Aligning HR with the CFO: Talent Strategy That Speaks ROI

We have attempted to reflect on how Workforce Planning , Recruiting and Talent strategy should be reframed as strategic functions rather than just operational functions. We have put together a document for your review.

This document reframes Workforce Planning, Talent Intelligence, and Recruiting as strategic business functions���not just support roles. It urges HR professionals to align their work with financial and growth outcomes, using metrics that matter to CFOs and boards.

Key takeaways:

• HR must speak the language of ROI and business impact by tracking metrics like revenue per employee, cost per hire, and strategic role coverage.
• Data-driven decision-making is essential to forecast talent needs, close skills gaps, and guide recruitment based on labor market trends.
• Boards demand visibility into talent risks���from leadership pipeline depth to the agility of redeploying talent in fast-changing markets.
• Draup data assets empower HR teams with insights on skill evolution, hiring difficulty, mobility paths, and role obsolescence to make proactive, informed decisions.
• Success lies in embedding talent metrics into strategic planning, improving workforce agility, and demonstrating the value of talent initiatives through financial outcomes.
• Recruiting must be cost-effective and targeted, optimizing the funnel from sourcing to onboarding using automation, interpreted skill signals, and external benchmarking.
• Workforce agility is a competitive differentiator, and organizations must quantify their ability to redeploy or reskill talent in 30���60 days to respond to change.

In short, for HR functions, this document will be helpful for you to review and plan