How to Develop a Portfolio of Innovation

With ever increasing compressed product life cycles, innovation is now the norm for companies to merely survive as opposed to thrive. While inventions convert cash to an idea, innovations convert ideas into cash by creating tangible and monetized benefits.

Some jobs, because of the way they are positioned, are unfortunately viewed as high risk / low visibility. The HR professional, though, who uses the “portfolio of innovation” tool to update their CEO on a quarterly basis will have a high visibility / low risk tool with considerable consolidated diagnostic benefits for the entire C-Suite.

In this webinar, learn how to segment core, adjacent and transformational innovations and how each segment is systematically funded in R&D budget lines.

Methodologies force data points into patterns, fostering quicker time-to-market strategic decision making. Learn how HR can aggregate all ongoing innovation projects into a single “portfolio of innovation” sheet to produce the pattern recognition CEOs require as their indispensable tool. The portfolio of innovation methodology functions as a dashboard indicator to all simultaneously deployed innovations, giving the organization a bird’s eye view of their organization.

This webinar will teach you how HR can assume responsibility for maximizing visibility, managing project risk, and optimally timing the roll out of new initiatives, all while achieving synergies among seemingly competing innovation projects.

Vincent Suppa works with startups and investors and teaches graduate courses at New York University. His email is

© Vincent Suppa 2020

What Macro Economics Reveals About HR and Economic Growth: HR Owns at Least Half!

What Macro Economics Reveals About HR and Economic Growth: HR Owns at Least Half!

Part 1 ~ Human Capital Input is the FIRST determinant of Economic Growth

An effective way to innovate HR, or any profession, is to deconstruct it and rebuild it with the building blocks of another profession.

Macroeconomists understand the drivers of economic growth and its three main determinants, (1) labor inputs, (2) financial inputs and (3) productivity. Furthermore, productivity is a function of ability and motivation.

  1. Do employees have the tools to increase labor output? (technology)
  2. Do employees have the motivation to increase labor output? (incentives)

Leveraging tools to increase labor output is a function of technological advancements through IT departments. Leveraging the incentive plans, organizational and job designs, and a company’s culture to increase labor output is a function of advancements in the science of human capital through the HR department.


In today’s knowledge economy, HR is the last person standing as a competitive differentiator.

This macroeconomic equation can be found in most economic courses and reveals that HR owns at least half of all economic growth. HR is accountable for one hundred percent of the first multiplier, labor input, none of the second multiple, financial input, and conservatively, we are accountable for at least half of productivity.

Economic Growth Equation

Macroeconomics confirms HR drives at least half of a firm’s economic growth.

Technology brought into a firm is either externally acquired or internally developed, the former via analysis and judgement of people, and the later, through the KSA’s (knowledge, skills & abilities) of people. Consequently, we can make the aggressive argument that HR is accountable for both human capital stock and productivity. However, this is not a contest and we are merely qualifying our argument using macroeconomics as a vehicle to alter the HR mindset. Consequently, we prefer to say that half of productivity is due to an IT department’s responsibility for in-house technology while HR owns the other portion of productivity through its (1) job design, (2) organizational effectiveness, (3) how it leverages culture, and most importantly, (4) how it uses choice architecture in its compensation plans. (Choice architecture is the second HR Truth in our series.)

HR Avant-Garde Salary Quote

When HR realizes they are accountable for half of its firm’s financial growth, defined not self-referentially through HR, but via the economic growth equation, the mindset of our profession is radically altered.

Part 2 ~ Financial input is the SECOND determinant of Economic Growth

Occupational sociologists tell us that many professions use techniques to maintain a heightened view of their profession comparative to other occupations. Using occupational specific jargon instead of laymen terminology to obscure meaning otherwise accessible to outsiders is one technique. Requiring licensing and certifications, both increasing barriers to entry, are another. The more exclusive a profession becomes in regulating their supply, the higher the intersection point on price against demand for that profession. Professionals cannot always increase their price points by manipulating external demands for their skills, occupational sociologists say, but they can far easier influence supply.

Finance HR

CEOs keep score using Net Income. HR needs to do the same.

HR, though, is unique in that instead of taking an inflated view of itself, it is one of the few professions that deflates its importance by failing to see its overall part in the value chain. The economic growth equation is just one example. Jack Welch spent years leading the HR revolution inside of his company. Welch believes that HR, even above finance, is the most important function in a company. It is both poignant and fundamental that instead of HR making the business case to convince Jack Welch of HR’s importance, it was the CEO of General Electric himself making the argument. It is poignant because when HR becomes too self-referential, defining its own success within HR metrics, it misses just how big the profession really is and leaves it to others to define it. It is fundamental because only a businessperson, like a CEO and not an HR person,, could grasp that HR is the most important function inside a company.

We have always maintained the undisputed premise that being an HR professional and being a business professional with subject matter expertise in HR are fundamentally different things requiring different core competencies. This distinction is perhaps worthy of distinct job titles; it’s undeniably worthy of different price points in the market.

In our asset-light knowledge economy, with all the tools we use commoditized — your competitors downloading the same software on the same hardware as you are — what else are companies competing on other than people? That is why we contend that HR is the last field of competitive advantage. HR understands labor input or human capital stock as the first determinant in the economic growth question. HR, though, is not accountable for the second determinant, financial input, also referred to as capital stock. Notwithstanding, the businessperson with HR expertise will measure human capital against financial capital. We advocate that although HR is not accountable for the second determinant of economic growth, we should express the first determinant (human capital inputs) within the context of the second determinant (financial inputs).

knowledge economy

Human Capital will never be commoditized like the hardware and software so ubiquitously in use today.

Finance is the lingua franca of business. Finance also comprises the bookends of business, telling us the budget to implement various initiatives on the frontend, while measuring its impact via proforma financial statements on the backend. If HR could express the first determinate of economic growth, labor input, within the context of the second determined, financial input, we radically increase the task significance of the entire HR profession.

Task significance is an HR term that quantifies or, at the very least, qualifies the impact employees have on other employees. Task significance refers to employee perception that their work-product lies on the critical path to the success of their coworkers — that their own work product — is significant to the organization. Task significance is powerful when HR deploys it to individual jobs, so how much more commanding is the concept as a meta-approach applied to our entire profession?  On an individual job level, task significance is contingent upon employees viewing their work product along the value chain of the entire enterprise. It is awareness of the interdependency of specific tasks on each other. Applied as a macro-approach to the entire HR profession, it does the same by viewing HR as the first determinant of the economic growth equation that can be expressed, within the context, of the second determinant, financial input.

Task Significance

Task Significance: Do your employees know where they fit on the value chain and which financial ratios they impact?

To examine the relationship between labor and financial, let’s deconstruct these two determinants:

Labor Input: HR owns one hundred percent of the first multiplier of the economic growth equation. Broken down, the quality of labor input is dependent upon employee KSA’s, meaning, their knowledge, skills & abilities. Those KSA’s can be acquired via (1) external recruitment of talent or (2) internal development of talent.

Financial Input: HR owns none of the second multiplier in the economic growth equation. However, this does not absolve HR from measuring its results within the context of financial input. An HR professional uses HR metrics, but a business professional, proficient in HR, uses the metrics of the language of business – finance! There is a plethora of customized metrics to measure labor input against financial input. We will offer a few standard examples to illustrate the point: (1) Human Capital Return on Investment (2) Human Capital Value Added, and (3) Human Economic Value Added.

Why is expressing HR metrics as financial metrics vital? Because it increases the integrity of CEOs who say people are their most important asset. Assets are recorded on a balance sheet; expenses are recorded on the income statement. When CEOs make the pronouncement that people are their most important asset, they open themselves up to the question as to why then, are their most important assets, people, only measured as expenses on the income statement when they could also be measured as the valuable assets they claim on a proforma balance sheet? Human-capital-financial ratios are prerequisite tools to create pro-forma financial documents. When human capital and financial ratios are expressed as a single metric, the CEO can now say people are our most important asset and back up the claim with her proforma balance sheet.

proforma income statement

HR can only credibly call itself a business discipline when it measures its success against financial metrics.

And let’s look at the word proforma. Do you remember the lesson from occupational sociology about opting out of layman terminology to use specific occupational jargon instead? Well, proforma means hypothetical. That’s right, proforma basically means pretend! But which sounds more impressive? Based on the latest projections, you have update the “pretend balance sheet” or “proforma balance sheet”? Words shape our emotional reactions and because the term proforma balance sheet may conceal just how easy it is to calculate. This unproductive fear can scare off most HR professionals from developing their own proforma financial documents as the most powerful tool in their toolkit.

There are even more effective ways for HR to express labor inputs within the context of financial inputs. Just as we used macroeconomics to deconstruct the HR profession, let’s now turn to financial management itself to deconstruct their own internal financial ratios. Because ratios are constructed of individual metrics, it is a simple matter of reverse engineering to deconstruct them back to their original subcomponents. It is the individual metrics within an overall financial ratio that HR can connect to the Duties & Responsibilities section on all Job Descriptions.

The possibilities are interminable, but we will offer one illustrative example. The traditional Return on Asset Ratio or ROA is defined as net income divided by total assets. But what if we deconstructed the equation to its fundamental building blocks.

ROA HR Avant Garde

Use deconstructed financial ratios to link job performance to leading indicators of shareholder value.

The red numerator and denominator define the ratio. Net income can be broken down to more elementary parts while assets can be deconstructed to more fundamental parts as well. (See the illustration above.) Although beyond the scope of this article, we could further breakdown these individual subcomponents to their respective work-products as required to link them to specific job descriptions. This is what we do when we map out the entire value chain of an organization, tying work-products to metrics, and metrics to their relationships on profitability.

Once we deconstruct enough financial ratios – and there are many to choose from – HR can then link every subcomponent to individual duties & responsibilities on respective job descriptions. Through this approach, HR can quantify – not merely qualify – to individual employees how much their work product contributes to Return On Assets. Because ROA is a leading indicator to the ultimate lagging indicator, net income, HR now has a new profit-centric tool for organizational effectiveness and design.

human capital value added

When CEOs say people are our most important asset, the remark has credibility when HR can measure the first economic determent – capital stock – on a proforma balance sheet.

Another simple illustration may include HR providing Six-Sigma training to the production team. Whether creating goods in the manufacturing economy or software in the knowledge economy, a probable result of Six-Sigma training is reduced defects resulting in a decrease in the cost of goods sold (COGS). HR can now tell the Chief Operations Officer the extent of Six-Sigma training’s impact on Return on Assets by virtue of increasing the ROA numerator by reducing costs. HR can automate software to measure an individual salesperson’s or production manager’s impact on different financial ratios or even entire departments. The HR function itself, after initiating a new program to increase productivity, may only need to fill 70% of previous vacancies due to increased efficiencies. For this illustration, this productivity initiative increases the ROA numerator by decreasing SGA costs. HR can now measure its reduced comp plan’s impact on return on assets – or any other ratio considered a vital leading indicator to profitability.

Human Capital Return on investment

If HR only measures people as an expense on the income statement, then the slogan people are our most important asset rings hallow.

From a plethora of financial ratios combined with various combinations of deconstruction, there are indeterminate possibilities of how to utilize this new HR tool. All job descriptions should quantify their task significance by linking the work-product described under the duties & responsibilities clause to the individual metrics that make up respective financial ratios.

Human Economic Value Added

When human-capital-financial ratios are routinely used by every HR manager, HR finally becomes the business discipline CEOs have always needed it to be.

It is an easy thing to merely say that HR person should create shareholder value. This article demonstrates that it is straightforward to quantify this value by linking financial ratios to job descriptions. Going back to the macroeconomic growth equation, this is how HR can articulate the equation’s first determinant (human capital input) within the language of the second determent (financial input). Is there a possible argument why HR should not express its accomplishments in the lingua franca of business?

Part 3 ~ Productivity is the THIRD determinant of Economic Growth

The third determinant of the economic growth equation is productivity. The first question HR asks when an employee is failing is if it is a matter of (1) ability, requiring training and development, or a matter of (2) motivation, requiring adjustments in the comp plan via incentives presented in its choice architecture. This premise holds true for the third determinant, productivity, as well. Productivity is a measure of efficiency. Help desk call centers often quantity their metrics via different variable outputs per shift. Reducing customer queue time or increasing customer first call resolution by increasing headcount may be an example of scalability but it is certainly not an example of increased productivity. Increasing those same two metrics by maintaining or even decreasing headcount certainly is an example of increased productivity.


HR is responsible for at least half of a firm’s productivity as defined in the third determinant of the economic growth equation.

So how does productivity, as our third determinant of economic growth, work when applied to companies? Think of technology as a fulcrum, increasing outputs without increasing inputs or, at the very least, increasing outputs disproportionately higher than a corresponding increase in inputs. To increase revenue, for example, without increasing headcount or billable hours, would be the result of increased productivity.

Certainly, at least half of productivity is owned by the Chief Technology Officer. But productivity is just as much a function of the way individual jobs are designed. Broadening our scope to the way all jobs are holistically designed and integrated along the value chain, the whole idea behind organizational effectiveness is to optimize efficiencies in how firms achieve their outcomes.

Choice architecture, to be discussed in the next HR truth, plays the indispensable role in increasing employee motivation to find never-ending ways to improve productivity. The calculus of productivity also includes how HR leverages and sustains company culture to achieve company-wide outcomes. Consequently, respecting the contributions of both technological advancements and the role HR plays in (1) job design, (2) organizational effectiveness, (3) incentive pay plans and (4) leveraging culture, we posit that while IT is accountable for half of productivity, our beloved profession is accountable for the other half.

Our Conclusion:

HR, as a profession, becomes bigger than itself when it is both viewed through the mind of a macroeconomist and measured through the eyes of a financial manager.

When we view HR through the economic growth equation, workforce multiplied by financial capital multiplied by productivity – when we view our profession through an equation that might be found in any macroeconomic textbook – we articulate, via a business argument, why HR is vital to economic growth — not defined by ourselves — but by macroeconomics.

Pre-IPO startup companies usually do not have an independent functioning HR department. Although company founders may not view their choices as human capital decisions, even their success depends upon the most important function in their firm — HR!

To be a businessperson with expertise in HR, instead of merely an HR person, is to raise the task significance of our entire profession.

Vincent Suppa works with startups and investors and teaches graduate courses at New York University. His email is

© Vincent Suppa 2019

7 HR Truths that are Undisputed Yet Undiscussed

7 HR Truths that are Undisputed Yet Undiscussed

Note: Each of the truths will have it’s own blog post in this 8-part series.

There is nothing more contagious than an idea whose time has come.

Our beloved HR profession is liberated only when it is no longer defined through its own self-referential lens. Our undisputed yet undiscussed 7 HR Truths become self-evident when HR is sieved through the eyes of a polymath.  This blog series will draw upon a plethora of diverse disciplines that can coalesce our profession into simple yet powerful truths. Imagine an avant-garde approach to HR with seven additional tools in your HR toolkit that have so few moving parts that their impact is augmented by virtue of minimal complications. 

HR Avant Garde 7 truths

Are you asking different questions than everyone else?

Each truth puts HR at the center of business, fostering the powerful dictate that the business of HR is business. Innovation is born out of asking different questions than the masses. Each HR truth instinctively emerges as answers to different questions that demand more from our profession. The most radical thing about these truths is their lack of radicalness. These innate truths sprout from both the common sense and wisdom that can be rediscovered when our profession is stripped of its detritus when we look at HR with fresh eyes.

The best innovators lack hubris by never stating they have the right answer to the different questions they pose, but merely develop a specific point of view they toss out in the marketplace of ideas. These 7 HR Truths make more urgent demands of our HR profession, and so we have clarified these truths so you can see why HR is the greatest backstage pass to business ever.

HR is...

Each truth puts HR at the center of business.

There is nothing more contagious than an idea whose time has come, so stay tuned for our next 7 blog posts! 

7 HR Truths:

  1. HR is accountable for at least half of a company’s growth.
  2. HR owns most of the problems a company experiences through its choice architecture.
  3. HR is the last field of competitive advantage, making every company an HR company.
  4. HR explains the gap between tangible book value & market capitalization.
  5. HR is not Admin; it is the indispensable Internal Marketing Department.
  6. GAAP does not accurately reflect a company’s worth as it exists in the knowledge economy.
  7. Compensation Plans are optimized when developed within the context of a nation’s tax code.

Vincent Suppa works with startups and investors and teaches graduate courses at New York University. His email is

© Vincent Suppa 2019

The Quick Time-to-Market Business Memo

Don’t work hard. Work smart! Working smart means more productivity in less time.

HR Avant Garde ™ maintains that the key to creating rapid time-to-market successful business strategies is pattern recognition. Why treat each business problem as a unique snowflake when you can discover commonality among business problems to arrive at quicker business analyses?

What is the first step in solving a business problem? It is not to find the root cause, but to have your attack plan ready to go as the tool that will help you discover both root causes and their corresponding solutions more quickly.

Time is the great equalizer – your only resource that is not scalable. Is working long hours really a badge of honor or perhaps an indication that we need to improve our efficacy? As we try to outrun lesser versions of ourselves, I am sharing with you this webinar where you can gain the skill acquisition to work smarter!

  • Learn the commonality among most business problems.
  • Develop your own customize template to use on-the-job for the rest of your career.
  • Scale your new business memo template from 90 second verbal responses to yearlong project management analysis.

Vincent Suppa works with startups and investors and teaches graduate courses at New York University. His email is

© Vincent Suppa 2017

Have a Better Resume than the Other Candidate

The resume is the ultimate self-marketing tool, and yet, when was last time its structure was reinvented in response to structural changes in the job market?

The only indicator a hiring manager has of your knowledge, skills and abilities is her perception of what those abilities are. While what you know is important, what the hiring manager perceives you know remains as the only indicator at her disposal.

We spend small fortunes on university degrees to gain skill acquisition while the resume – and its LinkedIn counterpart – remains as the more important vehicle to account for how potential employers & recruiters perceive you.

In this webinar, you will learn resume techniques based upon Information Theory & Interdisciplinary Epistemology. We will represent your resume and deconstruct its individual bullets as boundary objects using pedagogy in one discipline within the context of another. Adopting heuristics to resume structure, we will also create mental shortcuts recruiters can use to ease their cognitive load of making a hiring decision.

Your resume is a self-promotional marketing tool that is underutilized when candidates treat it as a summary of experiences instead of a document accurately reflecting how the financial value you add to the firm exceeds the financial value of your remuneration.

  • Leverage information theory techniques because resumes are the epitome of potential information transfer.
  • Use Information Theory to increase the gravitas of the words you choose.
  • Align resume format against how recruiters scan resumes.
  • Learn techniques to improve clarity of each resume bullet.
  • Link resume bullets to organizational metrics & financial outcomes.
  • View your resume as a real estate broker views a neighborhood.
  • View each resume bullet as Hollywood views the way movie posters market their movies.

Why hire me to revamp your resume when you can listen to this webinar and do it yourself!

Vincent Suppa works with startups and investors and teaches graduate courses at New York University. His email is

© Vincent Suppa 2017

BIG DATA: How to Explain It & How to Use It for Your Career

BIG DATA is the triumph of data over intuition. But who wins and who loses?  Who is perceived as having the best intuition? That would be the seasoned professional with twenty years in his field who goes with his gut instinct to make the tough calls.

When a June 2014 Harvard Business Review cover story said experience is overrated, I considered the all the traditional trends that are less and less correlated to success and how this is a big advantage for the less experienced! Newly entered professionals could gain advantages on par or greater than their more seasoned counterparts.

HBR Experience is Overrated
The world is changing at increasing rates as companies are competitively forced to compress their product life cycles.  Firms must acquire more of the talent they immediately need instead of having the luxury of time to develop it from within. This puts pressure on budgets to migrate from L&D to comp plans.

Illustrating the impact on recruiting, imagine a company needing to hire an in-house recruiter. It must select between a recruiter with twenty years of experience against one with five years of experience. Our candidate with less experience, though, has almost all of her recruitment experience in big data analytics to pull candidates in through social media. She never posts jobs since her developing expertise lies in pull recruitment!  Instead, she developed skills in big data analytics to get coders to script the right algorithms to target qualified candidates who did not even realize they were looking for a new position.   

Meanwhile, our more seasoned recruiter has two decades in traditional push recruitment. He posts jobs before wading through hundreds of qualified and unqualified resumes alike just to tell the difference.

Never before could the less experienced adequately compete with the more experienced. If experience is overrated, it is because it has been replaced by employee nimbleness – the ability of employees to learn.  HR Avant Garde invites to you to learn the practical side of big data.

In this BIG DATA webinar, updated from two years ago,  we invite you to learn:   

  • How BIG DATA changes career paths of even the most unsuspecting!
  • How BIG DATA changes the way business decision are made.
  • How BIG DATA changes who makes the decisions & the reshuffling balance of power.
  • What BIG DATA skills can you bring to the office tomorrow to increase your value?

Vincent Suppa works with startups and investors and teaches graduate courses at New York University. His email is

© Vincent Suppa 2017

An Executive Perspective on HR: A Strategic Framework for HR

There are no HR problems. There are only business problems with HR solutions.

Most HR professionals speak with confidence about whether or not they are adding value to the HR function. However, executives no longer think that is good enough. The C-suite is now demanding to know if HR adds shareholder value to the business – not to its own function.

When HR is not adding shareholder value and performs as a hygiene factor, firms accept industry standards and decrease their vertical integration by outsourcing significant portions of the HR function.

CEOs do not want to have HR conversations with HR. They want to have great business conversations with HR. How can HR measure its business success instead of merely its HR success? This is accomplished by discovering the link between HR initiatives and, through pro forma income statements, its impact on net income.

When HR professionals don’t present pro forma income statements as part of their project portfolios, they are bereft of the information that  definitively answers the question, “Did HR add shareholder value?”

In this webinar, discover eight income statement categories that all HR initiatives should impact. If your HR project does not impact at least one of these eight categories, consider not greenlighting the project at all for the benefit of the company.

Vincent Suppa works with startups and investors and teaches graduate courses at New York University. His email is

© Vincent Suppa 2017

Hacking HR: The New Employee – Employer Compact

Welcome to our new feature entitled Hacking HR. We are developing content specifically to help non-HR professionals navigate the system to gain access to coveted jobs.

Why Hacking HR? Executives and company founders create new positions within their firms while entrusting HR as gatekeepers of those jobs.

Hacking HR will expose non-HR professionals to specific operational advice – tips you can immediately begin using – to enhance both the quality and earning ability of your professional life. Learn from an HR insider on how HR decides on who passes through the gate and who does not.

In our first installment of Hacking HR, we present an 18-minute webinar explaining why this new feature is even necessary. You will learn how the Employer-Employee Compact of past decades has been eradicated with many firms still acting – to the detriment of its employees – as though no such radical transition has taken place.

Today’s new employer-employee social compact has not been explicitly acknowledged, although it’s now an implicit part of today’s economy.

  • Learn about the new compact that openly recognizes jobs are not permanent, but the employer-employee alliance can be permanent to the benefit of both.
  • Leverage the new business reality by making the business case why your employer should encourage – and pay even pay you – to build networks & expertise outside the firm.
  • Leverage your former company by either joining or even establishing an active alumni network.

Once you understand this new compact, we believe you will agree that hacking HR – ethically of course! – is more needed than ever.

Vincent Suppa works with startups and investors and teaches graduate courses at New York University. His email is

© Vincent Suppa 2016

Financial Literacy (Part 3): The Strategic Cube Method

At every meeting, HR Avant-Garde reminds its members that mere acquisition of knowledge is not what enables us to professionally excel. Professional excellence happens when that knowledge is applied to profoundly change how we approach our profession.

Our two previous posts and 18 minute webinars provided financial literacy for the income statement, balance sheet and cash flow statement. We now present how to use this knowledge to improve the quality of your professional life.

We introduce a new approach to apply financial knowledge to business strategy by presenting the Strategic Cube Methodology.

This quick time-to-market approach has served several professional pursuits:

  • Reaching for Job Interview: Many candidates scour the internet to repeat back to the interviewer what they already know about their own company. Instead, imagine the power of a candidate concluding her interview after articulating something strategically applicable about the company.
  • Analyzing the Competition: Reverse engineer your competitor’s public financial documents to determine their strategy.
  • Quarterly Strategic Review: Identify any gaps between a company’s mission statement and its tactical execution. This is known as strategic drift.
  • Positioning your Startup Company: Target lagging metrics to ensure they match intended strategy and measure how closely both stay on track.

In eighteen minutes, learn The Strategic Cube Method and, perhaps, come up with ideas on how to build and customize your own!

Vincent Suppa works with startups and investors and teaches graduate courses at New York University. His email is

© Vincent Suppa 2016

Financial Literacy (Part 2): The Balance Sheet & Cash Flow Statement

From our preceding post, Financial Literacy (Part 1): The Income Statement, we discussed how to avoid HR malpractice by developing HR solutions aligned with the financial conditions of the company.

Just as a medical doctor requires checkups prior to handing out Rx slips, the conscientious HR practitioner will gauge the strength of the company – measured as financial health by investors and executives alike – through a financial check prior to recommending the best course of human capital intervention.

In the next 18 minutes, take another important step toward financial literacy by understanding the balance sheet and cash flow statement while also learning to create additional financial ratios that will make you a conscientious HR practitioner.

Vincent Suppa works with startups and investors and teaches graduate courses at New York University. His email is

© Vincent Suppa 2016