Both diversity and inclusion are important considerations in the modern finance world. There are clear benefits associated with organisations that are successful in driving this agenda – both in terms of employee satisfaction and also to the bottom line in terms of profit.
The below article summarises an approach developed throughout the years of my work and explores ways to fully integrate FP&A with other divisions and remove barriers in cooperation.
Ever notice how the personalities and dispositions of animals often resemble humans'? An organisation’s pursuit of adopting FP&A involves personalities of all types. How are they like the creatures that populate our planet? Here is a zoology of analogous types of employees that you might recognise.
So, you’re a C-suite executive, Vice President, Director, Manager, Senior, or Staff financial professional and a high potential and performance team member or members have left the company. The goal of this blog is to provide 5 success factors for retaining and building a FP&A dream team from the perspective of a high potential and performer millennial.
There’s been a steady move towards having more business partner roles in FP&A, similar to other support functions like IT and HR, but what does this all mean for FP&A?
People are the most expensive asset but they are vital to running a successful business and delivering value. However, few organizations understand the why talent management and retention is important to their bottom line.