A CFO typically arrives at board meetings with a trusted colleague, the financial planning and analysis (FP&A) leader, who fields tough questions about a business's fiscal health. However, the chief human resources officer (CHRO) often lacks an equivalent ally - the people analytics leader. This is a problem, as the CHRO is equipped with HR fundamentals like turnover and engagement data but lacks someone to translate people data into tangible business outcomes.
The role of the people analytics leader is not new, but it has evolved over time. In the past, this person was often confined to a bookkeeping role in the "manpower" department. However, businesses are now realizing the power of the people analytics role, especially when paired with the CHRO. As the co-founder of a firm that helps companies harness people data to drive results, I've seen the significant difference that partnership can make.
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The role of the people analytics leader is not new, but it has evolved over time. In the past, this person was often confined to a bookkeeping role in the "manpower" department. However, businesses are now realizing the power of the people analytics role, especially when paired with the CHRO. As the co-founder of a firm that helps companies harness people data to drive results, I've seen the significant difference that partnership can make.
← →
Reference: Visit website A CFO typically arrives at board meetings with a trusted colleague who always has their back. That would be the financial planning and analysis (FP⁘A) leader who fields the kind of hard-nosed questions about the fiscal health of a business that board members love to ask.
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