From Metrics to Money: Building a Workforce Performance Model the CFO Will Trust
From Metrics to Money: Building a Workforce Performance Model the CFO Will Trust
A practical approach to linking people metrics with productivity, revenue and risk.
Most organisations collect more people data than they know what to do with, yet few can show how those metrics drive productivity, revenue or risk. This session explains how one organisation built a simple, credible workforce performance model that Finance was willing to use in planning and investment decisions. The speaker will show how they selected the right metrics, validated cause–effect relationships with Finance, and connected the model to CSRD disclosures. Expect practical guidance, examples, and pitfalls to avoid when creating your own workforce P&L.
This session explores
- Selecting people metrics that materially link to productivity, revenue and risk.
- Designing a workforce performance model simple enough for Finance to use.
- Validating assumptions and ensuring the model earns CFO confidence.
- Connecting internal KPIs to CSRD human capital disclosures.
- Using a workforce P&L to inform planning and investment trade-offs.
Learning outcomes
- Know which people metrics meaningfully connect to business performance.
- Understand how to build and validate a credible workforce performance model.
- Be able to present people metrics in a financially coherent narrative.
- Gain approaches for aligning KPIs with CSRD-ready workforce disclosures.
- Take away practical steps for creating a workforce P&L Finance will trust.
25 February 2026
11:50-12:20 CET
Adam Tombor (Wojciechowski)
Global Head of People Analytics
Value
Lens
Learning Pathways
Why this matters
Boards and investors are asking tougher questions about labour productivity, talent risk and workforce sustainability. At the same time, CSRD raises the bar for audit-ready human capital metrics. HR leaders need a workforce performance model that connects people decisions to commercial outcomes clearly enough for Finance to trust and use in planning. Without this, organisations struggle to secure investment or build a consistent narrative.