Page 42

42 Corporate Talent trends How will tomorrow’s finance function look and how will this affect talent strategies for global business? In new research, Jamie Lyon and Deborah Kops identify seven future trends As the responsibilities of CFOs widen and global finance functions shake up the way they operate, the traditional career path up through the finance function is becoming less clear and less linear. This presents challenges for CFOs planning future talent strategies that will be successful for their organisations, and for ambitious finance professionals considering how to move on in their careers. We have talked to a number of finance professionals at organisations such as Accenture, IBM, Deloitte and Pearson to put together a report looking at these issues, which we have summarised in this article. The report suggests a number of trends that could affect finance talent management in the future, and focuses particularly on the implications of further growth in shared services, outsourcing, the rise of global business services and their relationships with the retained finance organisation. We hope to stimulate the debate on the future of talent management in global finance functions.

‘Super delivery’ hubs The country destination map for shared services and outsourcing is well established, but we expect that organisations looking to set up finance shared service centres, or tap

AP_INT_YCORP_Talent.indd 42

into business process outsourcing operations, will increasingly concentrate demand in a few cities where such operations will aggregate. These cities could become innovation hubs for finance operations and, through their association with large organisations’ brands, will represent low-risk, desirable choices for finance departments.

Talent not cost to drive location Access to talent may take precedence over cost as a driver in places where finance operations through shared services and outsourcing are based, particularly as labour arbitrage continues to diminish. Organisations will look closely at the capability profiles in certain locations, matching skills to work, and source and invest

THE ELIMINATION OF THE FINANCE FUNCTION’S CONTROL OF FINANCE TRANSACTION PROCESSES COULD EVEN REMOVE THE NEED FOR FINANCE SHARED SERVICE CENTRES OR OUTSOURCING in senior talent in locations that they view as key talent pools. As a result, the finance career proposition may become location-sensitive.

Technology and robotic software With the increasing cost of infrastructure and wage inflation for finance operations in the usual offshore locations, labourintensive models are becoming less attractive. While the last 10 years have seen increasing automation of transactional finance activities, there remains a question as to whether levels of adoption will change the game. If they do, impacts may range from the need to move the provision and control of finance transactions back to an ‘onshore’ environment through to decisions to move the control of financial transactions from the finance function

16/04/2013 17:57

AB Malaysia – May 2013  
AB Malaysia – May 2013  

AB MY – May 2013 (Malaysian edition) of Accounting and Business magazine (ACCA)