It’s all about delivering on target.
Your CFO is responsible for your company's financial condition, but while they may be focused on financial risk, it’s their ability to influence and deliver that HR directors can benefit from most.
The complex and diverse day-to-day role of a CFO will change between organisations, but there’s one characteristic they all share: they consistently deliver.
This is because CFOs are “experts in knowing which levers to pull to deliver organisational outputs”, according to talent and career management experts Right Management.
“They know how to deliver exactly what the Board and CEO need,” said Rosemarie Dentesano, Right Management regional practice leader for talent management in ANZ.
This is a key quality that HR directors would do well to emulate, particularly as new technologies continue to evolve the ways that employees contribute to, and engage with, their workplace.
“Looking into the future, HR professionals will become the organisation’s ‘talent economists’ and will need to develop strategies that anticipate talent needs and understand talent sources,” Dentesano said.
“These strategies will support the organisation’s unique business drivers and evolving needs, together with a focus on how to meet the needs and aspirations of individuals.”
To be successful in this changing role, she added, HR professionals will need to work collaboratively with the CFO.
“Together, they must be able to deliver a talent management strategy and program that is realistic to the organisation’s size and budget,” she said.
The complex and diverse day-to-day role of a CFO will change between organisations, but there’s one characteristic they all share: they consistently deliver.
This is because CFOs are “experts in knowing which levers to pull to deliver organisational outputs”, according to talent and career management experts Right Management.
“They know how to deliver exactly what the Board and CEO need,” said Rosemarie Dentesano, Right Management regional practice leader for talent management in ANZ.
This is a key quality that HR directors would do well to emulate, particularly as new technologies continue to evolve the ways that employees contribute to, and engage with, their workplace.
“Looking into the future, HR professionals will become the organisation’s ‘talent economists’ and will need to develop strategies that anticipate talent needs and understand talent sources,” Dentesano said.
“These strategies will support the organisation’s unique business drivers and evolving needs, together with a focus on how to meet the needs and aspirations of individuals.”
To be successful in this changing role, she added, HR professionals will need to work collaboratively with the CFO.
“Together, they must be able to deliver a talent management strategy and program that is realistic to the organisation’s size and budget,” she said.
