ranging from benefits programs, compliance and recruitment to
IT investment, systems implementation and cybersecurity rely on
the expertise of financial executives to measure the fiscal impact
of shifting industry trends and identify opportunities for growth
across all areas of the organization.”
Robert Half Management Resources highlighted five skills
today’s financial executives need:
1. Leadership. Developing and retaining a talented team are top
priorities for accounting and finance managers. Executives
must excel in guiding their team, including managing and
motivating a multigenerational workforce.
2. Collaboration. As their roles expand into nontraditional areas,
financial executives can only succeed if they work well with
colleagues in other departments.
3. Communication. Financial leaders must be comfortable
sharing information with diverse audiences, from entry-level
staff to the CEO and board of directors. Strong communication
skills stopped being a nice-to-have long ago.
4. Technological aptitude. Executives don’t need to know all the
tricks of new tools, but they should have an innate curiosity
about them and a short learning curve.
5. Change management. Change is scary, particularly when it
comes to work. Leaders need to be able to share news, good
and bad, and what it means for their teams.
ALL WORK AND NO PLAY? CANADIAN
PROFESSIONALS GRADE THEIR
Are professionals living to work or working to live? A new survey
from global staffing firm Robert Half shows it’s more of the latter
these days. More than two-thirds (69 per cent) of workers polled
said they’ve achieved a good to excellent work-life balance. Thirty-five
per cent think it’s getting better compared to three years ago.
“Successful organizations recognize the link between employee
well-being and productivity,” said Greg Scileppi, president of
Robert Half, international staffing operations. “Giving teams
the options and resources to balance their personal lives and
professional obligations helps to reduce stress and can positively
impact their engagement, commitment and overall happiness
In fact, according to Robert Half research linking happy work-ers
with higher productivity and increased loyalty, employees who
felt they achieved symmetry between work and home were twice
as likely to be happy on the job compared to those who reported
So, who should be responsible for work-life balance? Thirty-six
per cent of workers think it’s the company’s job. But in a separate
survey, 24 per cent of business leaders said they believe achieving
that balance is primarily the employee’s concern.
Company leaders should consider how their own approach
to balancing responsibilities can influence their workers, added
Scileppi. “By encouraging work-life balance and making it a prior-ity,
managers set the tone for an attractive corporate culture that
supports employee success and well-being at every level.”
MORE THAN HALF OF CANADIAN HR MANAGERS
SAY THEIR COMPANIES HAVE DEMOTED
How common are demotions at work? According to new research
from staffing firm OfficeTeam, more than half of HR managers
(58 per cent) have seen someone at their company moved down
a rung on the career ladder. Professionals were most commonly
demoted for poor performance (52 per cent) and voluntary demo-tion
(20 per cent).
lightwise / 123RF Stock Photo
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10 ❚ SEPTEMBER 2018 ❚ HR PROFESSIONAL