How to Evaluate Your Finance Department

Nobody knows your business better than you do. After all, you are the CEO. You know what the engineers do; you know what the production managers do; and nobody understands the sales process better than you. You know who is carrying their weight and who isn’t. That is, unless we’re talking about the finance and accounting managers.

Most CEO’s, especially in small and mid-size enterprises, come from operational or sales backgrounds. They have often gained some knowledge of finance and accounting through their careers, but only to the extent necessary. But as the CEO, they must make judgments about the performance and competence of the accountants as well as the operations and sales managers.

So, how does the diligent CEO evaluate the finance and accounting functions in his company? All too often, the CEO assigns a qualitative value based on the quantitative message. In other words, if the Controller delivers a positive, upbeat financial report, the CEO will have positive feelings toward the Controller. And if the Controller delivers a bleak message, the CEO will have a negative reaction to the person. Unfortunately, “shooting the messenger” is not at all uncommon.

The dangers inherent in this approach should be obvious. The Controller (or CFO, bookkeeper, whoever) may realize that in order to protect their career, they need to make the numbers look better than they really are, or they need to draw attention away from negative matters and focus on positive matters. This raises the probability that important issues won’t get the attention they deserve. It also raises the probability that good people will be lost for the wrong reasons.

The CEO’s of large public companies have a big advantage when it comes to evaluating the performance of the finance department. They have the audit committee of the board of directors, the auditors, the SEC, Wall Street analyst and public shareholders giving them feedback. In smaller businesses, however, CEO’s need to develop their own methods and processes for evaluating the performance of their financial managers.

Here are a few suggestions for the small business CEO:

Timely and Accurate Financial Reports

Chances are that at some point in your career, you have been advised that you should insist on “timely and accurate” financial reports from your accounting group. Unfortunately, you are probably a very good judge of what is timely, but you may not be nearly as good a judge of what is accurate. Certainly, you don’t have the time to test the recording of transactions and to verify the accuracy of reports, but there are some things that you can and should do.

  • Insist that financial reports include comparisons over a number of periods. This will allow you to judge the consistency of recording and reporting transactions.
  • Make sure that all anomalies are explained.
  • Recurring expenses such as rents and utilities should be reported in the appropriate period. An explanation that – “there are two rents in April because we paid May early” – is unacceptable. The May rent should be reported as a May expense.
  • Occasionally, ask to be reminded about the company’s policies for recording revenues, capitalizing costs, etc.

Beyond Monthly Financial Reports

You should expect to get information from your accounting and finance groups on a daily basis, not just when monthly financial reports are due. Some good examples are:

  • Daily cash balance reports.
  • Accounts receivable collection updates.
  • Cash flow forecasts (cash requirements)
  • Significant or unusual transactions.

Consistent Work Habits

We’ve all known people who took it easy for weeks, then pulled an all-nighter to meet a deadline. Such inconsistent work habits are strong indicators that the individual is not attentive to processes. It also sharply raises the probability of errors in the frantic last-minute activities.

Willingness to Be Controversial

As the CEO, you need to make it very clear to the finance/accounting managers that you expect frank and honest information and that they will not be victims of “shoot the messenger” thinking. Once that assurance is given, your financial managers should be an integral part of your company’s management team. They should not be reluctant to express their opinions and concerns to you or to other department leaders.

Source by Fred McKibben

25 Examples of Finance Key Performance Indicators (KPI s) for Small Business

Key Performance Indicators (KPI s) help businesses of all sizes from a small business or SME to a much larger company or organisation define and measure progress toward business goals.

KPI s are quantifiable measurements, agreed at the outset, that reflect the critical success factors of a business or organisation. They will differ from business to business.

KPI s are a critical tool in helping to ensure a business is focused on achieving its desired goals.

There are many examples of KPI s but it is important to recognize that they will vary from business to business and will depend on the specific objectives of a business at a given point.

Finance related examples of KPI s may include any of the following 25 examples of KPI s which is not an exhaustive list:

  • Accounts Receivable Collection Period
  • Cash Flow Return on Investments (CFROI)
  • Cost Income Ratio
  • Cost per payslip issued
  • Creditor days
  • Cycle time to process payroll
  • Cycle time to resolve an invoice error
  • Debtor days
  • Direct costs
  • EBIT
  • Fixed costs
  • Gearing
  • Invoicing processing costs
  • Number of invoices outstanding
  • Number of overdue invoices
  • Percentage of bad debts against invoiced revenue
  • Percentage of financial reports issued on time
  • Percentage of invoices disputed
  • Percentage of invoices under query
  • Profit per customer
  • Profit per employee (FTE)
  • Profit per product
  • Profit per project
  • Return on capital employed (ROCE)
  • Return on Equity (ROE)

There are literally hundreds of KPI s that may or may not be applicable to your enterprise. The key is to identify the ones that a critical to the success of your enterprise.

KPI s are a very valuable performance management tool for sole traders and SMEs through to larger companies and international organisations. Sadly, the need for the use of KPI s is not as understood as it should be in SMEs so therefore are not used as often as they should be.

Small business or SME owners need not be afraid to embrace the use of Key Performance Indicators as there are a number of business to business consultant resources that are there to help a SME develop and identify a dashboard of the most relevant KPIs for their operations so that there is a true understanding of what drives the underlying profit performance which therefore increases the likelihood that an owner will be successful in meeting the stated goals and objectives for that enterprise. Knowledge is power as they say and monitoring KPI s provides that vital knowledge.

Source by Kelly Clifford