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Hispanic immigrants make up a big part of the construction industry and a big part of industries like carpet making in Georgia. This has been hit hard and jobless rate for Hispanics is 6.9% according to the Labor Department up from 5.5% in April 2007. States with expandig Hispanic populations like Florida, California, Georgia and Nevada are hit hard by Hispanic job losses. Overall the jobless rate has gone up from 4.5% last year to 5% during th same periodand when one takes out the Hispanic component the jobless rate is down much less, which also tell us something about why the pace of the economic downturn is felt less among the whites and the rest of the population, because the construction industry got hit the worst and the Hispanics especially immigrants who dominate the construction industry are taking the brunt of it. The subprime story plays up here as well. From 1994 to 2006 the rate of Hispanic homeownership climbed to 50% frm 41% according to census data, at a rate more than double for the increase amon non-Hispanics. By 2006 47% of the loans issued for home purchases by Hispanics were subprime or loans with poor credit histories, double the rate for non-Hispanic whites, according to a paper by the Joint Center for Political and Economic Studies, only exceeded by African Americans. In 2006 homeownership fell among Hispanics and one in 12 mortgages made to Latino households in 2005 and 2006 is likely to fail according to Catherine Singley, a policy fellow at the National Council of La Raza, an advocacy group in Washington. Georgia has one of the heavy concentration of new Latino immgrants, with a 70% increase in the state's Hispanic population between 2000 and 2007, according to census data. From one fifth of the construction work force in 2000 Hispanics made up one third by 2006 according to the Economic Policy Institute. Among foreign born Hispanics construction was responsible for 46% of the growth in employment from 2004 to 2006 according to Rakesh Kochhar, an econist at the Pew Hispanic Center, which tells us that the new Latino immigrants dominated the construction industry in places like Atlanta and in the rest of the country and are now getting hit the worst. Not only construction but industries that parallel the growth in construction like carpet making based in Dalton, Georgia, were dominated by Latino immigrants, so that as construction fell these towns and Latinos there are hit hardest. Investment manager El-Erian of Pimco points to employment as the key the critical thing to watch for the next 6 months and its useful to see that unemployment has increased by about half a percentage point to 5% from 4.5% April 2006 to April 2007 according to Labor Department data. As most of this unemployment has probably been taken up by the new Latino immigrants to the USA its probably not changed much excluding that component, which is possibly why the economy has not felt like it is in a recession when all around the signs of recession or what causes a recession are evident around us. Another way to say this is that there are built in hidden mechanisms of the American economy in its present form such as immigration, and possibly others that act as delay mechanisms that throw the recessionary impact back by anywhere from 6-18 months depending on how they operate and can blind one about the reality of oncoming storms. This was to be seen in 2005 for the economy with consumption spending and mortgage industry excesses, and which is why Pimco decided in 2005 at its spring meeting, that the big secular story was about the economic downturn. It actually took until 2007 for this to occur because of similiar things to what we are seeing now in terms of recessionary pain, then the new structured investment vehicles and other ingenious innovations in the mortgage industry may have extended the boom and delayed the economic downturn being felt till 2007. There is a lot of grief among Hispanic people. The numbers tell the story. For the 19 million Latino immigrants in the USA...

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This Journal editorial on Oct 5, 2012, says that by not offering leadership in the Syrian conflict beause it would lead to a wider conflict the U.S. and the European Union face a wider conflict. The current crossborder shelling between Syria and Turkey is the latest evidence of this. Turkey and the Saudis cannot handle this on their own. Without U.S. leadership the costs of this conflict will be even greater, and even poses risks for the Turkish economy if handled badly.

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Ben Van Heuvelen documents in the Washington Post what Ali Nabhan and Bradley pointed out in the WSJ in May 2009, that the officers in the Iraqi army lacked the training and discipline to act as an effective fighting force. These early indications proved correct and were ignored by the Iraqi government and the Obama administration till it was too late with the fall of Mosul and the ensuing chaos in Iraq.

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This opinion piece in DW.com says India's prime minister should not isolate prime minister Sharif of Pakistan, as he had no part in the escalation of tensions in Kashmir. Foreign and military affairs are now run by the Pakistan Army, and isolating Sharif only entrenches the Army it says, which has kept up tensions similar to the situation in 1999 with the Kargil crisis when the Pakistan Army initiated a conflict in Kargil region. At that time Indian premier Vajpayee and Pakistan premier Sharif were improving relations. 

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The European Central Bank left all its interest rates unchanged on September 7, 2016. No changes were made to asset purchase program, which will run until March 2017 or beyond as needed. The ECB left interest rates at 0% for its lending operations, and for overnight deposits at 0.4%.  Inflation is a special concern, as inflation was at 0.2% for August. Business activity and investment in the EU and in the U.S. is weak, and Brexit is still a concern.

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The steep decline in popularity of French president Emmanuel Macron in the period of one year. With the yellow vest protests on the economic insecurity of struggling families, Macron's efforts to bring in business friendly policies as a change agent are itself out of step with the times and with France in the provinces and small towns, as pointed out in the New York Times and Times of London analysis of the situation in France today.

As pointed out in the analysis Macron's base itself is small and its anti-institutional posture rejecting conventional politics itself has given momentum to the current yellow vest protests about economic insecurity of struggling families. The support for this comes from all parts of society and single political party, without nationalism, race or migration as factors at all, and comes so soon in one year from the time that Macron emerged with his own movement rejecting the institutional structure.  

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Felipe Caldron, Mexico's new President, addressed one of Mexico's biggest problems low tax revenue by getting passed through the legislature a tax bill that will increase tax revenues from 11% of gross domestic product to 13.5 % of GDP. This will be done by a corporate tax that taxes sales rather than profits starting at 16.5% in 2008 and rising to 17.5% in 2010. The original proposal Calderon requested would have taken this to 19%. The bill cuts taxes on Pemex which will give it an additional $3 billion a year as it is falling behind in new reserves added from exploration and drilling that would replace ones being depleted leading to a decline in output. And the tax bill imposes a tax of 2.5% on cash deposits above $2200 to attempt to collect some taxes from the underground economy which employs about a quarter of the workforce. In addition it imposes a gasoline tax of 5.5% that will go to the state governors for local spending needs. The deal was negotiated by giving the opposition reforms in the electoral process including replacing all commissioners of the Federal Election Institute, and bans radio and television advertising for candidates. Calderon wanted to increase the taxe revenue to 14% of GDP, this would increase it to 13.5%. Considering the previous administrations failure to get any legislation through Congress while Pemex production slipped, and tax revenues were some of the lowest in the world due to widespread evasion (see a similiar problem and tax reforms in the Philippines recently), this is a breakthrough. But Pemex has to turn the corner, and lags way behind Petrobras in Brazil in terms of progress in exploration and new reserves. Revenues from the oil company largely help fund state spending in Mexico. However reforms that free up the state energy sector as Brazil has done (see the recent article on Petrobras in wsj ) some years back are still for the future. How much will this help. Its a modest beginning from a low point under the Vicent Fox administration. The additional $10 billion it generates next year will go to fill the gap in declining tax revenues from state oil company Pemex, and rising health and pension committments of the state....

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How do you get the hiring right. The worst way to go is to hire people and then find out that it doesn't work -its a wwaste of a lot of time and can cost the company dearly whether its small and beginning growth or facing a spurt of growth and needs more people. Jack Welch of GE suggests being very careful at such times so you don't mess it up. What about the involvement of other people in the company? This is important. From the top to other levels its a good idea to get involved especially in businesses where people can make a huge difference. Sony's Akio Morita used to personally get involved for each and every hiring in the early days of the company considering that a lifeline for the company- he used to see Sony as a pioneer and entirely dependent on the people it hired and what they did everyday. Jack suggests getting the involvement of other employees and who understand the company and whats its tryng to achieve and what kind of people strengths it wants. But in larger companies there may be a tendency not to get involved because no reward or incentive is there for time spent in this very important activity when there is so much else to do. So he suggests making it mandatory that employees be rated or scored and how well they do, so empolyees interviewing don't take a cursory or casual approach to interviewing. Employees are also mentored. After 6 months the hiring interviewers are rated based on the decision they made and this way at least one can keep score on who is more effective at this. However like all such practices when codified you run the risk of hiring interviewers playing it safe so that a lot of bold and exciting candidates might just be left out. So stick with the spirit of this more like Sony and let signal to people that every newemployee is important to the future of the company and the CEO personally taking an interest in individual employees and new hires interviews, and letting this energy flow into the ranks of those who are hiring. ...

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Zara which started with one store in La Coruna aport town in a remote part of northern Spain is the second largest retail clothing chain after Gap Stores now has3691 stores in 68 countries, adding 560 stores in the last 12 months and entering new markets in places like Croatia, Columbia, Guatemala, and Oman. Its best known for fast fashion and updating fashion frequently with new fashion clothing coming in twice a week. Lower volumes mean they sell out fast and don't require writedowns and fashions that fly can be resupplied quickly because Zara does most of its manufacturing (two thirds) in Spain or in countries nearby like Portugal, Morocco and Turkey. The closeness of manufacture and the logistics are set up such that the orders can be made quickly with sales monitored constantly on computers at La Coruna HQ and at stores locations and the manufacture and shipping can be done speedily. Not requiring writedowns and selling lower cost fashion at higher prices especially outside Spain where prices are higher (40% higher in New York for instance) and having an efficient system with costs weeded out and focus on building the brand and pleasing customers to command good profit margins enables Zara to continue manufacturing in Spain where costs are not what they would be in China or Vietnam. As other stores are learning from Zara and doing this in their stores Zara is working on refocussing its formula and fine tuning it to stay ahead of competitors. For example its making sure costs do not rise faster than sales, for first half 2007 costs went up 16% and sales went up 19%. Staff is being scheduled using new software based on sales volume at differen times, so that more salespeople work at peak times such as lunchtime or early evening, which enable Zara to cut 2% of hours worked. Alarm tags are attached at the factory, and the newest collections get labelled NEWC and are rushed to the floor on plastic hangars and only later switched to wooden hangers, and store managers now use handheld computers to sho garments ranking by sales so reordering can be done quickly in less than an hour....

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NYT reporter Elisabeth Malkin reports on the way the ruling PRI party suffering from low poll ratings- following corruption scandals and the poor handling of the deaths of 43 students by drug gangs- is using the distribution of free television sets to working class people in the State of Mexico to win votes.