Biggest condition in banking is measuring performance

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For the past year I have been trying to get banking staff in human resources to speak to me. The inspiration was this revealing interview with what it's like to fire people. It proved very, very hard to find people in human resources to speak to this website, perhaps given it falls in their mind to fire bankers for secretly talking to journalists? Anyway, at last the banking blog can present its second understanding of the mentality in banks recruiting officer. The biggest symptom in banking is measuring performance. Professional tennis players operate on a level game with their opponents, utilizing the same surface and balls, a similar wind speed. Their performance can be measured. But now you're the CEO at a major British bank. Tomorrow the pound crashes along with your bank has the worst year of all time. That is far beyond your control. I am not saying CEOs or bankers are clueless gamblers in a very casino. On the contrary, you need skills becoming a good banker, absolutely. What I'm saying is that finance is way too complex, with way too many unknown unknowns and lots of crucial factors beyond someone banker's control, to adequately measure their yearly performance.
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