Crunch Time Series for CFOs: The Finance Workforce of Now – Deloitte

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Perspectives

What’s here and what’s next for work, workforce, and workplace

What do finance workers want? We asked them about topics like flexibility, compensation, and meaningful work. Their answers reveal trends that are forging the workforce of the future. Creating a truly dynamic finance function will require the effective management of this future workforce. It will take an understanding of what they really do—and why.
The past few years of unprecedented change, from social upheaval to a global pandemic, have shown workers what they want and don’t want. This is an opportunity for organizations to reimagine their finance function as a dynamic capability that enables the organization to do more: rearchitect the work by applying technology solutions and achieving new outcomes and value; unleash the workforce and engage them in new ways of working; and adapt the workplace so that it reinforces culture and meets employees’ needs for collaboration, physical and remote preferences, and an inclusive, equitable environment.
Our Crunch time report takes an in-depth look at how finance leaders can evolve the work, workforce, and workplace to meet their workers’ needs and the demands of what the future might hold.
As finance organizations and employees dealt with the ripple effects of the pandemic—from evolution in work to personal challenges—here’s what we found out:
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To meet your finance workforce where they are, it comes down to one word: reimagine. Take a step back and reimagine your workforce, the work they do, and where they do it—and why. Start by asking yourself a few questions:
Finance was on the path to the future of work before the pandemic—then organizations were propelled into it. Going forward, we can keep the things that worked, such as workplace flexibility and seeing workers for the humans they are, and innovate on what didn’t, like burnout and isolation. By building a finance for the future, a future-thinking CFO can be the leader their organization, and their people, require. (And this leadership must come from Finance, not human resources.) A finance workforce of empowered workers, technology that augments, and a purposefully designed workplace is built for results and resilience, not just reaction. It’s built to be dynamic—regardless of what the future may hold.

Our Finance Labs explore the “art of the possible” and define your Finance Transformation strategy, bringing to life potential use cases, road map priorities, and future-state benefits. Contact us to learn more.

 
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1 Sue Cantrell, “Skills: The new workforce operating system,” Deloitte, October 21, 2021.
2 Deloitte. “Deloitte 2022 Finance Workforce survey,” 2022.

Contacts

Jonathan Pearce­
US Leader­
Workforce Strategies­
Deloitte Consulting LLP
[email protected]­
+1 212 436 3268
Jessica L. Bier
US Human Capital ­
Finance Transformation Leader­
Deloitte Consulting LLP
[email protected]­
+1 415 783 5863
Priya Ehrbar
Managing Director­
Finance Transformation­
Deloitte Services LP­
[email protected]­
+1 312 486 1451
Beth F. Kaplan
Managing Director­
Risk & Financial Advisory­
Deloitte & Touche LLP­
[email protected]­
+1 619 237 6848
Casey Caram
Senior Manager­
Organization Transformation­
Deloitte Consulting LLP­
[email protected]­
+1 415 783 6802
Dorthe Keilberg­
Partner­
Enterprise & Strategy­
Deloitte Consulting B.V.
[email protected]­
+31 882883944
Taylor Grow
Consultant
Human Capital
Deloitte Consulting LLP
[email protected]
+1 832 248 4753
 

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Transform Finance from function to dynamic capability
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