In today’s dynamic business environment, the misalignment of People, Process and Technology (PPT) are becoming a significant catalyst for escalating psychosocial risks for finance teams in the workplace. These risks lead to staff burnout, increased stress, disengagement, and decreased productivity.
With over 25 years of experience in finance, I have witnessed firsthand the detrimental effects this misalignment of resources is currently having on employee wellbeing. In 2025 I founded CLIOBAN Consultancy to help organisations address these challenges by developing strategies that integrate people, process and technology and foster environments where both finance teams and their organisations can succeed.
My Personal Journey: From Burnout to Solution
Like many finance professionals, I thrived on solving complex challenges. However, the relentless pace of change exacerbated by the COVID-19 pandemic, took a significant toll on my resilience. Navigating remote work, economic uncertainty and increased workloads became a relentless cycle.
By 2023 I experienced overwhelming fatigue and a growing sense of disillusionment due to lack of self-care and having no time to reflect on challenges or celebrate wins with the team. Compounding this, I felt isolated as other leaders without finance backgrounds could not relate to my work pressures. Family milestones were overshadowed with work pressures, highlighting a significant misalignment of resources. As Paulo Coelho said, “When you repeat a mistake, it is not a mistake anymore it is a decision,” I knew if I was to make a positive impact on wellbeing within the workplace I had to break this cycle.
In 2024, I qualified as a workplace well-being specialist, shifting my focus to finding ways to address the misalignment between people, process and technology resources within an organisation and reduce their negative impacts.
What Psychosocial Hazards are Finance Employees Vulnerable to?
Finance employees often operate in a high-pressure environment, facing unique challenges that contribute to risks to their psychological health and safety:
o Historically the finance department have been perceived as a purely administrative function, burdened with tasks such as bookkeeping and compliance. A considerable number of finance teams are working with systems that are outdated which creates extra manual work, leading to longer working hours and burnout. The finance department’s role has evolved significantly, where they now need to provide the most up to date information to enable effect decision making with limited resources.
o Finance employees are often responsible for enforcing budgets and creating cost-cutting measures, which leads to the perception that the finance team are a roadblock to other departmental needs. These pressures can cause extra tension and stress within the team.
o Most employees find financial language complex, and this can create communication barriers which hinder collaboration and understanding between departments.
o As finance departments do not directly generate revenue, it is apparent that their strategic importance in the organisation is less important, despite their essential role in maintaining the financial health of a business.
o Regular financial regulations changes are adding extra pressure to finance employees to adapt and ensure the organisation is compliant.
o Finance employees often deal with sensitive information, and this can create ethical dilemmas which increase stress within the team.
Understanding Psychological Health and Safety Risks in the Workplace
Psychosocial hazards unlike physical hazards are intangible and typically accumulate over time. These risks can manifest in a variety of ways including:
o Working in a high-pressure environment with increasing workload may lead to increased stress and burnout.
o Misalignment in people, process and technological resources creates a sense of helplessness and disengagement.
o Unresolved psychosocial risks such as unrealistic job demands, low job control, fatigue, leads to higher rates of employee absence and turnover.
While physical risks within an organisation are easy to observe, psychosocial risks often go unnoticed due to stigma and a lack of understanding of their significant impact on employee well-being and organisational performance.
Implementing significant system change is inherently complex and can generate considerable stress among staff due to the uncertainty involved. To mitigate staff resistance and foster buy-in, it is crucial that end users participate in the initial stages of planning. This collaborative approach will enhance staff investment in the implementation and increase the likelihood of successful implementation.
Throughout my career, I have experienced the negative effects of poorly planned financial system changes. A project I was involved in failed due to inadequate initial research into workflow automation, leading to significant disruption in the finance teams work and a considerable psychosocial impact on the team. The subsequent need to look for another new system caused substantial stress and frustration for the team.
However, this experience provided valuable lessons. We learned that successful system changes required a detailed workflow plan, end user consultation and realistic implementation timelines. By partnering with a software company and dedicating 18 months to the project, the system change was successful. This experience highlighted the importance of addressing both technical and psychosocial aspects of change management to ensure successful outcomes.
Promoting a Healthier Organisation Infrastructure
I believe creating a holistic approach to address the misalignment issues between people, process and technology within an organisation will help reduce the psychosocial risks for finance employees.
Drawing inspiration from the analogy of a well-maintained garden, an organisation must regularly review and optimise its resources so that both people and the organisation will thrive. This approach involves:
o Implementing efficient and user-friendly technology to streamline processes within the organisation and reduce workload.
o Streamlining workflows and eliminating unnecessary tasks.
o Providing the necessary training and support to enhance employee skills and improve wellbeing.
o Adapt a culture of open and transparent communication.
o Create a work environment that actively supports employee health.
o Use data analysis and comprehensive audit to pinpoint areas of misalignment within your finance department.
Recognising and Addressing Psychosocial Risks
Legal and regulatory changes in Australia are increasingly emphasising the need for organisations to develop strategies which prioritise employee well-being.
Organisations need to recognise and address the psychosocial risks that finance employees are currently facing in today’s evolving and demanding work environment. Finance employees need to have the necessary skills, resources and supportive structure so that they can adapt and perform their duties, whilst having a positive impact on their wellbeing.
To further support finance teams in navigating these challenges, CLIOBAN Consultancy offers:
• Consulting & Strategy Development
We strengthen your finance team’s ability to navigate uncertainty, offering a stable foundation for sustainable growth by optimising resources and mitigating risks.
• Training & Skill Development
We equip your finance team with the technical expertise, problem-solving abilities, and communication skills needed to excel. Our initiatives prioritise stress management and burnout prevention and financial literacy, fostering a culture of financial awareness that enhances morale, productivity, and retention.
• Coaching & Mentoring
Our coaching and mentoring program empowers your finance team to navigate challenges, enhance communication and improve overall performance.
Edel Ui Cathain BA (Hons) CGMA, has over 25+ experience as a ACMA & CPA with international and multinational exposure and understands the complexities of modern business. Recognising the crucial link between employee wellbeing and business success, Edel is a qualified workplace wellbeing specialist, and this training has provided her with a unique perspective on optimising an organisation’s performance.Edel’s unique approach of financial, operational and wellbeing expertise allows her business, Clioban Consultancy, to offer holistic solutions that address the interconnectedness of People Process & Technology (PPT). Edel not only understand the numbers but also understands the people behind them.
Workplace Wellbeing Specialist Skills
Join our monthly intake for the Diploma of Wellness Leadership – Australia’s first accredited qualification course for developing specialist workplace wellness leaders. Limited places are available. Check out our range of accredited wellness courses, workshops and strategy design and advisory services for organisations.
CONTACT US for information on our courses and workshops to build and strengthen mental health and wellbeing capabilities within your team. Face-to-face, on-demand, online and blended delivery options are available to suit your business operational needs.
