executives know it well. Many will freely admit that they are facing a tough time finding good workers to fill positions ranging from teller to senior vice president. And if they are fortunate enough to find good hires, it's not easy to keep them from bolting for a better offer. But as our cover story points out, banks can take plenty of steps to improve their lot in the recruitment and retention sweepstakes. And better salaries and other compensation are only starting points. Many banks are taking other steps, including allowing for flex time and telecommuting. And some banks are making a point of targeting particular community groups that may yield reliable workers - from community college students to refugees from troubled lands. While smart bankers know the importance of reaching out to potential workers, they also recognize the need to reach out to institutional investors to create additional demand for their banks' shares. Our article on page 4A talks about the ways in which banks can build a savvy investor relations program. Community banks also need to court Generation X. Granted, it's not a natural fit. Many small banks have been slow to embrace the technology revolution. And this generation of mostly 20-somethings is wedded to faster, more automated ways of doing things. Our story that begins on page 5A provides insights on how to cater to this generation. On a final note, we think that a new century deserves a new and improved community banking publication. So say goodbye to Community Banking Quarterly. In February 2000, we will launch Inside Community Banking, a six-times-a-year publication that promises expanded coverage of small banks and a continued focus on articles that help executives solve the challenges that keep their minds churning at night. See you in Y2K.

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