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The role of the Finance Manager is changing. Traditionally, Finance Managers have been responsible for financial reporting, budgeting, forecasting and compliance. Today, organisations increasingly expect them to do much more: influence strategy, support commercial decisions and lead finance transformation. For businesses hiring their next finance leader, the question is no longer simply whether someone can manage the numbers. Can they help the business make better decisions? 5 capabilities shaping the next generation of Finance Managers 1. Commercial thinking Finance Managers are increasingly expected to move beyond reporting what happened and help shape what happens next. That means understanding the broader business, challenging assumptions and translating financial insights into commercial recommendations. In Australia, Hays has identified commercial acumen as one of the most important capabilities for senior finance leaders, highlighting the growing importance of finance professionals who can operate as true business partners. 2. FP&A and strategic planning Forecasting and budgeting remain core responsibilities, but today's Finance Manager needs to think in scenarios. Strong FP&A capability allows finance leaders to identify risks, model opportunities and give leadership teams a clearer view of what lies ahead. 3. Technology and transformation Automation, AI, data and ERP transformation are changing how finance teams operate. Finance Managers don't need to be technologists, but they do need to understand how technology can improve processes, reporting and decision-making. According to Hays, 51% of organisations in Australia's Financial and Insurance Services sector report skills gaps, reinforcing the challenge businesses face in finding professionals with the right combination of technical and future-focused capabilities. 4. Communication and influence The modern Finance Manager needs to communicate with more than the finance team. Whether presenting to executives, partnering with operations or challenging a commercial decision, they need to turn complex financial information into clear, actionable insights. Technical expertise gets the conversation started. Communication and influence help move it forward. 5. People leadership As finance functions become more strategic and multidisciplinary, Finance Managers are also becoming increasingly important people leaders. The ability to develop talent, lead change and build high-performing teams is becoming just as important as technical capability. Hiring for what comes next The best Finance Manager for an organisation isn't necessarily the person with the longest list of technical credentials. It is the person whose capabilities match where the business is going. For a growing organisation, that might mean commerciality and FP&A. For an ASX-listed business, it could be reporting, governance and stakeholder management. For a business undergoing transformation, technology and change leadership may be critical.
Risk, Governance, Legal and Compliance functions are facing a changing talent landscape. While Australia’s broader labour market has seen some easing in skills shortages, specialist professional roles remain challenging to fill. Jobs and Skills Australia’s 2025 Occupation Shortage List found that 29% of occupations remained in shortage, down from 36% in 2023. However, around two in five professional occupations were still experiencing shortages. ( Jobs and Skills Australia ) For RGL&C teams, this matters because the demand for specialist expertise is being shaped by another force: increasing regulatory and operational complexity Regulation is raising the bar The expectations placed on organisations to identify, manage and respond to risk continue to evolve. APRA’s CPS 230 Operational Risk Management standard came into force on 1 July 2025, requiring APRA-regulated organisations to strengthen operational risk management, business continuity and third-party risk management. ( APRA ) The shift is significant. Risk management is increasingly about demonstrating that an organisation can continue operating through disruption, not simply having policies sitting on a shelf. That creates demand for professionals who can connect regulation with practical business outcomes. Specialist expertise remains hard to find Recent data from Chartered Accountants ANZ reinforces the challenge in adjacent risk and assurance disciplines. Its 2026 submission to Jobs and Skills Australia’s Occupation Shortage List found a high likelihood of Australia-wide shortages for Internal Auditors and External Auditors, based on vacancies advertised during 2025. The survey also found that the main reason vacancies went unfilled was a lack of experienced professionals. ( Chartered Accountants ANZ ) This points to an important distinction in the RGL&C market. The challenge isn’t necessarily a lack of people. It is a lack of people with the right combination of experience, technical capability and specialist knowledge. The RGL&C role is becoming more strategic As regulation becomes more complex and organisations face greater accountability for operational risk, RGL&C functions are moving closer to the centre of business decision-making. The professionals working across risk, compliance, legal, governance, audit and resilience aren’t simply responding to regulatory requirements. Increasingly, they are helping organisations understand uncertainty, prepare for disruption and make better-informed decisions. The takeaway: the RGL&C talent market is being shaped by two forces moving in the same direction: increasingly complex risk and regulatory expectations, alongside continued competition for experienced specialists. For organisations, building these capabilities early may be less about filling a vacancy and more about ensuring the right expertise is in place before the next regulatory, operational or business challenge arrives.
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Going for an interview soon? Have you prepared your questions for the hiring manager? Questions show curiosity and interest and the quality of your questions will say a lot about how you think. Here, we share some ideas for your next interview: Ask about the vision for the future – What are the short-term and long-term goals for the business? What are the key challenges in the role in the first 90 days? What skills and knowledge do you think are important for this role? What is your favourite part of working here? What learning and professional development opportunities are available? How do you assess success in the role? Are there any growth plans for the business or new products/services in the pipeline?
Going for a job interview can often be stressful. However, there is no secret to performing well at interviews, you simply need a bit of preparation and practice. Follow this first step to make yourself stand out. 1. Do your homework and ensure your preparation is tailored Research the organisation (their business, history, corporate values, recent announcements etc) Review the job description and familiarise yourself with what the hiring company is looking for (skills, attributes) Reflect on your skills, background and career goals to identify relevant points Be prepared to talk about yourself and consider why you want the job Prepare a few questions for your interviewers 2. Have a real conversation, they have already reviewed your CV Show your personality, attitude and enthusiasm for the role Carefully listen to the questions and formulate your answers in the clearest and most structured way possible Talk about what you can offer the organisation in terms of work and deliverables Focus on achievements rather than listing all your responsibilities Provide examples showing that you went above and beyond in your duties 3. Show your interviewer interest and assess the suitability of the opportunity Understand what made them join the organisation and what they like most about working there Ask about the main challenges the team currently faces Understand what doing well in this role looks like, and how your performance will be assessed Ask about the overall business and the workplace culture Show that you are interested in the job they are hiring for; not just interested in a job
Here, we are focusing on the common mistakes employers make during interviews. Let’s delve into a specific aspect, providing insights and practical advice for improving the hiring process. #1: Unstructured Interviews Unstructured interviews can lead to inconsistency in the hiring process. When there is no standardised framework or set of predetermined questions, different interviewers may focus on different things or ask different questions, making it hard to compare candidates objectively. This can result in biased decisions and the possibility of overlooking qualified candidates. Moreover, these interviews may not provide a complete understanding of how well a candidate fits into the organisation. Without consistent questions and evaluation criteria, it's challenging to assess cultural fit, teamwork skills, and alignment with company values. This may result in unintentionally hiring candidates who don't align with the company culture. To address these issues, employers should implement structured interviews that include a standardised set of questions, relevant competencies, and evaluation criteria. This approach promotes fairness, consistency, and a more accurate assessment of candidates, resulting in better hiring decisions and positive candidate experiences. #2. Exaggerating the Role Firstly, exaggerating the role sets false expectations for the candidate regarding the responsibilities, challenges, and opportunities associated with the position. When the actual job doesn't align with what was promised during the interview, it can lead to employee dissatisfaction and frustration. This may result in decreased motivation, reduced productivity, and even increased turnover as employees feel misled. Additionally, exaggerating the role can have adverse effects on team dynamics and performance. When a new hire joins with inflated expectations, their colleagues and managers may struggle to manage those expectations, resulting in strained working relationships. The mismatch between the promised role and the actual responsibilities can lead to confusion, conflicts, and an inefficient allocation of resources. Ultimately, this can hinder collaboration, productivity, and the achievement of team objectives. To avoid the consequences of exaggerating the role, employers should provide an accurate and transparent representation of the position during the hiring process. This includes clearly outlining the responsibilities, expectations, and potential challenges involved. By setting realistic expectations, employers can attract candidates who are genuinely interested in the role and possess the necessary skills and motivations. Honesty and transparency throughout the recruitment process contribute to positive employee experiences, higher job satisfaction, and a stronger employer brand. #3. Dominating the Interview Dialogue First and foremost, dominating the interview dialogue hampers the ability to gain a comprehensive understanding of the candidate's skills, experiences, and suitability for the role. By doing this, employers limit the opportunity for candidates to showcase their capabilities and express themselves fully. It can result in a superficial evaluation that does not provide a holistic picture of the candidate's qualifications. Furthermore, dominating the dialogue can create an intimidating or one-sided atmosphere, making candidates feel unheard or undervalued. This can hinder their ability to relax and perform at their best during the interview. It also fails to foster a positive candidate experience, potentially leading to a negative perception of the company and its interview process. To avoid dominating the interview dialogue, employers should practice active listening and create a balanced dialogue during interviews. This involves giving candidates ample time to respond to questions, asking follow-up questions to delve deeper into their experiences, and creating a supportive environment that encourages open communication. By actively engaging with candidates and valuing their perspectives, employers can gain a more comprehensive understanding of their qualifications and foster a positive candidate experience that reflects well on the organisation
