首席财务官如何招聘和留住合适的人才

© Oliver WymanRecruiting and retaining high-quality talent is a top challenge for any team orinstitution, but especially for chief financial officers. CFOs operate a specificand highly skilled function within an organization, which requires a variety ofniche skill sets within a team. Leaders of the finance function have a limitedtalent pool from which to draw, along with unique challenges of retaininghigh-demand team members against incursions by other organizationsseeking to build out their financeteams.While the labor shortage crisis has dissipated in recent months, the unique characteristics thatmake up a finance team mean that CFOs will face constant pressure to build and maintaintheir teams.Oliver Wyman, in our second biennial CFO survey, found that talent was ahigh priority challenge for CFOs, second only to macroeconomic inflationary pressures.While inflation has eased recently, we expect talent to be an ongoing challenge for CFOs,preventing them from operating at full capacity in service of their organizationalgoals.The talent war for CFOs has been underpinned by a combination of a competitive talentmarketplace due to low unemployment, the pandemic-driven “Great Resignation,”competitors offering significantly higher salaries, and shifting workplace expectations likeincreased working-from-home or differing role desires. The Great Resignation may be in ourpast, but the labor landscape remains changed, particularly with the desire for remotework.The top four challenges cited by the CFOs who responded to our 2022 surveyinclude:•Competition with other companies for the same high-skilledtalent•The ability to revamp recruiting processes to provide more flexibility in job requirementsand allow for remotework•Management of budgets in the face of rapidly escalating labor costs and otheroperatingexpenditures•The difficulty addressing low employeemoraleThis analysis is the final in a series that explored the results from our survey to help CFOsbecome better equipped to navigate strategic challenges. The previous articles covered thechallenges ofstrategic business partneringandplanning and analysis, which were deep-dives into the surveyresults.This piece will use our survey results as a starting point for advice to CFOs on talentmanagement and recruitment that will be helpful no matter the macroeconomicenvironment. © Oliver WymanNAVIGATING TALENTCHALLENGESSix out of 10 CFOs in our survey shared that they struggle to attract and recruit resources,including challenges related to finding talent and providing competitive compensation.About the same percentage shared they were struggling with retaining talent within theirfinanceteams.However, there were a number of insights shared as to what was working to combatchallenges. We identified four key trends with respect totalent.Higher costs of talent:Talent has become more expensive and competitive, in large partbecause of the tighter labor market. While this challenge is not unique to CFOs, they havethe additional hurdle of finding employees with the right skill set for a specialized setof roles. The higher cost of talent, especially with a hard-to-find skill set, requires extraresources for competitive salaries, but also for retaining these sought-after workers in theface of possibly better offers coming from otherorganizations.Shifting values:Similar to the higher costs of talent, employee values have undergonedramatic change in a post-pandemic world. The disruption of COVID-19 caused individualsto reevaluate their priorities and reassess their relationship with work. This meansCFOs must take steps to make careers more interesting to their employees and futurerecruitingprospects.Shifting expectations:A shifting relationship with work has led to shifting expectationson how and where work will happen. This has led to a higher demand for work-from-homeflexibility as well as greater flexibility in working hours. Again, this is not unique to CFOs,but they must navigate how to offer this flexibility while also having their teams meet thenecessary demands of a finance function and keep things runningsmoothly.Automation of work:The digitization and automation of appropriate tasks is clearly atop priority for many CFOs. This automation — whether through artificial intelligence orother digital tools — would fundamentally change the staffing profile of finance functionswithin organizations. However, this integration will take time and necessitate a strategicrealignment of who does what and why within a team. As CFOs are thinking throughautomation, team members are moving on to other organizations, offering higherpayand with advanced needs that better leverage theirskills. © Oliver WymanADDRESSING THERETENTIONPROBLEMAlmost three-quarters of CFOs shared they were struggling with the career model for theirFinance team. Across the board, the sentiment from CFOs is that traditional career paths nolonger work and new strategies are required to manage teams. CFOs have been aware of