If you can convince the CFO of the value of an investment, life becomes a lot easier. Unfortunately, this level of comfort isn’t always easy to attain. CFOs are professional skeptics, tasked with weeding out the prudent from the frivolous. Even a great idea, if not expressed correctly, will fall victim to this executive’s budgetary scythe. Human resources investments are particularly susceptible to this fate, as the department tends to be perceived as pure overhead. You can change the image of the HR function – corporate recruiting, especially – as long as you learn to speak the CFO’s language.
Over the next few days, we’ll take a look at how to fame your investment cases for process improvement, talent management and talent market intelligence in terms and concepts that will resonate with the most diligent of finance executives. When you explain to the CFO that you have a way to cut costs or increase ROI through corporate recruiting initiatives, you’ll be more likely to find yourself with a new ally.
Remember: it’s a mistake to characterize even the most “difficult” CFO as obstructionist. Doing so puts up a mental block in you that will impede your efforts. Instead, think of the CFO as your company’s protector. It’s your job to show that the investment you want to make will be good for everybody. This week, you’ll gain some tips for doing exactly that.