HR and Total Rewards leaders are under constant pressure to justify investments—not just as good people practices, but as sound business decisions. Yet many well-designed initiatives stall at the budget table because they are not framed in the financial terms that resonate with finance and senior leadership.

This session is designed to help participants build a business case that gets funded.

Through real-world examples and guided, hands-on exercises, participants will learn how to translate HR and Total Rewards initiatives—such as compensation strategy, retention programs, engagement investments, and leadership development—into clear financial outcomes. Participants will learn how to apply key metrics—such as Human Capital ROI (HCROI), productivity, attrition cost, and rewards effectiveness—to quantify the financial impact of HR and Total Rewards initiatives. The focus is on moving beyond intuition and anecdotes to quantify value creation, trade-offs, and the cost of doing nothing.

Key Takeaways:

• Build a practical, finance-ready business case for HR and Total Rewards investments
• Translate workforce metrics (attrition, productivity, engagement, rewards) into financial impact
• Quantify opportunity cost, risk, and trade-offs using utility analysis and ROI concepts
• Connect people investments directly to profit, operating income, and enterprise value
• Communicate recommendations in a way that aligns with how CFOs and senior leaders evaluate capital allocation decisions

This session is ideal for HR, Total Rewards, and people analytics leaders who want to stop defending budgets—and start making confident, data-driven investment decisions about their workforce.