HR in finance: algorithms don’t attend job interviews

In finance, everything is meant to be measurable: risk, margins, forecasts, models. Yet in the era of rapid AI development, the sector’s greatest challenge turns out to be something that cannot be captured in a spreadsheet: people. This is precisely why human resources in financial services is no longer merely the ‘contracts department,’ but is becoming one of the most strategic functions within firms and institutions.

Algorithms can now analyse data faster than the most skilled analyst. However, they still cannot explain why a high-performing professional chooses to leave an organisation, or what makes a team outperform the simple sum of its members’ technical competencies.

Careers are no longer what they used to be
In the past, a career in finance followed a relatively clear and predictable path. Today, it is far more individualised. Professionals are designing their own trajectories, assuming flexibility rather than stability.

In this evolving landscape, ACCA, the world’s largest international professional body for accountants, plays a key role as a partner to both finance and HR departments. ACCA provides competencies, development solutions and a global perspective necessary for responsible, transparent and sustainable business leadership.

ACCA’s recent report, Career Reimagined, makes this shift explicit: linear career paths are giving way to flexible, skills-based models built around projects and continuous learning. For HR teams, this signals the need for a fundamental change in mindset. Talent management can no longer rely on frameworks designed a decade ago.

AI has entered finance. People remain.
Artificial Intelligence has quickly become one of the core tools in financial operations. It automates reporting, detects anomalies and supports decision-making. Yet the more AI becomes embedded in day-to-day work, the greater the demand for what technology cannot replicate: critical and strategic thinking, effective communication and sound judgement.

Employers are increasingly less focused solely on proficiency in specific tools. Instead, they are asking whether candidates can:

• Draw meaningful conclusions from data rather than simply present it
• Engage effectively with business stakeholders, not just systems
• Remain composed and adaptable amid regulatory or operational change
• Collaborate productively with individuals who think differently

ACCA’s findings also make clear that for HR functions, soft skills are no longer a secondary consideration. Continuous professional development – particularly in areas such as ESG and digital capabilities – has become fundamental. Equally critical is a strong ethical foundation in how professionals approach their roles, their organisations and their stakeholders.

Recruitment: fewer templates, more real-world challenges
Job interviews in finance have evolved as well. Standardised questions are giving way to practical business scenarios. Candidates want to understand what the job truly entails, while employers seek evidence that the individual can perform under real-world conditions.

At the same time, personal and corporate branding increasingly unfolds in the digital sphere. LinkedIn has effectively become the new CV, and employer branding the company’s public calling card. HR is therefore responsible not only for recruitment, but also for communicating the organisation’s story in a way that is both compelling and authentic. In a talent-constrained market, it is not only candidates who are being assessed – companies are evaluated as well.

HR’s new role: fewer procedures, more people
The most significant changes, however, are taking place within organisations. HR is increasingly responsible not only for hiring, but also for:

• Long-term competency planning
• Reskilling and upskilling initiatives
• Mentoring programmes
• Employee mental well-being

This evolution is essential. Experience shows that a burned-out specialist will not become innovative simply by receiving a new tool. Conversely, a motivated professional with a strong commitment to growth becomes one of the organisation’s most valuable assets – even if the term ‘asset’ feels increasingly inadequate when referring to people.

The human face of the future of finance
We can speak of algorithms, automation and digital transformation. Yet ultimately, it is finance leaders and HR decision-makers who determine who is entrusted with managing capital.

Algorithms do not attend interviews. They do not seek meaning in their work, pursue career ambitions or experience burnout. People do. And that is precisely why the role of HR in the financial sector has never been more critical than it is today.