Bridging the CHRO/CFO Divide

The Ultimate Cheat Sheet to Fostering Collaboration

Between HR and Finance
There’s been plenty written on the differences between the “people side” and the “numbers side” of business.
But the truth is, HR and Finance have a lot more in common than conventional wisdom would have you think.

This cheat sheet provides a comparative overview of some of the new expectations and competencies of the
Chief Financial Officer (CFO) and the Chief Human Resources Officer (CHRO), focusing on the areas where they
converge. This common ground can serve as a great starting point for fostering a more collaborative working
relationship between HR and Finance to drive better business performance.

CFO
Competencies / Functional
VS
CHRO
Competencies / Functional
Expectations1 Expectations2

CO MMO N G RO UND

Organizational Leadership Strategic Evangelists Influence & Leadership

Provides strategic vision and leadership,
facilitating all organizational parts of that
vision to reach common performance
objectives.
Both must engage employees around Inspires their staff, employees and
the company’s strategic vision, mission executive-level stakeholders to support
and goals. and pursue the organization’s strategic
direction, vision and long-term goals.
When working together, it’s important
that they understand each other’s
primary focus and expertise in
evangelizing the company’s strategy.

Business Stewardship Sometimes considered the Ethical Practice

Demonstrates an appreciation of the
importance of the dual aspects of
conformance and performance. i.e.,
safeguarding organizational assets and
ensuring the organization meets relevant
legal and regulatory requirements.
“Fun Police”
Both roles must ensure the highest levels
of ethical integrity. From governance and
financial controls to values alignment
and employment standards, they share
internal compliance responsibilities.
Uses knowledge, skills and abilities to
maintain high levels of personal and
professional integrity—and to promote
integrity and accountability throughout
the organization. Acts as the steward of
the organization’s ethics and culture.

Aside from their similar “fun police”

reputation, both seek to align the
organization’s resources to achieve
performance objectives.

1
Adapted from: THE ROLE AND EXPECTATIONS OF A CFO, International Federation of Accountants, 2013 Continued on next page.
2
Adapted from: THE SHRM BODY OF COMPETENCY AND KNOWLEDGE, Society for Human Resource Management, 2018
 CFO
Competencies / Functional
Expectations1
Business Partnership
Balances the responsibilities of
stewardship with business partnership
and performance.
Drives organizational performance by
ensuring the finance and accounting
(F&A) function supports strategic and
operational functions, delivers on
business objectives, and provides
greater visibility into overall performance.
Integrator & Navigator
Acts as the integrator and navigator
for the organization. Ideally positioned
centrally, alongside the CEO, in
the strategic management of the
organization.
Supports other executives to identify and
implement key initiatives in support of
the organization’s strategy.
F&A Expertise
Guides the organization to efficiently use
resources while also delivering value to
internal stakeholders.
Ensures the F&A function delivers
proactive business partnering, serving as
a role model in the areas of transparency,
quality, ethics and innovation. Establishes
an effective strategy to attract, develop,
and retain the finance talent required to
support the needs of the business.
VS
CO MMO N G RO UND
Performance Management
Rock Stars
Being a strong business partner requires
CFOs and CHROs to have a solid grasp
on the external and internal business
environment. This means understanding
the complexities and challenges faced by
various business functions, as well as by
the organization as a whole.
Together they should use their keen
focus on performance management,
measurement and analysis to drive
business outcomes.
Big Picture Thinkers
They share a broad perspective of the
business as a whole, understanding the
relationship between strategy, market
forces and resourcing when it comes to
meeting company objectives.
As strong collaborators, each with a
wide view of the business, both can
help navigate change and identify
the strategic interdependencies the
company must traverse to be successful.
True Professionals
Domain expertise is as critical to HR as it
is to finance. Neither leader has earned
their position simply because of technical
knowledge or what they know. Rather,
their leadership and influence are based
in part on their behavioral competencies
(how they apply what they know), which
contribute to establishing an effective
finance or HR practice.
The most successful CFOs and
CHROs advocate for their professions,
develop talent within their respective
organizations, and build a culture of
excellence within their own teams.
CHRO
Competencies / Functional
Expectations2
Business Acumen &
Critical Evaluation
Demonstrates the business acumen
needed to understand the organization’s
operations, functions and external
environment.
Uses critical evaluation skills to collect
and analyze qualitative and quantitative
data that will, in turn, inform HR initiatives
and business recommendations.
Navigating the Organization
Understands and works within the
parameters of the organization’s
hierarchy, processes, systems and
policies for effective development
and implementation of HR’s strategic
direction, while also improving HR’s
ability to resolve talent needs and issues.
Supports and facilitates the design,
implementation and maintenance of
initiatives proposed by other executives.
HR Expertise
Understands the technical and
behavioral components of HR practice in
order to create and execute the strategic
direction of the HR function.
Creates and oversees an effective
HR function fully aligned to corporate
strategy, enhancing the effectiveness of
the organization at large, and ensuring
that the company’s talent pool has the
skills and capabilities to achieve its goals.
Not so different after all
With a clearer picture of this common ground,
HR has an unprecedented opportunity to create
an even stronger internal partnership with
finance to get buy-in for talent programs and
drive the success of the organization.

HR PRO TIP
To deliver a more compelling business case for your proposed HR
project or investment, pitch it with the CFO in mind. This means
aligning your initiative with the organization’s strategic priorities and
proving the financial business impact has never been easier.

For tips on how to do this, download

the eBook Making the Business Case
for Talent Management.

DOWNLOAD

Saba offers a radically different approach to talent management. Instead of starting with technology, we focus first on an organization’s vision and
culture. Once we understand their needs, we provide people-centric solutions around performance, learning and engagement that help them work,
learn and grow together to build a thriving future for the organization. Saba. United We Thrive.

© 2018 Saba Software Inc. All rights reserved. Saba, the Saba logo and the marks relating to Saba products and services referenced herein are
either trademarks or registered trademarks of Saba Software, Inc. or its affiliates. All other trademarks are the property of their respective owners.

4120 Dublin Blvd, Suite 200, Dublin, CA 94568 | (+1) 877.SABA.101 or (+1) 650.779.2791 | www.saba.com 02/18