Top Ten Actions for Highly Effective Finance Business Partners

Finance Business Partners are like many other support specialists extremely “time-poor.” Given the highly presurised weekly and monthly cycles that most work under, it’s all too easy to get sucked into the act of just “doing” as opposed to thinking and then influencing strategically. Our work at PPI with many functions reveals some key action points for finance professionals to look out for and execute.

How does your company’s Talent Management Strategy development process compare?

You would expect that today all companies would see the importance of having a Talent Management strategy yet Jeffrey Joerres, former leader of Manpower, commented in a recent interview in Harvard Business Review, “Nevertheless, companies routinely fail to put in place a workforce strategy that supports their business strategy. Most have done a pretty good job of looking out three years, maybe five, but they don’t then marry that up with the skills they’re going to need.” Talent management can be understood as a set of integrated organizational workforce processes designed to attract, develop, motivate and retain productive, engaged employees. The goal of talent management is to create a high-performance, sustainable organization that meets its strategic and operational goals and objectives consistently going forward.

Opening the door to greater self-knowledge

A key challenge for all leaders today is to be consistent in their leadership behaviour and decision making. This is an important factor in building and maintaining the trust of their people. They also need to be role models of the leadership behaviour identified as critical for giving life to the desired culture that will deliver the expected results. Central to being able to exercise conscious control over their behaviour as leaders is having a good level of self-knowledge.

Equipping High Potentials and Others for Navigating the VUCA world

The notion of a VUCA (Volatile, Uncertain, Complex and Ambiguous) world emerged from the US Army as a means to describe the environment arising post-cold war with the appearance of multilateral and non-state threats. It is an apt description for the environment that business now faces with significant disruption coming from political, economic and technological developments. How do we equip high potential employees and others for navigating this world while retaining their engagement and commitment to the company?