23 HќќѠіђџȱ юћјђџ ђяџѢюџѦ 2014 their training without paying for it. Banks that lost talent grew tired of aiding competitors. ȱ ȱęǰȱȱ¢ȱȱ important, starting in the late 1990s ȱȱȱęȱȱ loss (P&L) responsibility from local markets to centralized functions. ȱ¢ȱȱȱĜǰȱ they centralized such decisions as deposit and loan pricing, marketing, branch planning, and credit underwriting. As a result, fewer and fewer bankers gained broad P&L management experience early in their careers, as the P&Ls got pushed higher and higher in organizations. ȱȱȱ¢ȱ¢ȱȱęȱȱȱ hired after 1995 who has managed a true end-to-end bank P&L After these seismic changes, ȱęȱȱȱȱŘŖŖŞǰȱ triggering nearly 500 bank failures and turning nearly 1,000 institutions into “problem banks.” What do bank failures and problem banks have to do with the talent war? Everything. When banks fail and cause a material loss to the FDIC, federal bank regulators must conduct a material loss review (MLR). More ȱŗŖŖȱ ȱȱȱ Ĵȱ to date. Nearly all cite weak management as the leading cause of failure. The talent issue extends to problem banks, too. Their directors ȱȱȱĴȱȱ their regulator. The most common ȱȱȱĴȱȱȱȱȱ upgrade management. ȱ ȱȱ ȱȱ Between now and 2020, many baby-boomer bankers, born between 1945 and 1965 and trained in the 1970s and 1980s, will retire. In my national database of 399 community banks with fewer than $10 billion in assets, the average age of those banks’ CEOs is nearly 59. Fifty of them — about 13 percent — are younger than 50. Another 40 percent are 60 and older. Are the directors of banks ęȱ¢ȱȱȱ succession plans? Do they know the depth of their talent bench? Who will run the nation’s community banks in 2020? In 2030? What should directors ȱęȱȱȱȱȱ talent issue? Every bank should consider taking ȱęȱȱȱŘŖŗřDZ First, identify, measure, monitor, and report on the state of talent. Though the talent assessment process doesn’t need to be overly elaborate, it must be formal, disciplined, and documented. A good process must include timely and accurate performance assessments for all employees, including senior management. These performance assessments must be honest, fair, accurate, and actionable. Do independent board members have a strong handle on the bank’s talent gaps? Can they show the bank has concrete steps in place to close the gaps? Too often directors ęȱȱȱȱȂȱȱ Mark Wade - Carmel, IN - 317.523.4342 Madison, WI Des Moines, IA Indianapolis, IN 6SULQJ¿HOG ,/ www.BankersBankUSA.com Years of proven experience. The team of professionals we have assembled at Bankers’ Bank provides a level of expertise and service unparalleled in the marketplace. Partnering with us supplies your bank with countless years of proven industry know-how. Let our team go to work for you, supporting your goals and aiding you in serving your customers. Always your partner, never your competitor.™ &RQWLQXHG RQ SDJH
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