{"id":39584,"date":"2026-06-29T12:33:14","date_gmt":"2026-06-29T02:33:14","guid":{"rendered":"https:\/\/www.fuserecruitment.com\/?p=39584"},"modified":"2026-06-30T08:17:48","modified_gmt":"2026-06-29T22:17:48","slug":"financial-services-workforce-planning-in-australia-your-fy2026-27-hiring-plan","status":"publish","type":"post","link":"https:\/\/www.fuserecruitment.com\/blogs\/financial-services-workforce-planning-in-australia-your-fy2026-27-hiring-plan\/","title":{"rendered":"Financial Services Workforce Planning in Australia: Your FY2026-27 Hiring Plan"},"content":{"rendered":"

In financial services, the new\u00a0financial year\u00a0is the point at which hiring plans become real. FY2027 budgets are confirmed in July, turning\u00a0headcount\u00a0from\u00a0aspiration\u00a0into approved positions you can act on.\u00a0<\/span>\u00a0<\/span><\/p>\n

It is also the moment to get ahead of the roles that take\u00a0longest\u00a0to fill. Regulatory reform, digital transformation, and an ageing workforce are reshaping these teams, and the hardest vacancies cannot be solved at short notice.<\/span>\u00a0<\/span><\/p>\n

Why should your\u00a0FY2026-27 hiring\u00a0plan separate business-as-usual from project hiring?<\/span>\u00a0<\/span><\/h2>\n

Because each follows a different sourcing model and cost structure. Business-as-usual hiring covers the backfill and growth roles you can plan around. Project hiring covers compliance uplifts, regulatory reviews, and system implementations that are time-limited and usually filled on contract. Budgeting them together hides the\u00a0real cost\u00a0and timeline of each.<\/span>\u00a0<\/span><\/p>\n

Why should your FY2026-27 hiring plan build in lead time for compliance, risk, and advice roles?<\/span>\u00a0<\/span><\/h2>\n

Compliance, risk, and advice roles are the slowest to fill in the sector, so build four to six months of lead time into your plan. These teams carry sustained workload pressure and steady attrition, which means replacement hiring belongs in the plan from the start of the year, rather than being triggered by a resignation.<\/span>\u00a0<\/span><\/p>\n

Financial advice is the clearest example of a constrained pipeline. Adviser numbers on\u00a0<\/span>ASIC’s Financial Adviser Register<\/span><\/a>\u00a0have\u00a0roughly halved, from about 28,000 in 2018 to around 15,600. The\u00a0<\/span>Financial Advice Association Australia<\/span><\/a>\u00a0reported 569 new provisional advisers in 2025, against an estimated 700 to 1,000 advisers retiring each year. The\u00a0<\/span>Future Skills Organisation<\/span><\/a>\u00a0projects demand for financial investment advisers and managers rising toward 69,000 by 2030. If you are building an associate adviser program, confirm intake size, structure, and start date in Q1 so sourcing can begin\u00a0immediately.<\/span>\u00a0<\/span><\/p>\n

Superannuation operations roles in member services, administration, and data are also in active demand following the\u00a0<\/span>Payday Super<\/span><\/a>\u00a0changes that took effect on 1 July 2026.\u00a0Identify\u00a0these needs in July.<\/span><\/p>\n

This is why budgeting and talent mapping for the new\u00a0financial year\u00a0is more important\u00a0than\u00a0ever.<\/span>\u00a0<\/span><\/p>\n

How should you budget for compliance and other financial services roles in FY2027?<\/span>\u00a0<\/span><\/h2>\n

Budget on total cost and current market rates, not last year’s salary bands. Ranges for compliance, risk, and data roles have shifted materially over two years, and stale\u00a0bands\u00a0cost placements.<\/span>\u00a0<\/span><\/p>\n