As an HR manager, you''re expected to use financial data to
make decisions, allocate resources, and budget expenses. But if
you''re like many human resource practitioners, you may feel
uncertain or uncomfortable incorporating financial numbers into
your day-to-day work.
In Financial Intelligence for HR Professionals, Karen Berman
and Joe Knight tailor the groundbreaking work they introduced in
their book Financial Intelligence: A Manager''s Guide to Knowing
What the Numbers Really Mean to present the essentials of finance
specifically for HR experts.
Drawing on their work training tens of thousands of managers
and employees at leading organizations worldwide, Berman and Knight
provide you with a deep understanding of the basics of financial
management and measurement, along with hands-on activities to
practice what you are reading. You''ll discover:
· Why the assumptions behind financial data matter
· What your company''s income statement, balance sheet, and
cash flow statement really reveal
· How to use ratios to assess your company''s financial
health
· How to calculate return on investment
· Ways to use financial information to support your business
units and do your own job better
· How to instill financial intelligence throughout your
team
Authoritative and accessible, this book empowers you to "talk
numbers" confidently with your boss, colleagues, and direct
reports--and with the finance department.
關於作者：
Karen Berman and Joe Knight founded the Business Literacy
Institute. They train managers at some of America''s biggest and
best-known companies. John Case has written or collaborated on
several successful books. He has also written for Inc., Harvard
Business Review, and other business publications.
目錄：
Preface: What is Financial Intelligence?
PART ONE The Art Of Finance and why it matters
1. You Can''t Always Trust the Numbers
2. Spotting Assumptions, Estimates, and Biases
3. Why Increase Your Financial Intelligence?
Part One Toolbox PART TWO The Many Peculiarities Of The Income
Statement
4. Profit Is an Estimate
5. Cracking the Code of the Income Statement
6. Revenue: The Issue Is Recognition
7. Costs and Expenses: No Hard-and-Fast Rules
8. The Many Forms of Profit
Part Two Toolbox PART THREE The Balance Sheet Reveals The
Most
9. Understanding Balance Sheet Basics
10. Assets: More Estimates and Assumptions Except for
Cash
11. On the Other Side: Liabilities and Equity
12. Why the Balance Sheet Balances
13. The Income Statement Affects the Balance Sheet
Part Three Toolbox PART FOUR Cash Is King
14. Cash Is a Reality Check
15. Profit ? Cash And You Need Both
16. The Language of Cash Flow
17. How Cash Connects with Everything Else
18. Why Cash Matters
Part Four Toolbox PART FIVE RATIOS: Learning What the Numbers
Are Really Telling You
19. The Power of Ratios
20. Profitability Ratios: The Higher the Better
Mostly
21. Leverage Ratios: The Balancing Act
22. Liquidity Ratios: Can We Pay Our Bills?
23. Efficiency Ratios: Making the Most of Your Assets
Part Five Toolbox PART SIX How to Calculate and Really
Understand Return on Investment
24. The Building Blocks of ROI
25. Figuring ROI: The Nitty-Gritty
Part Six Toolbox PART SEVEN Applied Financial Intelligence:
Working Capital Management
26. The Magic of Managing the Balance Sheet
27. Your Balance Sheet Levers
28. Homing In on Cash Conversion
Part Seven Toolbox PART EIGHT Creating A Financially Intelligent
Department And Organization
29. Financial Literacy and Corporate Performance
30. Financial Literacy Strategies
Appendix: Putting it into Practice Notes
Acknowledgments
Index
About the Authors
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