A finance leader’s guide to hiring in 2025
With the economic and industrial relations landscape shifting, how should finance leaders approach hiring this year?
As we enter 2025, Australia’s economic environment offers a mix of opportunities and challenges. Inflation remains above national targets, and the industrial relations landscape has dramatically shifted this year, with the Closing Loopholes Act introducing new policies like the right to disconnect. For finance leaders, these factors underscore the importance of strategic hiring decisions that align with budget constraints and operational demands.
So, how do finance leaders plan to navigate this landscape in 2025? Our State of Hiring report reveals that more than three quarters (77 per cent) plan to hire more people this year, with over half (58 per cent) looking to global markets to fill critical skill gaps. While hiring strategies are evolving with the times, challenges persist: balancing flexibility with workforce engagement, addressing talent shortages in critical areas like AI and data analytics, and managing compliance in a changing regulatory environment.
For finance leaders, this environment demands a careful balancing act – and here’s how they can best position themselves to strike this balance in 2025.
Global hiring opportunities
For many finance leaders, the global talent pool offers a solution to local skill shortages. Our research shows markets like Singapore and the broader APAC region are emerging as hubs for technical talent. Yet global hiring comes with its own unique challenges – navigating international compliance and managing cultural dynamics require robust tools and processes.
Platforms that streamline global workforce management can help mitigate these complexities, allowing leaders to focus on strategic outcomes.
Our research also found that nearly half (46 per cent) of businesses are turning to Employer of Record (EOR) platforms to simplify the process of hiring and managing an international workforce. With these services handling local compliance, payroll, and benefits administration, finance teams can focus on strategic outcomes rather than operational complexities. By leveraging EOR solutions, organisations can confidently tap into global markets, ensuring compliance while minimising risks.
Collaboration with HR teams
The financial services sector is undergoing a significant transformation, fueled by rapid technological advancements, changing consumer behaviours, and the rise of fintech disruptors.
As traditional roles evolve, finance leaders must prioritise upskilling to bridge critical skills gaps in areas like data analytics, AI, and complex problem-solving.
This transformation has made collaboration between finance and HR teams more crucial than ever. Together, these teams can co-develop strategies to identify skill gaps, prioritise training investments, and align workforce development with organisational goals. Tools like workforce analytics enable proactive planning, from predicting emerging skill needs to designing targeted upskilling programs to close gaps. Together, finance and HR can drive compliance with regulatory changes like the Right to Disconnect while building long-term workforce resilience in an evolving digital landscape.
Flexibility reimagined
While nearly half (48 per cent) of finance leaders are less inclined to hire candidates unwilling to work onsite five days a week, which may be seen as a means to increase productivity, rigid workplace policies may come with hidden costs. For instance, the International Monetary Fund recently highlighted how hybrid work is linked to an 8 per cent perceived increase in salary value, as employees save commuting time and enjoy a better work/life balance – suggesting that in the long term, flexible arrangements can boost productivity and result in long-term economic growth.
Moreover, flexible work policies support diversity and inclusion, allowing organisations to attract talent from underrepresented groups, such as caregivers and those in regional areas. Instead of strict return-to-office mandates, finance leaders can adopt hybrid arrangements that maintain productivity, enhance workforce engagement, and align with modern expectations. A balanced approach may make all the difference in attracting and retaining top talent.
Looking ahead
The hiring landscape in 2025 demands agility, innovation, and a commitment to evolving strategies. Finance leaders must adopt a proactive approach, leveraging technology and investing in upskilling to meet their goals. By balancing flexibility with operational needs and exploring global opportunities, they can build resilient, future-ready teams while staying firmly on budget.
As we navigate these uncertain times, one thing is certain: the decisions finance leaders make today will shape the workforce of tomorrow. With the right mix of strategy and tools, they can turn hiring challenges into opportunities for growth and innovation.
Matt Loop, VP and head of Asia, Rippling
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