"I know of only 2 people in HR with degrees
in Finance - I am one of them."
Clark Ingram, Founder and President of People Profits
Case study: Each time that I came on board as the new Chief HR Officer I was able to justify my salary and the expense budget of HR many times over with Hard $$ savings or revenue increases.
HR people are not numbers/systems people.
They feel no obligation to meet or even understand their organizations ROI.
People Profits unique view of HR is the result of a financial/systems mindset:
- HR must be held accountable for their hard $$ ROI.
- Investments must be tracked and evaluated as they are in other functions.
- Hard $$ cost savings must be found consistently.
- Hard $$ revenue increases should be found consistently.
- HR must either cultivate or buy financial expertise.
What areas does People Profits find hard $$s - a few examples.
- The use and cost of recruiters and temporary agencies
- Develop a recruiting strategy and a custom recruiting system.
- This cost is a fraction of the cost of recruiters.
- Your control over selection will rise dramatically.
- Employee turnover
- Determine the root causes of your turnover.
- Develop a strategy and tactics to reduce turnover.
- Review and adjust Employee Benefit plans.
- Find costs that do not benefit the company/employees.
- Plans costs and benefits must relate appropriately.
- Plans must be relevant to your employees.
- Review employee development costs.
- Many development programs are technologically outdated.
- Development programs are under systematized - therefore costly.
So, if HR does not understand that numbers are important:
Request a no cost - no hassle consultation now.