From Silos to Strategy: How EVOCS Aligns Finance and HR Across 45+ Critical Touchpoints

Akanksha April 28, 2025 No Comments

Today, change is the only certainty, while complexity continuously increases—and Finance and HR cannot continue to function independently of each other.

Executives are being urged to go further with fewer means in a way that controls workforce expenses, regulates risk, and maintains personnel supply chains. While the finance teams are challenged to deliver better forecasts, plan and model scenarios, and manage spending on people, travel, and anything else—and much more. These mandates are not exclusive of each other; they are complementary. However, commonly, the systems, processes, and data of Finance and HR functions remain broken.

That’s where EVOCS comes in.

Why HR and Finance Must Move Together

Each and every action related to the workforce—such as hiring or promoting employees, training them, transferring them, or terminating their contracts—has definite financial implications. Similarly, virtually all budgeting outcomes, changes to forecast provisions, or any alterations to expense policies have consequences on people.

When these actions are disconnected, organizations are exposed to the following negative effects:

Inaccurate forecasts
Redundant processes
Delayed approvals
Poor workforce visibility
Manual data re-entry
Unintended compliance risks

It’s not just inefficient—it’s costly.

A Single View of People and Performance

EVOCS specifically enables organizations to eliminate the key areas of difficulty between human resources and financial sectors by engineering an array of touchpoints—with an effective infrastructure of planning platforms, workflow models, and an industry-proven transformation strategy.

If you’re running your PeopleSoft-based HR and your financials in a different system—or if you have a combination of on-premise and cloud systems—EVOCS sets up shared logic, data pathways, and KPIs on the fly that:

Support strategic planning based on required changes in staff
Ensure payment and benefits are accurately passed into cost models
Automate the approval processes needed to quickly implement org structures
Link recruiting, onboarding, and compensation to key financial plans that align with financial goals
Enhance audit trails and reduce tax, legal, and compliance risks

There is not just a line drawn and another line connected with it; we redraw the whole picture.

Use Cases in Action

Here are two true stories of how such thinking goes wrong:

Use Case 1: Financial Reforecasting Aligned with Hiring Delays

One mid-sized technology company approved the creation of 80 customer success positions. HR began recruiting during that period, but the organization faced challenges in ramping up hiring in the market. Finance continued forecasting using a fully staffed model—until Evocs implemented a headcount-to-cost model. In cases of hiring delays or declined offers, every action adjusted expense estimates, cutting forecast variance by 60%.

Use Case 2: Streamlining Procurement and Role-Based Spending

A national healthcare provider used a manual method to manage procurement rights for employees undergoing transfers or promotions. This led to overspending and multiple audit concerns. EVOCS automated the matching process between HR job types and the corresponding approval flows in Finance. Spend limits, system access, and budget visibility changed automatically with each new role—cutting procurement policy violations by over half.

The Outcome: Of Being In Sync That Fuels Flexibility

Companies that strategically align human resource management with finance planning, operations, and analysis can:

Reduce workforce-related forecasting errors by up to 40%
Shorten planning and close cycles by 30% or more
Mitigate time taken for onboarding and ramp-up
Eliminate manual handoff processes and save time and money
Make faster, better-informed strategic decisions

EVOCS goes beyond the mere adoption of systems; it improves the relationship between HR and Finance to enhance overall organizational performance.

Appendix: The 45+ Strategic Touchpoints Between Finance and HR

Provided with subtopics and simple descriptions on each.

Budgeting, Headcount Planning & Org Management

Touchpoint	Description
Approved FTE Plan to Hiring Authorization	HR can only recruit for roles approved by Finance.
Org Changes to Budget Realignment	Restructures impact budget lines; systems must reflect updates.
Vacancy Tracking to Labor Forecasts	Unfilled roles create cost variance if not accounted for.
Headcount Plan to Actual Variance Reporting	Compare what was planned vs. what was staffed to guide hiring.

Payroll, Benefits & Compensation

Touchpoint	Description
Salary Bands to Budget Constraints	Pay ranges should reflect what Finance has allocated.
Bonus Plans to Financial Accruals	Performance-based pay must be forecasted and accrued.
Benefit Enrollment to Payroll & Costing	New or changed elections impact payroll and financials.
Onboarding Packages to Forecasting	Total compensation (including perks) must show up in models.
Leave of Absence to Payroll Adjustments	Time off must reduce or defer labor costs in forecasts.

Financial Forecasting, Reporting & Close

Touchpoint	Description
Attrition Forecasting to Budget Adjustments	Anticipated turnover should update spending plans.
New Hire Timing to Cash Forecasting	Start dates determine when costs hit the books.
Org Chart Access to Financial Dashboards	Promotions/demotions must update reporting visibility.
Incentive Plan Adjustments to Year-End Reporting	Compensation shifts must reflect in accruals.
Workforce Drivers in Financial Models	Every employee has fixed and variable costs attached.

Project & Resource Management

Touchpoint	Description
Project Staffing to Labor Budgets	Assigning people must sync with budget approvals.
Skills to Resource Planning	Match talent availability to project timelines and ROI.
Timesheets to Revenue Recognition	Time logged drives billing and cost realization.
Role Promotions to Spend Limits	New roles often come with new approval privileges.
Overtime Trends to Risk Modeling	High overtime = staffing gaps = financial risk.

Procurement & Spend Management

Touchpoint	Description
Role Changes to Approval Routing	Spend limits should follow employees—not systems.
Manager Updates to Purchasing Limits	New leaders must inherit spend visibility.
New Hire Onboarding to Equipment Budget	Each new hire needs assets; costs must be forecasted.
Travel Policy by Job Type	Frequent traveler roles need aligned policies.
Reimbursements to Payroll Deductions	Correctly record taxed vs. non-taxed expenses.

Recruiting & Onboarding

Touchpoint	Description
Approved Reqs to Budgeted Roles	Hiring starts only once costs are cleared.
Offer Acceptance to Financial Provisioning	Once accepted, comp and tools are activated.
Source of Hire to Cost Analysis	Track recruiting ROI by source/channel.
Onboarding Milestones to Payroll Readiness	Get new hires into payroll without delay.

Performance & Development

Touchpoint	Description
Performance Goals to Bonus Forecast	Goal outcomes drive variable pay.
Training Impact to Productivity Metrics	Training ROI must show up in output KPIs.
Review Ratings to Salary Planning	High performers drive comp changes.
Succession Plans to Budget Reallocations	Promotions must be accounted for in financial models.

Tax, Legal & Compliance

Touchpoint	Description
Employee Location to Tax Jurisdiction	Remote work must match tax obligations.
Work Authorization to Compliance Tracking	Eligibility impacts legal and audit risk.
PTO Accruals to Balance Sheets	Untaken time off is a financial liability.
Equity Grants to Expense Recognition	Stock compensation affects the income statement.

Absence & Separation

Touchpoint	Description
Leave Schedules to Staffing Models	Plan for coverage when people are away.
Long-Term Leave to Payroll Suspension	Adjust forecasts for unpaid time off.
Turnover to Recruiting Spend	High attrition drives costs up.
Exit Workflows to Role Handoffs	Approval chains must reroute automatically.
Final Pay to Forecast Adjustment	Exit packages must be modeled properly.

Innovation, Strategy & Growth

Touchpoint	Description
Product Launch to Headcount Forecasts	New initiatives need new teams.
Learning Plans to Strategy Enablement	Reskilling is a key cost in transformation.
New Teams to Access & Reporting	Fast formation requires fast enablement.
Strategic Shifts to Org + Budget Changes	Major moves need workforce-finance coordination.
Automation to Role & Spend Adjustments	AI doesn’t remove labor—it changes it.