Connected finance and HR teams can reshape enterprise planning

金融can improve organizational performance with closer collaboration with HR for more accurate planning across the enterprise and improved bottom line.

人们带给组织的价值始终是高级领导中的一个大力讨论的话题，尤其是与战略规划有关的话题。您可能会认为投资于组织的人民是一个解决的论点，但它仍然使财务持有钱包，并处于不舒服的位置。

首席财务官不能仅仅说“否”，也不能只说“是”来批准对该组织人民投资的请求。像其他业务职能领导者一样，他们将通过提供的工具和信息来做出最好的决定，并与需要保持成本保持平衡。首席财务官及其财务组织是从公司控制的资源中拨款最大价值的专家，以及管理资金如何流入企业。亚搏娱乐电子但是，他们并不是人们如何将资源转化为组织和财务绩效的专家。亚搏娱乐电子That is why without insights and guidance from HR, finance will make people-decisionsfrom a predominantly financial perspective, which obscures the view of the some of the organization’s key growth levers, such as managing headcount to increase productivity or capacity.

财务同意对人的投资有价值。他们想知道的是，有多有价值？他们通常不是在寻找单个数字，而是使用细节清晰地映射价值链。更重要的是，他们想知道哪些对人的投资创造了最多的客户和业务价值，以及实现该价值的途径。为此，人力资源需要用金融语言进行交流，而不是相反。

Here are three effective ways for HR to become conversant in the language of finance when discussing investments in people:

1.中方通过ld up a strong vocabulary around long-range planning

One of finance’s main preoccupations is long-range planning, which aims to achieve and maintain competitive advantages. For the CFO, the more focused objective is setting up the business to generate sustainable positive cash flows. No one would dispute either is possible without assembling a high-performing workforce and leadership, but getting it done requires a deliberate and well-informed people investment plan based on HR’s expertise.HR needs to complement and extend finance’s efforts in long-range planning by developing strategic workforce plans to drive the initiatives of the long-range plan. An essential task for HR is to assess the long-term demand for critical roles against both workforce supply and future trends for skills transformations, hiring, terminations, retirements, and competition.Accordingly, HR’s analysis will identify gaps and surpluses to account for and address. Workforce planners can then build scenarios (build, buy, borrow, or bounce) to close the gaps, incorporating costs with each scenario. Finance then evaluates the proposed options and their associated costs, so HR is empowered to execute and track the chosen options, and assure the right resources are put in place to realize long-range plans.

2. Structure people investment proposals as business cases

为了帮助首席财务官和首席执行官进行审慎，有效的人投资，人力资源需要努力开发业务案件的建议。商业案例应大量利用语言财务的说法，以促进更好的沟通。例如，人力资源可以为员工学习和发展或员工敬业度等计划建立业务案例。然后，他们可以创建场景，以比较培训的成本和时机，从内部与雇用或使用外部承包商进行比较。另一种情况可以将员工敬业度的成本与流失成本进行比较。人力资源以财务理解的格式提出业务案例很重要。365亚博 helps provide HR the data and structure to create business cases in the language of finance. Communicating unambiguously in a common language enables collaborative, data-driven conversations to clarify the assumptions and dependencies around investments in people, and how they map to investments in the business. This language must be rooted in an agreement on fundamentals, such as how headcount is calculated.

3.翻译非传统ROI，以便可以更好地根据财务措施进行评估

Return ratios such as ROI are powerful ways to describe succinctly the performance of a company’s investments and to evaluate future investment opportunities. Finance uses ROI regularly in both cases, such as operating revenue, profit, and expense per employee, as it is another part of the language of finance. Yet, investments in people are difficult to connect directly to financial outcomes. HR can help finance quantify and understand HR’s nontraditional ROI models, such as culture, employee engagement, and training.Remember that to finance professionals, ROI has a very precise meaning. So, HR needs to be careful not to force-fit nontraditional ROI into financial terms. Often, HR can communicate nontraditional ROI effectively using a benefit/cost framework as an agreeable basis to finance in evaluating and comparing people investment options.

不要告诉您的领导同伴该怎么做。向他们展示如何完成。

By connecting HR data to finance’s forecasting and planning systems using a common platform, HR takes the first step in breaking down organizational silos and becomes a model for the rest of the enterprise by actually doing so right at the planning stage. From there, everyone can find the answers to “so what” and “what’s next” questions, thanks to actionable data.

Through a closer collaboration, HR and finance can avoid reaching impasses due to the CFO lacking sufficient contextual information to confidently say “yes” or “no” in their decisions. Instead, HR’s input in areas such as talent and location strategy become codified into the broader business strategy in ways that make sense to finance, who in turn can communicate more effectively to the CEO, where strategic decisions ultimately get made.