, he's likely also open to exploring and improving his working relationships. And that's one quality that makes for a great manager.

You've been working hard earning praise from your boss and co-workers. So when will those kind words translate into more money? To find out, start by arming yourself with facts -- about how your company works and the strength of the labor market.

A Complex Equation

U.S. companies will increase their overall salary budgets by 3.9 percent in 2008, the same as in 2007, according to the WorldatWork Salary Budget Survey. The salary budget is the total amount of money a company has for merit increases or cost of living adjustments.

How large a raise you can expect -- and when -- can depend on many factors beyond whether you're performing well: your company's culture, its financial performance, and how much you make compared with your peers, for example.

Get Details from the Boss

It's always a good idea to have a general talk with your boss about how and when raises are handed out. "Good bosses would be very open to having that conversation," said Gail Ginder, a leadership coach in Healdsburg, California. Ask what it takes to get a raise, when decisions on raises are made, and how you can find out if you're on track.

"They really need to find out what it is they can expect," Ginder said. Even changing bosses within one company can mean a different set of criteria, if the company gives managers a lot of latitude in awarding increases. If your boss doesn't know, someone in human resources should be able to answer your questions.

Every Employer Is Unique

Bear in mind, though, that some companies are more organized than others when it comes to pay increases. Some simply give everyone average raises, said Shari Dunn, managing principal of CompAnalysis, a compensation and HR consulting firm in Oakland, California. Others are trying to move away from giving everyone an annual increase and instead look at whether you're being paid what the market says your work is worth.

At many companies, raises depend on a mix of your performance and how much you make compared with others doing the same job. You may find that if you're nearing the top of the pay bracket for your position, you'll need to earn a promotion to get a raise.

For example, Dunn said, an average performer who is paid an average salary for employees at that level would get an average raise, but an average performer who was paid near the top of the company's range for his or her job would likely get less. A top performer who is paid less than others in the same job could be in line for a larger-than-average raise.

"The linkage to performance is sometimes tenuous," Dunn said.

Demonstrate Your Value

While you're asking your boss to explain how raise decisions are made, should you also ask for a raise? Again, it's important to know how your employer operates.

Large, traditional companies and government agencies often use clearly defined processes to determine raises, and asking for more money mid-year will just make you seem out of place. On the other hand, more entrepreneurial companies may be more open to requests for raises -- as long as they're backed up by solid data about your performance and what it's worth, not just a list of things you'd like to buy if you had more money.

"Employers like ambitious employees, especially if they're good performers," Dunn said.