HR and Finance bring different strengths to the table, but when they work together the APS gains clearer insights and stronger workforce decisions.
In this article, we sat down with Jennifer Makunde, Assistant Secretary Finance – Enabling Groups of the Defence Finance Group at the Department of Defence, and Ben Thompson, Assistant Director of Learning and HR Transformation at the Department of Health, Disability and Ageing.
Jennifer and Ben shared with us how practical collaboration with Finance helps HR deliver better outcomes for agencies.
Ben, what does effective collaboration between HR and Finance look like in an APS context?
Effective collaboration relies on regular, collegial engagement. Human resources represent one of the largest line-items in an agency’s budget. It is essential that both functions work in lockstep, aligning our objectives to maximise the value of that investment. Strong collaboration ensures shared understanding, better decision making, and a unified approach to organisational priorities. Sometimes that means that HR needs to learn to speak a second language, but that’s what it takes to communicate across traditional boundaries.
From your experience, Ben, what are the biggest benefits of working closely with Finance?
One of the biggest benefits is the ability to achieve outcomes that neither team could deliver on their own. Financial insights help HR forecast expenditure, understand workforce-related commitments, and identify the value we need to derive from our people. This allows us to treat the workforce as an integral part of our resourcing model, rather than as a separate consideration, and ensures that we get the most from our investment in people.
Jennifer, how does Finance input help HR make better workforce planning decisions?
Jennifer: Finance is able to provide expert analytics and advice regarding financial rules, regulations and financial application of HR policy and workforce planning decisions. Through enhanced financial advice, HR gains better visibility and knowledge of the impacts of potential decisions on the business allowing for comprehensive consideration prior to establishing HR policies and frameworks.
Jennifer, can you share an example where collaboration with Finance led to a successful outcome for your team or agency?
An example I can speak to is the aligning of the HR pay-cycle data and reporting with the monthly cadence of financial reporting. Prior to collaborating, both areas were reporting with slightly different results for what appeared to be the same reporting period. By working together, HR and Finance were able to develop reporting that catered to the uniqueness of both cycles and provide comprehensive reporting to business areas improving their understanding and ability to analyse data for decision-making.
Ben, how does collaborating with Finance strengthen HR’s ability to deliver on organisational priorities?
Working closely with Finance strengthens HR’s ability to deliver on organisational priorities by giving us clearer visibility of what’s realistic and when. Planning together from the start helps us sequence initiatives, manage expectations, and focus our effort where it will have the most impact. It also means we can spot constraints early and design solutions that land smoothly. Ultimately, it keeps us moving in the same direction and leads to stronger outcomes for the organisation.
What strategies have you found most effective for building strong relationships with Finance teams, Ben?
Reaching out early and often is key. Engaging Finance as true partners, rather than as downstream reviewers, builds trust and mutual understanding.
I try to extend the same courtesy that I’d hope for when Finance teams engage with us! This creates a respectful, collaborative environment where both sides feel included and valued.
What advice would you both give to HR professionals who want to improve collaboration with their Finance colleagues?
Jennifer: Reach out to your finance colleagues – request to meet with team leaders or managers. Actively seek opportunities to find common ground – mutual lines of inquiry to help build robust data and reporting models. It has been my experience that Finance professionals, when approached, are equally keen to collaborate with HR for all the mutually beneficial opportunities it provides.
Ben: My advice is to involve Finance early in the process and treat them as strategic partners. Be transparent about your objectives, seek their insights proactively, and take the time to understand their pressures, cycles, and constraints.
Learn their language too… it’ll help make you a better operator, whether you’re a life-long HR professional, an aspiring leader, or a true-generalist. It makes for smoother, more productive collaboration and better decisions.
(Left) Jennifer Makunde, Department of Defence, (Right) Ben Thompson, Department of Health, Disability and Ageing