New Survey Finds Inflation, Housing Costs And Eviction Threats Hitting Minorities Hardest

Minority communities have been the hardest hit financially by the current spike in consumer prices and housing costs, with high percentages of Black, Latino and Native American families reporting serious financial problems and even threats of eviction, according to a survey published Monday by the Harvard T. H. Chan School of Public Health, NPR and the Robert Wood Johnson Foundation.

With the annual increase in consumer prices hitting a 40-year high of 9.1% in June, Americans, by a wide margin, cite inflation as the number one problem facing the U.S. But the actual impact on individual households is more dispersed. For example, in the new survey, 58% of Black adults, 56% of Latinos and 69% of Native Americans say inflation has caused them serious financial problems, compared to 44% of white and 36% of Asian adults.

Soaring rents are similarly hitting certain minority households the hardest. In the new survey, 16% of Black renters, 10% of Latino renters and 21% of Native American renters reported they had been evicted or threatened with eviction in the past year. That compares to 9% of white and 4% of Asian families. “This is just a warning from this survey, that unless the government can provide some help for vulnerable populations, a year from now they are going to have more people who are homeless,” said Robert J. Blendon, co-director of the survey and an emeritus professor of Health Policy and political analysis at the Harvard T.H. Chan School of Public Health

Programs of emergency rental aid helped around 5 million American families during the early months of the pandemic, with 1.5 million fewer evictions compared to pre-pandemic levels. After 22 million Americans lost their jobs during the start of the pandemic, Congress provided $25 billion in emergency rental assistance in the Coronavirus Aid, Relief, and Economic Security Act (CAR AR +3%ES Act) passed in March 2020. A year later, in the American Rescue Plan, it added another $21.55 billion of rental assistance.

The CARES Act also included a temporary federal eviction moratorium that expired in the summer of 2020. It was later extended by the Centers for Disease Control (CDC), and then by Congress, and then again by the CDC. Finally, on August 3, 2021, after a surge in Covid-19 cases due to the Delta variant, the CDC extended the moratorium yet again. Later that month, the Supreme Court ruled against it.

Meanwhile, the emergency rental funds Congress appropriated have either been used up or are being returned to the federal government unspent. For example, last Thursday, Mississippi Governor Tate Reeves announced his state would halt the federally-funded Rental Assistance for Mississippians Program by Aug. 15, meaning as much as $130 million for the program would be returned to the federal government.

California, having used up its federal money, ended its Covid-19 rental assistance program on March 31, 2022. It sent more than $4 billion to 344,000 households –but around 5,400 tenants and landlords have received emails asking to return money received in Covid-19 rent relief.

The housing component of the CPI increased 5.6% in the 12 months ended in June, but that includes costs to both homeowners and renters. In many places renters have seen far greater increases. According to housing data collected by Redfin RDFN +14.3%, average asking rents in June were up 14% compared to June 2021. In some sunbelt cities like Miami, rent has increased nearly 40%.

The recent spike in rent prices leaves low-income and minority groups in particularly precarious situations. A May report by the Federal Reserve Board showed that as of last fall, about half of renters with income between $25,000 and $49,999 were already “cost burdened”—meaning they were spending more than 30% of their income on rent. In the Fed survey, 44% of Black households and 37% of Hispanic households reported they were renters, compared with just 21% of white households.

“Unless some sort of emergency help is provided, a substantial number of minority populations are going to be evicted over the next year,” Blendon warns.

MORE FROM FORBESMortgage Applications Rise In Potential Housing Market Respite-Could Home Buying Become More Affordable Soon?

Follow me on Twitter or LinkedIn.

I’m a summer intern reporting for Forbes Money and Markets. I graduated from Boston University with a degree in Journalism

Source: New Survey Finds Inflation, Housing Costs And Eviction Threats Hitting Minorities Hardest

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Why Inflation Looks Likely To Stay Above The Pre-Pandemic Norm

The bad news on inflation just keeps coming. At more than 9% year on year across the rich world, it has not been this high since the 1980s—and there have never been so many “inflation surprises”, where the data have come in higher than economists’ forecasts (see chart). This, in turn, is taking a heavy toll on the economy and financial markets.

Central banks are raising interest rates and ending bond-buying schemes, crushing equities. Consumer confidence in many places is now even lower than it was in the early days of the covid-19 pandemic. “Real-time” economic indicators of everything from housing activity to manufacturing output suggest that economic growth is slowing sharply.

What consumer prices do next is therefore one of the most important questions for the global economy. Many forecasters expect that annual inflation will soon ebb, in part because of last year’s sharp increases in commodity prices falling out of the year-on-year comparison. In its latest economic projections the Federal Reserve, for instance, expects annual inflation in America (as measured by the personal-consumption-expenditure index) to fall from 5.2% at the end of this year to 2.6% by the end of 2023.

You might be forgiven for not taking these prognostications too seriously. After all, most economists failed to see the inflationary surge coming, and then wrongly predicted it would quickly fade. In a paper published in May, Jeremy Rudd of the Fed made a provocative point: “Our understanding of how the economy works—as well as our ability to predict the effects of shocks and policy actions—is in my view no better today than it was in the 1960s.” The future path of inflation is, to a great extent, shrouded in uncertainty.

Some indicators point to more price pressure to come in the near term. Alternative Macro Signals, a consultancy, runs millions of news articles through a model to construct a “news inflation pressure index”. The results, which are more timely than the official inflation figures, measure not just how frequently price pressures are mentioned, but also whether the news flow suggests that pressures are building up. In both America and the euro area the index is still miles above 50, indicating that pressures are continuing to build.

Inflation worry-warts can point to three other indicators suggesting that the rich world is unlikely to return to the pre-pandemic norm of low, stable price growth any time soon: rising wage growth, and increases in the inflation expectations of both consumers and companies. If sustained, these could together contribute to what the Bank for International Settlements, the central bank for central banks, describes in a report published on June 26th as a “tipping point”. Beyond it, warns the bis, “an inflationary psychology” could spread and become “entrenched”.

Evidence is mounting that workers are starting to bargain for higher wages. This could create another round of price increases as firms pass on these extra costs. A survey by the Bank of Spain suggests that half of collective-bargaining deals signed for 2023 contain “indexation clauses”, meaning that salaries are automatically tied to inflation, up from a fifth before the pandemic.

In Germany ig Metall, a trade union, has asked for a 7-8% pay rise for nearly 4m workers in the metals and engineering sector (it will probably get about half that). In Britain rail workers went on strike as they sought a 7% pay rise, though it is unclear whether they will succeed. All this will make wage growth hotter still. Already, a tracker for the g10 group of countries compiled by Goldman Sachs, a bank, is rising almost vertically (see chart). A measure of pay pressure from Alternative Macro Signals is similarly animated. And wage floors are rising, too.

The Netherlands is bringing forward a rise in the minimum wage; earlier this month Germany passed a bill increasing its minimum by one-fifth. On June 15th Australia’s industrial-relations agency raised the wage floor by 5.2%, more than double last year’s increase. Faster wage growth in part reflects public’s higher expectations for future inflation—the second reason to worry that inflation might prove sticky. In America expectations for average price increases in the near term are rising fast.

The average Canadian says they are braced for inflation of 7% over the next year, the highest of any rich country. Even in Japan, the land where prices only rarely change, beliefs are shifting. A year ago a survey by the central bank found that just 8% of people believed that prices would go up “significantly” over the next year (consumer prices, indeed, rose by only 2.5% in the year to April). Now, however, 20% of Japanese people reckon that will happen.

The third factor relates to companies’ expectations. Retailers’ inflation expectations are at an all-time high in a third of eu countries. A survey by the Bank of England suggests that clothing prices for Britain’s autumn and winter collections will be 7-10% higher than a year ago. The Dallas Fed does find tentative evidence that customers are less willing to tolerate price increases than before; a respondent in the rental and leasing business complained that “it is getting tougher to pass on the 20-30% price increases we have received from manufacturers.” But that merely points to a lower level of high inflation.

The big hope for lower inflation relates to the price of goods. Fast increases in the prices of cars, fridges and the like, linked in part to supply-chain snarls, drove the initial inflationary surge last year. Now there is some evidence of a reversal. The cost of shipping something from Shanghai to Los Angeles has fallen by a quarter since early March. In recent months many retailers spent big on inventories in order to ensure their shelves stayed full. Many are now cutting prices to shift stock.

In America car production is finally picking up, which could unwind some of the outrageous price increases for used vehicles seen last year. Falling goods prices could, in theory, help douse the inflationary flames in the rich world, easing the cost-of-living crisis, giving central banks breathing room and buoying financial markets. But, with enough indicators of future prices pointing the other way, the odds of that happening have lengthened. Don’t be surprised if inflation roars for a while yet.

Source: Why inflation looks likely to stay above the pre-pandemic norm | The Economist

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American Express Announces First Crypto Rewards Credit Card On Its Network

American Express will soon debut the first crypto rewards credit card on its network. Announced today at the Consensus cryptocurrency conference in Austin,TX the card, developed in partnership with crypto wealth manager Abra, will transact in U.S. dollars and offer crypto back on any purchase category and amount. The rollout is expected later this year.

According to Abra’s CEO Bill Barhydt, who spoke with Forbes ahead of the announcement, the crypto rewards will be tradable across over 100 different cryptocurrencies supported by Abra with no annual or foreign transaction fees. In addition, the card will offer several benefits from the American Express Network, including offers for shopping, travel, dining and Amex’s purchase protections.

“We’re thrilled to combine the strength of our payments network with Abra’s innovation and expertise in crypto. This is a credit card for crypto explorers and enthusiasts alike,” said Mohammed Badi, President of Global Network Services at American Express.

Though first for American Express, the Abra crypto card is only the latest in a string of products offered by cryptocurrency companies on major payments networks, such as Gemini crypto card, which offers rewards in the form of bitcoin and over 60 other cryptocurrencies, and BlockFi rewards Visa card.

Abra received its first check from American Express back in 2015. Other notable investors include Digital Currency Group, Pantera Capital and the Stellar Development Foundation. Today the self-described “crypto bank” and Forbes’ Next Billion-Dollar Startups 2021 list member has over 2 million customers. The Mountain View, California-based firm says it has processed more than $2 billion in crypto-backed loans to retail and institutional clients.

The new joint initiative “represents another step toward Abra’s goal of eventually offering an instant line of credit directly at the point of sale,” said Barhydt. “This is the future of payments.”

Today the firm has also announced a new feature to buy and sell NFTs with managed custody in the Abra app. Rather than funding DeFi wallets and moving between different app interfaces to buy and sell NFTs from marketplaces like OpenSea, users will be able to buy and sell digital collectibles directly from Abra’s platform, Barhydt explained.

Cardholders can choose from any of the more than 100 cryptocurrencies supported on the Abra platform, with no annual or foreign transaction fees. The card will also come with Amex Offers for shopping, travel, dining and services as well as presale ticket access and purchase protections.

Commenting on the initiative, Mohammed Badi, president of Global Network Services at American Express, said:

“We have a long-standing relationship with Abra through our Amex Ventures investment portfolio, as they have deep expertise in both crypto and traditional financial services, and we are now pleased to extend the American Express brand and benefits to their customers as the payments network for their first card.”

In April, the firm announced the launch of a capital-management arm with five funds with exposure to bitcoin, ether and other cryptocurrencies available to accredited investors willing to invest at least $250,000.

I report on cryptocurrencies and other applications of blockchain technology. I also edit the weekly Forbes Crypto Confidential newsletter and contribute to our premium research service

Source: American Express Announces First Crypto Rewards Credit Card On Its Network

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Why Chief Human Resources Officers Make Great CEOs

For decades the corporate HR department was seen as a back-office function, a cost center focused on mundane administrative tasks such as managing compensation and benefits plans. But over the past 15 years Ellie Filler has noticed a dramatic change. Filler, a senior client partner in the Swiss office of the executive recruiting firm Korn Ferry, specializes in placing chief human resources officers (CHROs) with global companies. For years many of the HR chiefs she recruited reported to the COO or the CFO and complained that they lacked real influence in the C-suite.

Today, she says, they often report directly to the CEO, serve as the CEO’s key adviser, and make frequent presentations to the board. And when companies search for new CHROs, many now focus on higher-level leadership abilities and strategy implementation skills. “This role is gaining importance like never before,” Filler says. “It’s moved away from a support or administrative function to become much more of a game changer and the person who enables the business strategy.”

To investigate the CHRO role within the C-suite, Filler worked with Dave Ulrich, a University of Michigan professor and a leading consultant on organization and talent issues. In looking at several sets of data, they found surprising evidence of the increasing responsibility and potential of CHROs.

First, in order to understand the importance of the CHRO relative to other C-suite positions, including CEO, COO, CFO, CMO, and CIO, Filler and Ulrich looked at salaries. To identify the best performers, they found the top decile of earners in each role. Then they averaged the annual base compensation of each group. No surprise: CEOs and COOs are the highest-paid executives. But CHROs are next, with an average base pay of $574,000—33% more than CMOs, the lowest earners on the list. “Great CHROs are very highly paid because they’re very hard to find,” Ulrich says.

The researchers also studied proprietary assessments administered by Korn Ferry to C-suite candidates over more than a decade. They examined scores on 14 aspects of leadership, grouped into three categories: leadership style, or how executives behave and want to be perceived in group settings; thinking style, or how they approach situations in private; and emotional competency, or how they deal with such things as ambiguity, pressure, and risk taking. The researchers then assessed the prevalence of these traits among the different types of executives and compared the results.

Their conclusion: Except for the COO (whose role and responsibilities often overlap with the CEO’s), the executive whose traits were most similar to those of the CEO was the CHRO. “This finding is very counterintuitive—nobody would have predicted it,” Ulrich says.

The discovery led Filler and Ulrich to a provocative prescription: More companies should consider CHROs when looking to fill the CEO position. In the modern economy, they say, attracting the right talent, creating the right organizational structure, and building the right culture are essential for driving strategy—and experience as a CHRO makes a leader more likely to succeed at those tasks.

The advice comes with some caveats. First, Filler and Ulrich studied only the best performers, so they’re pointing to a small subset of CHROs as having corner-office potential. They don’t see a path to the top job among people who have spent their careers in HR; instead, they are touting the prospects of executives who have had broad managerial experience (and P&L responsibility) that includes a developmental stint running the HR department. They emphasize that any CHRO who aspires to become a CEO must demonstrate capabilities in a host of skills required of top leaders.

“The challenge for CHROs is to…acquire sufficient technical and financial skills, in early education and in career steps along the way, if succession to CEO is a desired outcome,” they write in a white paper about their research. Indeed, some companies, including Zurich Insurance, Nestlé, Philip Morris, and Deutsche Bank, do put high-potential executives through a developmental rotation in a high-level HR job. (For one view on facilitating such developmental opportunities, see “It’s Time to Split HR,” by Ram Charan, HBR, July–August 2014.)

Filler and Ulrich highlight two examples of prominent CEOs who had developmental stints in HR earlier in their careers. Mary Barra, the CEO of General Motors, served as the carmaker’s vice president of HR for 18 months, and Anne Mulcahy, Xerox’s CEO from 2001 to 2009, ran that company’s HR operations for several years in the early 1990s. It’s no coincidence that both are women: According to the researchers’ data, 42% of high-performing CHROs are female—more than double the share in the CMO position, the next highest (16%). One implication: If more companies envisioned CHROs as potential CEOs, the number of female CEOs could dramatically increase.

In their white paper Ulrich and Filler also report on what CEOs and CHROs have to say about the changing nature of the top HR role. Several CEOs see the CHRO as C-suite consigliere. “It is almost impossible to achieve sustainable success without an outstanding CHRO,” says Thomas Ebeling, the CEO of the German media company ProSiebenSat.1 Media AG and a former CEO of Novartis. “[The CHRO] should be a key sparring partner for a CEO on topics like talent development, team composition, [and] managing culture.”

Peter Goerke, the London-based group director for HR at Prudential, agrees with Filler and Ulrich that although deep skills in marketing or finance might once have given CEO aspirants a significant competitive advantage, today a broader set of people-focused skills can be more useful. “Succession to a CEO role requires a balance of technical and people skills,” he says. “For all C-suite roles, and often at least one level down, there has been a gradual shift in requirements toward business acumen and ‘softer’ leadership skills. Technical skills are merely a starting point.”

In spite of the historic bias against the CHRO function, the rising status of HR leaders is not entirely surprising. Over the past 20 years Jim Collins and other management theorists have focused on talent strategy as the prime determinant of corporate success—an idea Collins popularized in phrases such as “Get the right people on the bus” and “First who, then what.”

In her work recruiting CHROs, Filler has seen a growing recognition that those aphorisms hold true. “If you don’t have the right people in the right places—the right talent strategy, the right team dynamics, the right culture—and if you don’t proactively manage how an organization works from a culture and a people perspective, you’re on a serious path to disaster,” she says. Conversely, a top-notch CHRO can help a company plot a more successful future.

Source: Why Chief Human Resources Officers Make Great CEOs

Critics: by MasterClass staff

A chief human resources officer (CHRO) is an executive-level position that oversees human resources management for a business or organization. The CHRO—sometimes referred to as the chief people officer (CPO) or executive vice president of human resources—directs the HR department and carries out HR policies. Some of the HR functions that CHROs oversee include talent acquisition and retention, performance management, and employee engagement. As the chief HR officer, a CHRO also helps to develop the workplace culture and supports business goals and diversity, equity, and inclusion initiatives.

As a leadership role, the CHRO job description includes overseeing the HR directors and HR team carrying out the company’s employee-based initiatives. The CHRO reports directly to members of the top C-suite executive team—often the chief executive officer (CEO) or chief operating officer (COO)—and works to align the HR strategy with the company’s strategic plan and business objectives.

A few of the responsibilities of a CHRO include:

  1. Benefits and labor relations management: A CHRO oversees the implementation of HR software to streamline healthcare and retirement programs, government compliance requirements, and employee relations. They explore partnerships to offer employees new benefits such as wellness programs or professional development opportunities.
  2. Guides company culture: This role in HR leadership includes helping to define and develop company culture for the workforce, executive leadership team, and other stakeholders. Maintaining employee engagement and productivity through incentives, clearly defined career paths and equitable compensation packages, and a commitment to diversity in hiring practices are core components of this human resources function.
  3. Oversees talent recruitment and retention: Talent management is another cornerstone of human capital management and the CHRO role. A CHRO develops and adopts a talent strategy that outlines how to recruit, hire, develop, and retain employees. The talent strategy includes offering equal opportunities to all candidates, employee training initiatives, career development programs, and succession planning, which is a strategy to identify potential leaders when companies change management.

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Women are Far Less Financially Prepared For Retirement Than Men

Many women aren’t financially prepared for retirement, according to a recent report from TransAmerica. Men have about twice as much money saved for retirement ($118,000) than women do ($57,000). Of concern, nearly a quarter (24%) of women currently have less than $10,000 saved for retirement, compared to just 14% of men.

Seventy-nine percent of men are confident in their ability to fully retire with a comfortable lifestyle, compared to just 64% of women. Both men and women think that they’ll need to have saved $500,000 in order to retire comfortably. A third (33%) of women do not have any retirement strategy at all, which is significantly more than the 18% of men. Women are also far less likely than men to be currently saving for retirement, at 77% and 86%, respectively.

Financial preparedness for retirement, women vs. men

Despite the fact that the vast majority of both men and women worry that Social Security will run out before they retire, 27% of women and 17% of men expect to rely on Social Security payments as their primary source of income during retirement.Keep reading to learn the challenges women face when saving for retirement, as well as how women can better financially prepare to retire. If you’re searching for ways to improve your financial situation ahead of retirement, visit Credible to compare a variety of financial products from debt consolidation loans to high-yield savings accounts.

Women face unique challenges when preparing for retirement

There are a number of obstacles that women must overcome when saving money for retirement — starting with the gender wage gap, according to Stacy J. Miller, a Tampa, Fla.-based certified financial planner (CFP). Women typically earn less money than men, which results in lower retirement savings.

Miller said that because “women are often the caretakers in the family,” they may have to leave the workforce to care for children and aging parents. Missing periods of work can result in lower earnings over time and “fewer opportunities for pay raises and promotions.”Most woman caregivers have had to make work adjustments, such as missing days of work (36%), working an alternative schedule (28%), reducing their hours (27%) and even quitting their jobs (10%), TransAmerica reports.

Work adjustments due to caregiving, men vs. women

“Additionally, women statistically live longer than men, and therefore their retirement portfolio would need to be larger than men to last longer,” Miller said. Without proper financial planning and adequate retirement savings, some retirees may become reliant on credit card spending to cover basic expenses. If you’re struggling to pay down high-interest credit card balances, you may be able to save money through debt consolidation. You can learn more about credit card consolidation on Credible to determine if this is the right financial strategy for you.

How women can better prepare for retirement

If you’re one of the many women with an insufficient retirement nest egg, there’s still time to save. Consider these tips from female financial advisors on how women can be more financially prepared for retirement:

Maximize your retirement contributions

Both working women and self-employed caretakers should find a way to contribute the maximum amount to retirement plans, according to Kimberly Foss, a CFP in Roseville, Calif. — “especially in older women’s peak earning years, which often occur as they are nearing retirement.” In 2022, employees can defer up to $20,500 of their annual income into their workplace retirement plan or 401(k). The current contribution limit across all individual retirement accounts (IRAs) is $6,000 per year.

Women who are near retirement age should take advantage of catch-up provisions to grow their account balances, Foss said. This allows individuals ages 50 and up to contribute an additional $6,500 annually to their 401(k) plans and an added $1,000 to their traditional IRAs and Roth IRAs.

Allocate your investments

Besides maximizing their contributions, women should also consider their how their retirement investments are allocated, according to Joyce Streithorst, a CFP in Melville, N.Y. “Default investments make an impact on one’s long-term growth and returns,” Streithorst said. “Lifecycle or target date funds can help provide an allocation to equities and fixed income to attempt to align risk to your age and anticipated retirement year.”

Retirement savings accounts are typically invested in bonds as well as the stock market in the form of index funds and mutual funds. Investment allocations range between conservative, moderately conservative and moderate, depending on the risk tolerance. An investor’s retirement portfolio will typically vary based on market conditions. Since consumers have their own unique financial goals and obligations, it’s important to determine the right asset allocation strategy for your needs.

Reach out to a financial advisor

TransAmerica reports that while 43% of men use a financial advisor to help them manage their savings and investments, just 34% of women do. This could be due to a lack of female advisors, said Tess Zigo, a CFP in Palm Harbor, Fla.

“Because we don’t see many women in finance and as financial advisors, it doesn’t feel approachable or accessible,” Zigo said. “Many women feel more comfortable working with someone relatable.”Retirement planning can at times be overwhelming, so you might consider enlisting a professional to help guide you through the process. You can search for advisory services in your area on the CFP website.

And if you’re searching for the right financial products to set yourself up for success in retirement, it’s important to shop around. You can visit Credible to compare interest rates on everything from personal loans to mortgages for free without impacting your credit score.

Source: Women are far less financially prepared for retirement than men: TransAmerica study | Fox Business

Critics by : Mallika Mitra

For women, the salary gap they face in their working years eventually turns into a retirement savings gap. Only about 6 in 10 women have a plan to keep them from outliving their savings once they retire, according to a recent study by Nationwide Advisory Solutions. Among men, it’s more than 3 out of 4.

The firm polled about 1,021 financial advisors and 824 investors in February and March. “We’re in an industry that is inherently addressing the issues of men,” said Kristi Rodriguez, leader of the Nationwide Retirement Institute at Columbus, Ohio-based Nationwide. “We have to instill confidence in female investors.”

Women face unique challenges when saving for retirement. For one, they live longer than men — on average by six to eight years, according to the World Health Organization. They’re also subject to higher health-care costs. A woman retiring at age 65 in 2019 is likely to pay around $150,000 in health-care costs throughout retirement, while the number drops to $135,000 for men, according to an annual analysis by Fidelity Investments released earlier this year.

Women also tend to spend more time away from work to care for children. Once they return, they can fall behind in rank and miss out on opportunities for promotion. This “motherhood penalty” costs women $16,000 a year in lost wages, according to an analysis of Census data by the nonprofit advocacy organization National Women’s Law Center in 2018. Financial advisors must address these obstacles and ensure women feel comfortable discussing these challenges.

“You can find an advisor that meet the needs of both you and your spouse,” Rodriguez said. “But what is important is to find someone who creates that environment to make you feel welcome.”

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