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7 Do's and Don'ts of Good Passwords

Passwords havea problem that almost everyone has to deal with. We require them for a variety of reasons, including credit card accounts, social media accounts, jobs, and a variety of other things. Despite how common they are and how crucial they are, many of us still struggle to create strong passwords. If you use the advice in this article, you'll be able to build strong passwords that will help you stay safe online. Note: In this article, the term "password" refers to both passwords and passphrases. Generally speaking, Passwords are easier to remember than passphrases because they are longer, more complicated, and more difficult to guess. It's a good idea to adopt excellent practices when creating passwords until more secure solutions become widely available. 1. Don't make short passwords. Many people believe that passwords should look like k5wT!1* an in order to be secure. So we try to keep them as brief as possible in the hopes of remembering six or eight characters. There are two issues with this approach. A random mess of characters is rarely easy to remember, and a short password just doesn't have enough characters to make it tough for a password cracking programme to figure out. The minimal password length advised to avoid password cracking programmes is 14 characters. What is the length of your passwords? 2. Don't keep your password anywhere where it can be easily guessed. If you've written down your passwords and kept them somewhere accessible to you, chances are strong that they'll be accessible to others as well. These (and many others) are easy to find: the sticky note under your mousepad or keyboard, the password file, the list in your desk drawer. If you can easily find your passwords, you can easily compromise whatever they're protecting. 3. Don't keep a password for an extended period of time. There is debate over how long you should wait before changing your password, and many websites have their own rules. However, all experts agree that if someone else knows your password and you don't want them to use it, you should change it. 4. Create a password that is difficult to guess. Because they are frequently used, certain passwords are extremely easy to guess (password, 123456, baseball). Others are simple to figure out because the characters are connected, follow patterns, or are single words from a dictionary (asdfgh, xoxoxoxo, initiative). Personal information is another easy category to guess because so much of it is readily available (your sister's name, your father's birthday, your phone number, etc.). Many people use variants of the same password across several sites, but this can be easy to guess as well, especially if the person attempting to log in is unfamiliar with the password; password01, password02, etc.) to figure it out. If your password is simple to guess, anything it protects is also simple to access. 5. Make passwords as simple as possible to remember. My e-mail password was R2D2-NotrecommendedforDagobah a few years ago. It's easier to recall than the 8-character example in number 1 (k5wT!1*a), despite the fact that it has 29 characters. It's also more difficult for a computer to break. Because my e-mail provider didn't allow spaces, I used it without them; but, if you can, do so; spaces count as special characters, and certain password cracking programmes still have issues with them. 6. Do use a password manager. A password manager is a programme (usually an app) that stores your passwords for various websites. As a result, you won't have to remember all of your passwords. Because you'll have to remember the password for the password manager, make sure it's both secure and easy to remember. Check out the EDUCAUSE library's resource or do a google search for "best password manager" and read reviews from a few different sources to locate a good password manager. 7. Use a unique password for each website. Because people have so many passwords to remember, one of the reasons they don't use unique passwords for each site is because they have so many to remember. You don't have to remember all of them if you use a password manager, so there's no justification for duplicating a password. You don't even have to make them easy to remember because you don't have to remember them. If you don't want to utilise a password manager, keep the remainder of the advice in this article in mind. Examples All of these suggestions are great, but how do you come up with a password in the first place? Three proposals are given below, along with examples. Adjusted quotations, song lyrics, and so on can be used. Is there a quote that sticks with you? A line from a song that sticks with you? Don't use it the way it is — it's easy to guess (they're often included in password dictionaries used by hackers), so alter it to something unique and long that you can remember. For example, "All this occurred, more or less" in Slaughterhouse Five can be rewritten as "Allqth1sqhappenedq,mehrqoderqwen1ger." This replaces I with "1" and converts the second half of the line to German by using the character "q" as a space. It's simple to remember or find. Give yourself a password suggestion (for example, "1. Slaughterhouse Five takes place there"). The real Slaughterhouse Five took place in Germany, which gives you an indication as to which language you used. In case you need to look up the line again, you've given the novel a name. It's the letter you used in place of spaces that caused the error. You've also added the number 1, which you substituted for "i." If you can, include spaces once more.

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Источник: https://www.loginask.com/bank-of-america-workday-login-employee

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Workday Integration Administrator job

Workday Integration Administrator

Charlotte, North Carolina;Addison, Texas

Job Description:

Position Summary

The Workday Integration Administrator is the SME for the large-scale use of both internal and external integrations. This role will have strong technical prowess and be able to solve issues with both completely automated as well as manual solutions. Partners with the other Workday team members, IT, business partners, vendors and business leaders to effectively meet the HR technology needs of the organization. The focus modules are Core HCM, Compensation, Talent, Payroll, Time, Absence, Benefits, Integrations, and Reporting.

Required Skills

•-Design and develop interfaces and conduct unit and integration tests.

•-Manage system integrations within the architecture of the Workday HCM system.

•-Provide support for Workday inbound and outbound integration issues, changes to existing integrations and develop new integrations.

•-Provide support for incident management and integration monitoring.

•-Perform routine break/fix support and regression testing and support the inbound/outbound interfaces to the systems.

•-Ensure accuracy and integrity of data and applications through analysis, coding, clear documentation and problem resolution.

•-Analyze and translate business requirements into functional and technical specifications.

•-Ensure integrations function as designed based on functional and technical requirements.

•-Consult with business and technical teams about interface design and maintenance; collaborate on design decisions.

•-Understand and follow Data Governance and ensure attention to data quality.

•-Understand and follow defined integration/development standards and best practices.

•-Understand and ensure security and data privacy standards.

•-Review business procedures/workflows to ensure system features are being fully utilized and identify Workday features that may improve efficiency.

•-Cohabitate in Sandbox environments and work within an established, well-controlled systems environment by defining, documenting, and enforcing system standards.

•-Provide pre- and post-launch end-user support, change management, issue resolution, testing, and training to enhance and optimize Workday processes.

•-Ability to mass load information via EIBs and knowledge on how to test integration inputs and outputs based on transactional changes.

•-Knowledge on how to create reports and use them in auditing configuration change effectiveness.

•-Document technology specifications for current and future configuration.

•-Maintain accurate change management documentation to satisfy Bank of America’s internal/external audit controls and compliance practices.

•-Understand Workday’s Implementation Methodology and use it on all projects.

•-Act as the domain support for feature releases and issue resolution, supporting the Workday Architect to define scope, prioritize, plan and implement system changes and enhancements.

•-Maintain working functional knowledge of HR and HR systems across multiple functions and teams, driving community collaboration and a commitment to a great support service experience.

•-Foster ongoing Workday relationships – relevant memberships and engagement in Workday Community, User Groups, and Conferences.

•-Act as support to business partners and work to enhance their understanding of Workday.

Desired Skills

•-Bachelor’s Degree in Information Technology or related field; or an equivalent combination of education and experience enough to perform the key accountabilities of the job required

•-Minimum 5 years of related work experience

•-Workday Pro and/or Workday Certifications strongly preferred

•-Ability to work and coordinate with third parties on data related inquiries

•-Experience with integration design and relational database technologies

•-Strong expertise in Workday Integrations and implementation tools (Enterprise Interface Builder (EIB), Workday Report Writer, Calculated fields and Workday Studio)

•-Experience with Web Services and APIs (WSDL, SOAP, REST and WS standards)

•-Technical experience with XML and XLST

•-Understand database architecture, tables, functional interactions, and recognize and understand impacts to downstream systems

•-Proficient in Workday core HR, Payroll, Recruiting, Talent, and Performance, and Benefits business processes.

•-Knowledge of Workday business process, core setup, and security framework

•-Deep understanding of Workday data model, corporate system architecture, interfaces, reporting, and data loading procedures

•-Attention to detail and relentless commitment to follow-through

•-Ability to convey ideas and recommendations to a wide variety of audiences at all levels in a clear, compelling and succinct way in written and verbal communications

•-Strong expertise in project management, business analysis, gather and document requirements, perform UAT and obtain sign-off for production deployment

•-Strong expertise in cloud-based multi-tenant systems

•-Strong ability to work with others on solutions

Job Band:

H5

Shift:

1st shift (United States of America)

Hours Per Week:

40

Weekly Schedule:

Referral Bonus Amount:

0

Job Description:

Position Summary

The Workday Integration Administrator is the SME for the large-scale use of both internal and external integrations. This role will have strong technical prowess and be able to solve issues with both completely automated as well as manual solutions. Partners with the other Workday team members, IT, business partners, vendors and business leaders to effectively meet the HR technology needs of the organization. The focus modules are Core HCM, Compensation, Talent, Payroll, Time, Absence, Benefits, Integrations, and Reporting.

Required Skills

•-Design and develop interfaces and conduct unit and integration tests.

•-Manage system integrations within the architecture of the Workday HCM system.

•-Provide support for Workday inbound and outbound integration issues, changes to existing integrations and develop new integrations.

•-Provide support for incident management and integration monitoring.

•-Perform routine break/fix support and regression testing and support the inbound/outbound interfaces to the systems.

•-Ensure accuracy and integrity of data and applications through analysis, coding, clear documentation and problem resolution.

•-Analyze and translate business requirements into functional and technical specifications.

•-Ensure integrations function as designed based on functional and technical requirements.

•-Consult with business and technical teams about interface design and maintenance; collaborate on design decisions.

•-Understand and follow Data Governance and ensure attention to data quality.

•-Understand and follow defined integration/development standards and best practices.

•-Understand and ensure security and data privacy standards.

•-Review business procedures/workflows to ensure system features are being fully utilized and identify Workday features that may improve efficiency.

•-Cohabitate in Sandbox environments and work within an established, well-controlled systems environment by defining, documenting, and enforcing system standards.

•-Provide pre- and post-launch end-user support, change management, issue resolution, testing, and training to enhance and optimize Workday processes.

•-Ability to mass load information via EIBs and knowledge on how to test integration inputs and outputs based on transactional changes.

•-Knowledge on how to create reports and use them in auditing configuration change effectiveness.

•-Document technology specifications for current and future configuration.

•-Maintain accurate change management documentation to satisfy Bank of America’s internal/external audit controls and compliance practices.

•-Understand Workday’s Implementation Methodology and use it on all projects.

•-Act as the domain support for feature releases and issue resolution, supporting the Workday Architect to define scope, prioritize, plan and implement system changes and enhancements.

•-Maintain working functional knowledge of HR and HR systems across multiple functions and teams, driving community collaboration and a commitment to a great support service experience.

•-Foster ongoing Workday relationships – relevant memberships and engagement in Workday Community, User Groups, and Conferences.

•-Act as support to business partners and work to enhance their understanding of Workday.

Desired Skills

•-Bachelor’s Degree in Information Technology or related field; or an equivalent combination of education and experience enough to perform the key accountabilities of the job required

•-Minimum 5 years of related work experience

•-Workday Pro and/or Workday Certifications strongly preferred

•-Ability to work and coordinate with third parties on data related inquiries

•-Experience with integration design and relational database technologies

•-Strong expertise in Workday Integrations and implementation tools (Enterprise Interface Builder (EIB), Workday Report Writer, Calculated fields and Workday Studio)

•-Experience with Web Services and APIs (WSDL, SOAP, REST and WS standards)

•-Technical experience with XML and XLST

•-Understand database architecture, tables, functional interactions, and recognize and understand impacts to downstream systems

•-Proficient in Workday core HR, Payroll, Recruiting, Talent, and Performance, and Benefits business processes.

•-Knowledge of Workday business process, core setup, and security framework

•-Deep understanding of Workday data model, corporate system architecture, interfaces, reporting, and data loading procedures

•-Attention to detail and relentless commitment to follow-through

•-Ability to convey ideas and recommendations to a wide variety of audiences at all levels in a clear, compelling and succinct way in written and verbal communications

•-Strong expertise in project management, business analysis, gather and document requirements, perform UAT and obtain sign-off for production deployment

•-Strong expertise in cloud-based multi-tenant systems

•-Strong ability to work with others on solutions

Shift:

1st shift (United States of America)

Hours Per Week:

40

Learn more about this role

Full time

JR-21022068

Band: H5

Manages People: No

Travel: Yes, 5% of the time

Manager:

Talent Acquisition Contact:

Michelle Ridout

Referral Bonus:

0

This job was posted on Sun Aug 01 2021 and expired on Thu Aug 05 2021.
Источник: https://lensa.com/workday-integration-administrator-jobs/charlotte/jd/bc8cf2607bcf04d2101434606ed0d327

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Источник: https://careers.bankofamerica.com/en-us

Workday Q2 FY2015 blows past revenue forecast, ups full year estimate

[sws_grey_box box_size="690"]SUMMARY: Can anything stop Workday as it closes in on $1 billion in bookings? It seems not and the addition of BoA as a cornerstone financial services customer bodes well. But...it isn't all plain sailing. [/sws_grey_box]

It's almost boring. Workday blows out another quarter in its seemingly relentless march towards $1 billion in bookings. Add in a massive HR win at Bank of America and it is no surprise the company maintains an eye watering valuation. By the numbers (see also statement - PDF):

Careful management

I'm starting to think that Workday's management team are carefully orchestrating a situation where they become the de facto no brainer choice for systems of record in the 2017 timeframe.

Think about it this way: pretty much every quarter since the company's IPO, Workday has outrun consensus revenue forecasts. Pretty much every quarter it adds another cornerstone customer to further cement its foundational market position. What is truly amazing though is that none of its obvious competitors - SAP and Oracle - have a coherent response that will routinely win deals and it is becoming increasingly difficult to see how they will get on par with Workday's momentum any time soon.  Why would I say that when the competition has so much more market leverage and a seemingly inherent advantage?

CEOs have to satisfy financial analyst expectations. Those are always upward looking yet competitors are saddled with business models that are bound to be dragged downwards in the short to medium term by cloud plays. This has to be managed carefully if those same companies are to retain their dominant position. That drives decisions around cost and we already know that there has been a cull at SAP. That always has a performance impact and not always for the better. Workday has no such legacy so has a clear path to driving expectations in the direction it chooses. It also has a much more easily predictable business model that arises out of the subscription base.

When you factor those issues into the mix, it doesn't matter that both SAP and Oracle can today claim $1 billion in cloud revenue run rate. They still have distractions that Workday doesn't.

To add a bit more spice to the mix, on this quarter's analyst call, Aneel Bhusri, CEO Workday said the company will no longer provide quarterly customer count numbers but will only talk to reaching significant milestones. This has the effect of eliminating one expectational hurdle but I suspect analysts will not be happy. Why?

Annualised Customer Value (ACV) is a key measure for everyone reviewing the enterprise cloud space. So far, Workday has been assessed as earning around $500,000 per customer on average. That measure can no longer be calculated under Workday's current disclosure regime. I can understand why Workday would do this. Keep the analysts interested. Keep the competition guessing. More prosaically, the explanation given of having a diverse mix of customers and product going into those customers, logically renders ACV as a useless measure. I'm not wholly convinced. However flawed ACV may be, it still provides an important footnote to any understanding of Workday's performance in the medium term

Big customers drive momentum

As a side note, Bhusri said Workday now has 700 customers for HR and 'is closing in on' 100 customers for financials. It also announced its biggest HR deal with 242,000 Bank of America employees. The significance of this and other as yet unannounced financial services customers should not be underestimated. While financial services as an industry segment often invests heavily in innovation, it is prudent and conservative when investing in back office.

The fact BoA has made a decision to go with Workday is a monster. It can only be a matter of time before the entire segment at least evaluates Workday if not buys. Why? This is a segment where when one falls into the hands of a named vendor, others follow suit. We already see evidence of that in other geographies. That alone will provide huge momentum for Workday going forward at a time when SAP for example has been struggling to articulate a well differentiated message for that same segment.

Just one final note on the financial services segment. These customers tend to be very large. That means fat deals. That in turn means Workday has a much easier time finding the best and the brightest sales people eager to earn substantial commission income.

More broadly, the stellar growth of momentum vendors like Workday, Salesforce and NetSuite heavily implies we're in the middle of a buying cycle refresh for back office. That spells opportunity and all these vendors are reaping the reward while competitors backfill with existing customers.

Based on these assumptions combined with both an annual revenue forecast now pegged at $760-770 million and deferred revenue standing at $409 million from $333 million in January 2014 make me more confident than ever that Workday will easily reach my bookings target of $1 billion by this time next year.

Non-GAAP measures

So with all this good news, is there anything to dim Workday's day in the sun? (sic) Yes. On a GAAP basis, losses for the quarter widened substantially to $69 million with stock based compensation contributing $40.8 million or 59% to that total. Fortunately, Workday was able to keep cashflow in check largely because of its invoicing methods and use of stock options plus some investing activity. Even so, we should recall that its $1.8 billion cash pile is offset by $479 million in convertible loan stock. That chicken will come home to roost one day.

What next?

Workday financials is due for as refresh. (Disclosure: Workday has been a consulting client on its financials product and I am due to offer some sense testing for the next release under non-disclosure.) I have no current insight into what that might bring but my best guess is that the company will be looking towards better analytics, fill ins for current functional weakness and scaling up as it seeks to attract the more lucrative financials customers. I will report more once I am out of non-disclosure.

On the HR side, the recently released recruiting module appears to be doing well but there is always more to be done in this space. In recent times, Workday has been doubling down on the technology play with a series of webcasts featuring Naomi Bloom, a long time Workday fan and ardent believer in what she calls the 'true SaaS' model to which Workday largely adheres. Start here for the first of four webcasts. While this may seem counterintuitive for a solution that Workday wants everyone to use, the fact is that big customers want solid technology assurance.

For further insights, I highly recommend reading Larry Dignan's absorbing report of a recent conversation with Mike Stankey, COO Workday.

Disclosure: SAP, Oracle, Workday and NetSuite are all premier partners at time of writing.

Related stories from around the web

Источник: https://diginomica.com/workday-q2-fy2015-blows-past-revenue-forecast-ups-full-year-estimate

James Mahoney, champion of sustainability at Bank of America and Stanford, dies at 67

By Mark Golden

This article is adapted fromthe obituary written by the Mahoney family.

On August 8, Bank of America, Stanford University and the world lost a passionate advocate for sustainability, James E. Mahoney.

Mahoney, age 67, passed away at his home in Newton, Mass. due to complications related to an accident a year ago while he was pursuing another of his passions ­­– cycling. As Bank of America’s global corporate communications and public policy executive, Mahoney strongly and successfully advocated for support of research at Stanford and elsewhere on sustainable energy technology and on the finance of sustainability broadly, especially in the world’s developing economies.

“Recalling the first time I spoke with Jim, he called, out of the blue, to say that he was interested in supporting research on making coal cleaner," said Sally Benson, director of the Global Climate & Energy Project and co-director of the Precourt Institute for Energy at Stanford.

"After a lengthy discussion, he agreed that supporting a broad portfolio of clean energy options made more sense. And so began our relationship with Jim and the Bank of America,”  said Benson. “Jim was one of the most effective people I have ever known. If he said he was going to make something happen, he did.

portrait photo of Jim Mahone
Jim Mahoney

"I can’t express my sense of loss. Jim will be missed by so many. We were all hanging on for his recovery from that terrible accident,” said Benson. “Jim was an inspiration and friend to me – I will miss his good advice, wonderful sense of humor and generous spirit.”

Mahoney spearheaded Bank of America’s partnership with Stanford. In 2013, the company became a sponsor of the Global Climate & Energy Project, a $225-million effort to invent a broad swath of sustainable energy technologies. Bank of America appointed Mahoney as its representative on the project’s management committee. In 2018, Bank of America became a founding member of the Precourt Institute for Energy’s Strategic Energy Alliance by funding the alliance’s Sustainable Finance Initiative. Later that year at Stanford’s Global Energy Forum, Bank of America’s chairman and chief executive Brian Moynihan discussed how his bank works with companies on sustainability and the bank’s $125-billion environmental business initiative at that time. Anne Finucane, the bank’s vice chairman, will speak at the online Global Energy Dialogues on Sept. 15.

“Jim was one of those people who just made us better than we otherwise would be,” Moynihan said in a statement. “He had a sense of the outside in, reading a situation as few could and ushering us through big opportunities as well as difficult times with wisdom, humor and great thinking. He led by standing with you.”

Mahoney was a board member of the National Urban League, of the New England Council, and the U. S. Chamber of Commerce Center for Capital Markets. According to the obituary written by his family, Mahoney recently become interested in substance use disorder counseling and earned a counseling certification from the University of Massachusetts. This led him to work with men struggling with addiction at the Suffolk County House of Correction. Mahoney told his family that the evenings he spent with the men at the jail after a long workday at Bank of America gave him perspective and energized him to do even more.

“Jim was the consummate gentleman, a great friend to Stanford and a widely respected representative of Bank of America,” said Thomas Heller, faculty director of the Sustainable Finance Initiative and emeritus professor of Stanford Law School. “My hope is that even a small drop of Jim’s spirit and courage will reappear in the evolving plans that encompass our initiative, as recognition of the ambitions and contributions with which he left us.”

During his 25 years at Bank of America and its predecessor FleetBoston, Mahoney led public policy, strategy, issues management, media relations and communications globally.  More recently, he concentrated his efforts on key public policy issues, like clean energy, low-carbon financing solutions and delivering on the bank’s environmental commitment years ahead of schedule, only to help establish a new, $300-billion goal. Mahoney helped Bank of America collaborate with Harvard, Georgetown and The World Economic Forum, as well as Stanford. “Those partnerships endure,” the family wrote.

“A true leader, visionary and friend, Jim had a unique ability to align key players in pursuit of positive impact,” said Alicia Seiger, managing director of the Sustainable Finance Initiative. “He was also really fun to work with. His unwavering sense of purpose will remain a guiding light for us, and he will be missed.”

Mahoney is survived by his wife Margaret “Peggy” McLoughlin; his children Caitria, Jake, and Gracia; his seven brothers and sisters; seventeen nieces and nephews; eight grandnieces and nephews; and his former wife Patricia Leydon, the mother of his children. He was born in Newton on September 7, 1952. He graduated from Colby College in Maine in 1974 and earned a master’s degree from Harvard in public health policy.

Before working for Bank of America, Mahoney was chief spokesman for the Federal Reserve Bank of Boston. He also worked in Jerry Brown’s first administration as the California’s governor on technology policy, when he focused on environmental issues.

According to Mahoney’s family, the words of Irish poet Seamus Haney reflect well the challenges of Jim’s last year: “Even if the hopes you started out with are dashed, hope has to be maintained.”

Источник: https://energy.stanford.edu/news/james-mahoney-champion-sustainability-bank-america-and-stanford-dies-67

Bank of America CEO: Employee safety highest priority

Brian Moynihan, president and chief executive officer of Bank of America, said the company’s approach to prioritize the safety and well-being of its employees has been pivotal in helping the country’s second-largest bank navigate the economic crisis related to the pandemic. 

Speaking during a webinar Wednesday hosted by the University of Miami Patti and Allan Herbert Business School, Moynihan explained how in early March the bank moved quickly to safeguard and provide key support for its workforce of some 200,000 employees.

“You have to have a set of principles when you go after a problem,” Moynihan said, “and for us that means responsible growth and that we run a teammate-centric, customer-centric, community-centric, and ultimately shareholder-centric view—but the real question was how to get our teammates, our employees, safe.” 

Support included a “no-layoffs-this-year” policy, a $100-a-day additional childcare compensation for the 40,000 households with children, 100,000 computers for remote work, and “massive amounts” of personal protective equipment.

“That allowed a lot of stability and calmness because the last thing you want is for employees to have to worry and stress,” said Moynihan, who has been CEO since 2010.

In response to questions from Kourtney Gibson, a member of the University of Miami Board of Trustees and president of the University's Alumni Association Board of Directors, and John Quelch, dean of the Miami Herbert Business School, Moynihan answered a range of queries regarding the bank’s strategy to navigate the crisis, its shift to digitized services, the development of new services, and his perspectives on leadership.

Asked to compare the 2008 crisis with the current pandemic, Moynihan identified a marked contrast in terms of the health of the banking industry. 

“In 2008, there was a lot of overleverage in the system in many different ways, while for the current crisis, the banking system was in terrific shape,” he said.

“Our company and our industry were a source of strength because of capital liquidity. We aren’t the problem, and that’s a totally different atmosphere,” he added.

Moynihan said that the pandemic has prompted changes in the bank’s communications and operations, and it has accelerated efforts to digitize services.

“We’ve learned a lot about resiliency, and now, because we realized we could spread people out more easily, our resiliency plan—not only for the pandemic but for situations like the fires in the West, earthquakes, hurricanes, and monsoons—is different,” he said.

The number of Bank of America branches has been reduced from 5,800 when Moynihan became CEO to approximately 4,300 today, he pointed out, adding that the bank would continue its “high touch and high tech” approach to meet the needs of its customers.

“Digital presence has allowed for massive change in terms of what goes on in the branches, and that will continue as we keep refining,” he said, noting that some branches are now fully automated and that customers are  more accustomed to the online services.

Moynihan said that reports indicate the bank has managed the pandemic relatively well—a strong fourth quarter, a projected 4 to 5 percent growth next year, and 90-percent recovery from pre-pandemic figures. While he is optimistic, however, many concerns linger—particularly if the virus persists.  

“The crisis issue is that if this thing goes on too long and the unemployment becomes more permanent—the human issue of unemployment is a tragedy, and we need to help them by providing unemployment benefits,” he said.

Brian MoynihanAdditionally, Moynihan added, it’s critical to “provide a bridge” and continued support for the many facets of the economy—the unemployed, the small businesses, the airlines, the movie theaters, the states and cities, nonprofit museums and venues—that continue to struggle while we await a vaccine.

“The economy has already recovered—the question is, can it stay here, and can we get people to feel safe again?” he remarked.

He credited the bank’s focus on responsible and balanced growth as key to its success. 

Bank of America is headquartered in Charlotte, North Carolina. And a survey several years ago ranked the city 49 out of 50 in the U.S. with opportunities for economic mobility.

“It was kind of a shock,” Moynihan noted, adding that as a result the bank adopted an ambitious initiative to create improved health, housing, entrepreneurship, and job skills opportunities.

In the wake of the George Floyd killing and the deaths of other Black people at the hands of police, the bank provided support to the Smithsonian to launch a “Race, Community, and Our Shared Future.” The  initiative aims to further the conversation about race. Moynihan said that 180,000 of the bank’s employees have already participated in the program.

“We’ve got to have conversations that people understand, not that those are going to solve problems. But without at least starting that understanding, we’re never going to get people to understand what’s going on and what people are really worried about,” he said.

“The way we define inclusion is that you have to be able to bring your whole self to work and be successful no matter where you came from, no matter what your background or education,” he explained.

Moynihan shared that in the aftermath of the attack on the World Trade Center in 2001, he learned a lasting business and leadership lesson about the importance of listening.

“You realize that in a crisis like that, the thing employees need you to do most is just to listen—to be a sponge,” he said. “And then after you do that, you can figure out what they need to get back to do what they need to.”


Источник: https://news.miami.edu/stories/2020/10/bank-of-america-ceo-employee-safety-highest-priority.html

: Bank of america workday

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Workday Q2 FY2015 blows past revenue forecast, ups full year estimate

[sws_grey_box box_size="690"]SUMMARY: Can anything stop Workday as it closes in on $1 billion in bookings? It seems not and the addition of BoA as a cornerstone financial services customer bodes well. But.it isn't all plain sailing. [/sws_grey_box]

It's almost boring. Workday blows out another quarter in its seemingly relentless march towards $1 billion in bookings. Add in a massive HR win at Bank of America and it is no surprise the company maintains an eye watering valuation. By the numbers (see also statement - PDF):

Careful management

I'm starting to think that Workday's management team are carefully orchestrating a situation where they become the de facto no brainer choice for systems of record in the 2017 timeframe.

Think about it this way: pretty much every quarter since the company's IPO, Workday has outrun consensus revenue forecasts. Pretty much every quarter it adds another cornerstone customer to further cement its foundational market position. What is truly amazing though is that none of its obvious competitors - SAP and Oracle - have a coherent response that will routinely win deals and it is becoming increasingly difficult to see how they will get on par with Workday's momentum any time soon.  Why would I say that when the competition has so much more market leverage and a seemingly inherent advantage?

CEOs have to satisfy financial analyst expectations. Those are always upward looking yet competitors are saddled with business models that are bound to be dragged downwards in the short to medium term by cloud plays. This has to be managed carefully if those same companies are to retain their dominant position. That drives decisions around cost and we already know that there has been a cull at SAP. That always has a performance impact and not always for the better. Workday has no such legacy so has a clear path to driving expectations in the direction it chooses. It also has a much more easily predictable business model that arises out of the subscription base.

When you factor those issues into the mix, it doesn't matter that both SAP and Oracle can today claim $1 billion in cloud revenue run rate. They still have distractions that Workday doesn't.

To add a bit more spice to the mix, on this quarter's analyst call, Aneel Bhusri, CEO Workday said the company will no longer provide quarterly customer count numbers but will only talk to reaching significant milestones. This has the effect of eliminating one expectational hurdle but I suspect analysts will not be happy. Why?

Annualised Customer Value (ACV) is a key measure for everyone reviewing the enterprise cloud space. So far, Workday has been assessed as earning around $500,000 per customer on average. That measure can no longer be calculated under Workday's current disclosure regime. I can understand why Workday would do this. Keep the analysts interested. Keep the competition guessing. More prosaically, the explanation given of having a diverse mix of customers and product going into those customers, logically renders ACV as a useless measure. I'm not wholly convinced. However flawed ACV may be, it still provides an important footnote to any understanding of Workday's performance in the medium term

Big customers drive momentum

As a side note, Bhusri said Workday now has 700 customers for HR and 'is closing in on' 100 customers for financials. It also announced its biggest HR deal with 242,000 Bank of America employees. The significance of this and other as yet unannounced financial services customers should not be underestimated. While financial services as an industry segment often invests heavily in innovation, it is prudent and conservative when investing in back office.

The fact BoA has made a decision to go with Workday is a monster. It can only be a matter of time before the entire segment at least evaluates Workday if not buys. Why? This is a segment where when one falls into the hands of a named vendor, others follow suit. We already see evidence of that in other geographies. That alone will provide huge momentum for Workday going forward at a time lightstream finance scams SAP for example has been struggling to articulate a well differentiated message for that same segment.

Just one final note on the financial services segment. These customers tend to be very large. That means fat deals. That in turn means Workday has a much easier time finding the best and the brightest sales people eager to earn substantial commission income.

More broadly, the stellar growth of momentum vendors like Workday, Salesforce and NetSuite heavily implies we're in the middle of a buying cycle refresh for back office. That spells opportunity and all these vendors are reaping the reward while competitors backfill with existing customers.

Based on these assumptions combined with both an annual revenue forecast now pegged at $760-770 million and deferred revenue standing at $409 million from $333 million in January 2014 make me more confident than ever that Workday will easily reach my bookings target of $1 billion by this time next year.

Non-GAAP measures

So with all this good news, is there anything to dim Workday's day in the sun? (sic) Yes. On a GAAP basis, losses for the quarter widened substantially to $69 million with stock based compensation contributing $40.8 million or 59% to that total. Fortunately, Workday was able to keep cashflow in check largely because of its invoicing methods and use of stock options plus some investing activity. Even so, we should recall that its $1.8 billion cash pile is offset by $479 million in convertible loan stock. That chicken will come home to roost one day.

What next?

Workday financials is due for as refresh. (Disclosure: Workday has been a consulting client on its financials product and I am due to offer some sense testing for the next release under non-disclosure.) I have no current insight into what that might bring but my best guess is that the company will be looking towards better analytics, fill ins for current functional weakness and scaling up as it seeks to attract the more lucrative financials customers. I will report more once I am out of non-disclosure.

On the HR side, the recently released recruiting module appears to be doing well but there is always more to be done in this space. In recent times, Workday has been doubling down on the technology play with a series of webcasts featuring Naomi Bloom, a long time Workday fan and ardent believer in what she calls the 'true SaaS' model to which Workday largely adheres. Start here for the first of four webcasts. While this may seem counterintuitive for a solution that Workday wants everyone to use, the fact is that big customers want solid technology assurance.

For further insights, I highly recommend reading Larry Dignan's absorbing report of a recent conversation with Mike Stankey, COO Workday.

Disclosure: SAP, Oracle, Workday and NetSuite are all premier partners at time of writing.

Related stories from around the web

Источник: https://diginomica.com/workday-q2-fy2015-blows-past-revenue-forecast-ups-full-year-estimate

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Источник: https://careers.bankofamerica.com/en-us

Bank Of America Workday Login Employee

7 Do's and Don'ts of Good Passwords

Passwords havea problem that almost everyone has to deal with. We require them for a variety of reasons, including credit card accounts, social media accounts, jobs, and a variety of other things. Despite how common they are and how crucial they are, many of us still struggle to create strong passwords. If you use the advice in this article, you'll be able to build strong passwords that will help you stay safe online. Note: In this article, the term "password" refers to both passwords and passphrases. Generally speaking, Passwords are easier to remember than passphrases because they are longer, more complicated, and more difficult to guess. It's a good idea to adopt excellent practices when creating passwords until more secure solutions become widely available. 1. Don't make short passwords. Many people believe that passwords should look like k5wT!1* an in order to be secure. So we try to keep them as brief as possible in the hopes of remembering six or eight characters. There are two issues with this approach. A random mess of characters is rarely easy to credit union st louis mo, and a short password just doesn't have enough characters to make it tough for a password cracking programme to figure out. The minimal password length advised to avoid password cracking programmes is 14 characters. What is the length of your passwords? 2. Don't keep your password anywhere where it can be easily guessed. If you've written down your passwords and kept them somewhere accessible to you, chances are strong that they'll be accessible to others as well. These (and many others) are easy to find: the sticky note under your mousepad or keyboard, the password file, the list in your desk drawer. If you can easily find your passwords, you can easily compromise whatever they're protecting. 3. Don't keep a password for an extended period of time. There is debate over how long you should wait before changing your password, and many websites have their own rules. However, all experts agree that if someone else knows your password and you don't want them to use it, you should change it. 4. Create a password that is difficult to guess. Because they are frequently used, certain passwords are extremely easy to guess (password, 123456, baseball). Others are simple to figure out because the characters are connected, follow patterns, or are single words from a dictionary (asdfgh, xoxoxoxo, initiative). Personal information is another easy category to guess because so much of it is readily available (your sister's name, your father's birthday, your phone number, etc.). Many people use variants of the same password across several sites, but this can be easy to guess as well, especially if the person attempting to log in is unfamiliar with the password; password01, password02, etc.) to figure it out. If your password is simple to guess, anything it protects is also simple to access. 5. Make passwords as simple as possible to remember. My e-mail password was R2D2-NotrecommendedforDagobah a few years ago. It's easier to recall than the 8-character example in number 1 (k5wT!1*a), despite the fact that it has 29 characters. It's also more difficult for a computer to break. Because my e-mail provider didn't allow spaces, I used it without them; but, if you can, do so; spaces count as special characters, and certain password cracking programmes still have issues with them. 6. Do use a password manager. A password manager is a programme (usually an app) that stores your passwords for various websites. As a result, you won't have to remember all of your passwords. Because you'll have to remember the password for the password manager, make sure it's both secure and easy to remember. Check out the EDUCAUSE library's resource or do a google search for "best password manager" and read reviews from a few different sources to locate a good password manager. 7. Use a unique password for each website. Because people have so many passwords to remember, one of the reasons they don't use unique passwords for each site is because they have so many to remember. You don't have to remember all of them if you use a password manager, so there's no justification for duplicating a password. You don't even have to make them easy to remember because you don't have to remember them. If you don't want to utilise a password manager, keep the remainder of the advice in this article in mind. Examples All of these suggestions are great, but how do you come up with a password in the first place? Three proposals are given below, along with examples. Adjusted quotations, song lyrics, and so on can be used. Is there a quote that sticks with you? A line from a song that sticks with you? Don't use it the way it is — it's easy to guess (they're often included in password bank of america workday used by hackers), so alter it to something unique and long that you can remember. For example, "All this occurred, more or less" in Slaughterhouse Five can be rewritten as "Allqth1sqhappenedq,mehrqoderqwen1ger." This replaces I with "1" and converts the second half of the line to German by using the character "q" as a space. It's simple to remember or find. Give yourself a password suggestion (for example, "1. Slaughterhouse Five takes place there"). The real Slaughterhouse Five took place in Germany, which gives you an indication as to which language you used. In case you need to look up the line again, you've given the novel a name. It's the letter you used in place of spaces that caused the error. You've also added the number 1, which you substituted for "i." If www mandtbank com myaccounts can, include spaces once more.

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Источник: https://www.loginask.com/bank-of-america-workday-login-employee

Bank of America CEO: Employee safety highest priority

Brian Moynihan, president and chief executive officer of Bank of America, said the company’s approach to prioritize the safety and well-being of its employees has been pivotal in helping the country’s second-largest bank navigate the economic crisis related to the pandemic. 

Speaking during a webinar Wednesday hosted by the University of Miami Patti and Allan Herbert Bank of america workday School, Moynihan explained how in early March the bank moved quickly to safeguard and provide key support for its workforce of some 200,000 employees.

“You have to have a set of principles when you go after a problem,” Moynihan said, “and for us that means responsible growth and that we run a teammate-centric, customer-centric, community-centric, and ultimately shareholder-centric view—but the real question was how to get our teammates, our employees, safe.” 

Support included a “no-layoffs-this-year” policy, a $100-a-day additional childcare compensation for the 40,000 households with children, 100,000 computers for remote work, and “massive amounts” of personal protective equipment.

“That allowed a lot of stability and calmness because the last thing you want is for employees to have to worry and stress,” said Moynihan, who has been CEO since 2010.

In response to questions from Kourtney Gibson, a member of the University of Miami Board of Trustees and president of the University's Alumni Association Board of Directors, and John Quelch, dean of the Miami Herbert Business School, Moynihan answered a range of queries regarding the bank’s strategy to navigate the crisis, its shift to digitized services, the development of new services, and his perspectives on leadership.

Asked to compare the 2008 crisis with the current pandemic, Moynihan identified a marked contrast in terms of the health of the banking industry. 

“In 2008, there was a lot of overleverage in the system in many different ways, while bank of america workday the current crisis, the banking system was in terrific shape,” he said.

“Our company and our industry were a source of strength because of capital liquidity. We aren’t the problem, and that’s a totally different atmosphere,” he added.

Moynihan said that the pandemic has prompted changes in the bank’s communications and operations, and it has accelerated efforts to digitize wicked witch of the west actor learned a lot about resiliency, and now, because we realized we could spread people out more easily, our resiliency plan—not only for the pandemic but for situations like the fires in the West, earthquakes, hurricanes, and monsoons—is different,” he said.

The number of Bank of America branches has been reduced from 5,800 when Moynihan became CEO to approximately 4,300 today, he pointed out, adding that the bank would continue its “high touch and high tech” approach to meet the needs of its customers.

“Digital presence has allowed for massive change in terms of what goes on in the branches, and that will continue as we keep refining,” he said, noting that some branches are now fully automated and that customers are  more accustomed to the online services.

Moynihan said that reports indicate the bank has managed the pandemic relatively well—a strong fourth quarter, a projected 4 to 5 percent growth next year, and 90-percent recovery from pre-pandemic figures. While he is optimistic, however, many concerns linger—particularly if the virus persists.  

“The crisis issue is that if this thing goes on too long and the unemployment becomes more permanent—the human issue of unemployment is a tragedy, and we need to help them by providing unemployment benefits,” he said.

Brian MoynihanAdditionally, Moynihan added, it’s critical to “provide a bridge” and continued support for the many facets of the economy—the unemployed, the small businesses, the airlines, the movie theaters, the states and cities, nonprofit museums and venues—that continue to struggle while we await a vaccine.

“The economy has already recovered—the question is, can it stay here, and can we get people to feel safe again?” he remarked.

He credited the bank’s focus on responsible and balanced growth as key to its success. 

Bank of America is headquartered in Charlotte, North Carolina. And a survey several years ago ranked the city 49 out of 50 in the U.S. with opportunities for economic mobility.

“It was kind of a shock,” Moynihan noted, adding that as a result the bank adopted an ambitious initiative to create improved health, housing, entrepreneurship, and job skills opportunities.

In the wake of the George Floyd killing and the deaths of other Black people at the hands of police, the bank provided support to the Smithsonian to launch a “Race, Community, and Our Shared Future.” The  initiative aims to further the conversation about race. Moynihan said that 180,000 of the bank’s employees have already participated in the program.

“We’ve got to have conversations that people understand, not that those are going to solve problems. But without at least starting that understanding, we’re never going to get people to understand what’s going on and what people are really worried about,” he said.

“The way we define inclusion is that you have to be able to bring your whole self to work and be successful no matter where you came from, no matter what your background or education,” he explained.

Moynihan shared that in the aftermath of the attack on the World Trade Center in 2001, he learned a lasting business and leadership lesson about the importance of listening.

“You realize that in a crisis like that, the thing employees need you to do most is just to listen—to be a sponge,” he said. “And then after you do that, you can figure out what they need to get back to do what they need to.”


Источник: https://news.miami.edu/stories/2020/10/bank-of-america-ceo-employee-safety-highest-priority.html

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You agree to receive certain documents and information provided by Bank of America and its Affiliates through the Sites and/or through email provided to you via the Sites. This delivery will generally consist of certain Content on the Sites, and certain other documents relating to Bank of America and its Affiliate’s business. This electronic provision and delivery will be regarded by you as appropriate delivery pursuant to any delivery requirements under the various statutes and rules, where applicable, of the Securities and Exchange Commission, the National Association of Securities Dealers and any state or other jurisdiction. You acknowledge that you have the appropriate technological equipment to use the Sites and to receive email via the Internet and understand that your use of the Internet may incur certain operational costs such as monthly fees for a service provider. You agree to notify Bank of America or the applicable Affiliate in the event that you no longer desire to receive content through this delivery procedure and will allow a reasonable amount of time to permit proper delivery to you through other means.

NO WARRANTY

Client acknowledges that any information provided through the Sites is not intended to be a recommendation, offer or solicitation of any particular products or services. In addition, all research, analysis and similar market information from non-affiliated third parties provided represent the views and opinions solely of the author or the indicated source. Bank of America and its Affiliates do not independently verify the accuracy or completeness of such information, nor does Bank of America and its Affiliates endorse any particular views expressed therein. Except for offering memoranda, Bank of America and its Affiliates disclaim any liability to Client for this information or for any consequence of your decision to use it. Client agrees that it shall independently confirm any such information presented through the Sites before relying on such information. Bank of America, its Affiliates and their respective employees, contractors, agents and various contributors to the Sites have no duty to correct or update any inaccurate or out-of-date information on the Sites.

Client acknowledges that it is acting for its own account, and it has made its own independent decisions to enter into a Transaction and as to whether a Transaction is appropriate or proper for it based upon its own judgment and upon advice from such advisors as it has deemed necessary. Client is not relying on any communication (written or oral) of Bank of America or its Affiliates as investment advice or as a recommendation to enter into a Transaction; it being understood that information and explanations related to the terms and conditions of a Transaction shall not be considered investment advice or a recommendation to enter into that Transaction. Further, Client has not received from Bank of America or its Affiliates any assurance or guarantee as to the expected results of a Transaction.

COMPLIANCE WITH LAWS AND INDEMNITY

The Sites may be used only for lawful purposes. Client’s conduct may be subject to local, state, national and international laws. Client agrees that it and any of its Authorized Persons shall comply with this Agreement, applicable laws, rules, regulations, ordinances and other similar national and international requirements of the country, state and province in which you are accessing and using the Sites.

Client agrees to abide by applicable export control laws and not to transfer, by electronic transmission or otherwise, any content on the Sites subject to restrictions under such laws to a national destination prohibited under such laws, without first obtaining, and then complying with, any requisites government authorization. Client further agrees not to upload to the Sites any data or software that cannot be exported without prior written government authorization, including, but not limited to, certain encryption software. This assurance and commitment shall survive termination of these Terms and Conditions. Offices, residents and operations of your organization in Cuba, Iran, Iraq, Libya, North Korea, Sudan, Syria and any other countries that are the subject of sanctions by the United States Office of Foreign Asset Control or other general U.S. embargo restrictions are not permitted to access and use the Sites, and any such access and use is a violation of these Terms and Conditions.

Upon request by Bank of America or its Affiliates, you agree to defend, indemnify and hold harmless Bank of America, its Affiliates, their officers, directors, employees, agents, contractors or other suppliers from all liabilities, claims and expenses, including attorneys fees, that arise from a breach of these Terms and Conditions for which you are responsible, or from third-party claims arising from your use of the Sites. Bank of America and its Affiliates reserve the right to assume the exclusive defense and control of any matter otherwise subject to indemnification by you. Notwithstanding the foregoing, you are not required to indemnify Bank of America or its Affiliates for its own violations of applicable laws.

  • FOR RESIDENTS OF BRAZIL:

    The information contained here does not constitute a public offering or distribution of securities in Brazil and no registration or filing with respect to any securities or financial products available on the Sites has been made with Commisao de Valores Mobiliarios.

  • FOR RESIDENTS OF CANADA:

    The information contained here does not constitute a public offering or distribution of securities in Canada or any of its provinces. No registration or filing with respect to any securities or financial products available on the Sites has been made with any regulatory agency thereof.

  • FOR RESIDENTS OF FRANCE:

    The Sites do not constitute a solicitation to enter into a transaction involving financial instruments, is not being distributed in the context of a public offer in France within the meaning of Article L. 411–1 of the Monetary and Financial Code, and has thus not been submitted to the COB for prior approval and clearance procedure. Any offers, sales or distribution of financial instruments through the Sites shall only be made in France to qualified investors (investisseurs qualifi?s) as defined in and in accordance with Article L. 411-2 of the Monetary and Financial Code and d?cret no. 98–880 dated 1st October, 1998. The contents of the Sites may not be redistributed or reproduced (in whole or in part) by any User. The Sites are made available with the understanding that Users will make investment decisions for their own account with the conditions set out in d?cret no. 98–880 dated 1st October, 1998. By using the Sites, Users undertake not to transfer, directly or indirectly, any financial instrument acquired through the Sites to the public in France, other than in compliance with applicable laws and regulation. Services hereunder may be provided by Banc of America Securities, Limited, as agent or otherwise.

  • FOR RESIDENTS OF GERMANY:

    The Sites are made available only to professional investors as such term is defined in the Securities Sales Prospectus Act.

  • FOR RESIDENTS OF HONG KONG:

    Access to the Sites is by invitation only to institutional investors. No information or material contained in the Sites is or should be construed as amounting to an offer to enter into any transaction or investment whatsoever. The information on these Sites is provided by the Hong Kong branch of Bank of America, N.A., and is compiled from information prepared by subsidiaries and affiliates of Bank of America Corporation. Your agreement for the use of this Site is with the Hong Kong branch of Bank of America, N.A.

  • FOR RESIDENTS OF IRELAND:

    Access to the Sites is by invitation only to professional investors.

  • FOR RESIDENTS OF ITALY:

    Access to the Sites is by invitation only to professional investors as defined in article 31 of CONSOB regulation no. 11522 of July 1, 1998.

  • FOR RESIDENTS OF JAPAN:

    Access to the Sites is by invitation only to financial institutions as defined under the Law Concerning Foreign Securities Firms.

  • FOR RESIDENTS OF KOREA:

    Access to the Sites is by invitation only to professional investors with a valid password. The information contained here does not constitute a public offering or distribution of securities in Korea.

  • FOR RESIDENTS OF NETHERLANDS:

    Access to the Sites is by invitation only to professional market parties as defined in the Dutch Securities Transactions Supervision Act 1995. Securities or other instruments on these Sites are only offered to professional market parties.

  • FOR RESIDENTS OF SINGAPORE:

    Access to the Sites is by invitation only to institutional investors. The information contained here does not constitute a public offering or bank of america workday of securities in Singapore. The information in these Sites is provided by Bank of America Singapore Limited and is compiled from information prepared by subsidiaries and affiliates of Bank of America Corporation. Your agreement for the use of these Sites is with Bank of America Singapore Limited.

LIMITATION OF LIABILITY

THE FOLLOWING LIMITATIONS OF LIABILITY IN THIS SECTION SHALL NOT APPLY TO VIOLATIONS OF LAWS RELATING TO THE OFFER AND SALE OF SECURITIES. YOU ACKNOWLEDGE THAT NEITHER Bank of America, ITS AFFILIATES NOR THEIR OFFICERS, DIRECTORS, EMPLOYEES, AGENTS, CONTRACTORS OR OTHER SUPPLIERS MAKES ANY WARRANTIES OR GUARANTEES WITH RESPECT TO THE SITES, INCLUDING WITHOUT LIMITATION, WARRANTIES REGARDING THE ACCURACY OR COMPLETENESS OF ANY CONTENT, OR WARRANTIES OF MERCHANTABILITY, NON-INFRINGEMENT OF INTELLECTUAL PROPERTY, TITLE OR FITNESS FOR A PARTICULAR PURPOSE. Bank of America, ITS AFFILIATES AND SUCH PERSONS SHALL NOT BE LIABLE TO YOU FOR ANY LOSS, COST, DAMAGE OR OTHER INJURY, WHETHER IN CONTRACT, TORT, NEGLIGENCE OR OTHERWISE, ARISING OUT OF OR CAUSED IN WHOLE OR IN PART BY (I) CLIENT'S USE OF OR RELIANCE ON THE SITES, OR (II) Bank of America’s PERFORMANCE OF ITS OBLIGATIONS UNDER OR IN CONNECTION WITH THESE TERMS AND CONDITIONS. Bank of America DOES NOT REPRESENT, WARRANT OR GUARANTEE THAT THE SITES WILL BE FREE FROM ERRORS OR WILL BE Bank of america workday. FURTHERMORE, Bank of America WILL NOT BE LIABLE FOR ANY DELAY, DIFFICULTY IN USE, INACCURACY OF INFORMATION, COMPUTER VIRUSES, MALICIOUS CODE OR OTHER DEFECT IN THE SITES, OR FOR THE INCOMPATIBILITY BETWEEN THE SITES AND FILES AND THE USER'S BROWSER OR OTHER SITES ACCESSING PROGRAM. NOR WILL Bank of America BE LIABLE FOR ANY OTHER PROBLEMS EXPERIENCED BY THE USER DUE TO CAUSES BEYOND THE Bank of America’s CONTROL. IN NO EVENT WILL Bank of America, ITS OFFICERS, DIRECTORS, EMPLOYEES, AGENTS, CONTRACTORS OR OTHER SUPPLIERS BE LIABLE TO YOU OR ANY THIRD PARTY FOR ANY PUNITIVE, INCIDENTAL, CONSEQUENTIAL, SPECIAL OR SIMILAR DAMAGES, EVEN IF ADVISED OF THE POSSIBILITY OF SUCH DAMAGE.

Because some states or jurisdictions do not allow the exclusion or limitation of liability for certain damages, in such states or jurisdictions, the liability of the Bank of America, its officers, directors, employees, agents, contractors or other suppliers shall be limited in accordance with this agreement to the extent permitted by law.

Neither Bank of America, its Affiliates nor any of their officers, directors, employees, agents, contractors or other suppliers shall be liable in any way, and you agree to indemnify and hold harmless Bank of America, its Affiliates and such persons for (1) any inaccuracy, error, or delay in, or omission of (a) any information on the Sites, or (b) the transmission or delivery of any information on the Sites; (2) any loss or damage arising from or occasioned by (a) any such inaccuracy, error, delay, or omission, (b) non-performance, (c) interruption of use of the Sites due either to any negligent act or omission by Bank of America, its Affiliates, their officers, directors, employees, agents, contractors or other suppliers or to any "force majeure" (i.e., flood, extraordinary weather conditions, earthquake, or other act of God, fire, war, insurrection, riot, labor dispute, accident, action of government, communications, power failure, or equipment or software malfunction) or any other cause beyond the control of the Bank of America, its Affiliates, their officers, directors, employees, agents, contractors or other suppliers. You understand that Bank of America accepts no responsibility for security of information on the Internet.

UK CONDITIONS

Banc of America Securities Limited has approved the Sites for the purpose of Section 57 of the Financial Services Act of 1986. Banc of America Securities Limited is regulated for the conduct of investment business in the United Kingdom by the Securities and Futures Authority Limited. No access to the Sites shall be given in the United Kingdom to Private Customers, as that term is defined under the rules of The Securities and Futures Authority Limited; and any investments will not be made by us to any Private Customer.

CHANGES TO AGREEMENT

Bank of America may make changes to this Agreement at any time, without prior notice to you. Your continued use of the Sites indicates your continued agreement to be bound by this Agreement, as changed from time to time. You should view these Terms and Conditions often to stay informed of changes that may affect you.

GOVERNING LAW

This Agreement shall be governed by and construed under the law of the State of New York and the Federal law of the United States. You hereby consent and submit to jurisdiction in the Federal or state courts of the State of New York, U.S.A. You hereby irrevocably waive your rights to a jury trial.

THIRD-PARTY LICENSORS

The Sites may, from time to time, provide Client with various licensed programs ("Licensed Programs") from third-party vendors ("Vendors") which have been licensed by Bank of America for Client use and/or which require Client to sign a third-party license agreement ("License Agreement"). In using the Licensed Programs, Client agrees that it will

  • protect any confidential information of Bank of America, its Affiliates or Vendors contained in the Licensed Programs;
  • restrict the use of the Licensed Programs by Client solely to conditions agreed upon in the Agreement and the License Agreement;
  • restrict the copying of Licensed Programs to that number reasonably required for Client use and backup purposes
  • include Bank of America and Vendor copyright and all other proprietary notices in the use of all Licensed Programs;
  • prohibit the sale, relicensing, leasing, rental, lending and transferring of Licensed Programs;
  • prohibit, and take reasonable measures to prevent, the decompiling, disassembly, reverse engineering or modification of Licensed Programs;
  • comply with all export laws in respect of Licensed programs;
  • disclaim any liability on the part of Vendors for damages, liabilities, costs or expenses incurred by Client in the use of License Programs; and
  • make all vendors a third-party beneficiary of all Client waivers, disclaimers, limitation of liabilities, confidentiality and IP provisions contained in the Agreement.

BOFA SECURITIES, INC. – FURTHER INFORMATION

"Bank of America Merrill Lynch" is the marketing name for the global banking and global markets businesses of Bank of America Corporation. Lending, derivatives and other commercial banking activities are performed globally by banking affiliates of Bank of America Corporation, including Bank of America, N.A., member FDIC. Securities, strategic advisory, and other investment banking activities are performed globally by investment banking affiliates of Bank of America Corporation ("Investment Banking Affiliates"), including, in the United States, Merrill Lynch, Pierce, Fenner & Smith Incorporated, BofA Securities, Inc. and Merrill Lynch Professional Clearing Corp., all of which are registered as broker-dealers and members of FINRA and SIPC, and, in other jurisdictions, by locally registered entities. BofA Securities, Inc. and Merrill Lynch Professional Clearing Corp are registered as futures commission merchants with the CFTC and are members of the NFA. Investment products offered by Investment Banking Affiliates: Are Not FDIC Insured • May Lose Value • Are Not Bank Guaranteed.

© 2021 Bank of America Corporation.

Источник: https://business.bofa.com/en-us/content/careers.html

3 Replies to “Bank of america workday”

  1. @Sunny shah doesn't work in US, police dosnt get paid that much that they left their job same with teachers. Its only miltary and doctors that gets good benifets.

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