The interview works both ways: what candidates are really looking for In the current market, good finance candidates are not quick to move. Broadly speaking, job mobility has fallen across all sectors , and in our experience, this trend is even more apparent with high-value, experienced candidates. Many are employed, valued by their current employer and cautious about leaving a role where they know the business, the people and the expectations, and that’s understandable. So when they agree to meet about a new opportunity, they assess far more than salary, title, and location. They will usually research the company, look at the leadership team, speak with people in their network and ask thoughtful questions throughout the interview process. The importance of a two-way dialogue in the interview process is well studied in employment psychology , and research suggests that interviewees assess organisational fit just as much as interviewers . I was reminded of this the other day after getting feedback from a candidate after an interview for a finance role. On paper, he was an excellent fit for the role, had the right experience, the right approach and a genuine interest in the opportunity. He had also been briefed on some of the challenges the team was facing and wasn’t necessarily put off by this. In fact, he was interested in the opportunity to contribute and make an impact. However, he did leave the interview with some hesitation. The challenges themselves didn't concern him. He understood that every role has them, particularly in a market where finance teams are often being asked to do more with less. The concern was whether he would have the support, direction and leadership needed to work through these challenges. My client was open about the pressure the team was under, which the candidate appreciated, but he did leave questioning the level of cohesion, energy, and support around the team. It was an important reminder that interviews work both ways. Candidates aren’t only thinking about whether they can do a role. They’re often also asking themselves whether they want to work for that particular leader, whether the relevant function is respected within the business and whether they’ll have the tools, support and clarity to succeed. They’re also looking for signs of how the business operates when things are not going straightforward. Fortunately, in this case, my conversation with him provided the context that he needed to alleviate his concerns. But without my intervention, both parties could have lost an excellent opportunity to collaborate, simply due to rushed communication. So, what are the key takeaways? For hiring leaders, the key is balance. Candidates don’t expect perfection, and in my experience, most senior finance professionals appreciate honesty. Being open about challenges can build trust, but it is equally important to communicate the plan. If a team is going through change, explain where the business is heading. If there are process or system issues, explain what’s being done to address them. If the workload is demanding, help candidates understand how priorities are managed and what support is available. The interview should give candidates an honest picture of the role, but it should also give them confidence that the business is committed to helping them succeed. It can also be helpful to involve more than one person in the interview process. A candidate’s direct manager is obviously critical, but meeting other leaders or future colleagues can provide a more rounded view of the culture, leadership style and team dynamic. And finally, create space for honest feedback. Whether this comes through an internal talent team or an external recruitment partner, feedback during a process is valuable. It gives employers the opportunity to address concerns early, clarify misunderstandings and ensure a strong candidate doesn’t step away based on an incomplete impression. In a market where strong candidates have options, and where they’re carefully weighing the risk of change, every interaction matters. The best candidates are often looking for more than just another job. They are searching for the next phase of their career, and they require confidence, trust and communication to embark on that journey.

Supply chain used to be the engine room that quietly kept everything moving. Today, it’s on the executive agenda, and the people inside those roles are under more pressure and more scrutiny than ever! “Workforce evolution” now sits alongside AI and resilience in ASCM’s top global supply chain trends, and it’s there for a reason: technology is changing faster than most teams can be upskilled, and the competition for digitally savvy talent is fierce. If you’re a candidate, this means you can be far more selective about the environments you choose. If you’re an employer, it means the way you design white‑collar supply chain roles over the next decade will directly impact whether you attract and keep the people you need. Roles are being rewritten, not just replaced Technology isn’t just adding new tools; it’s reshaping what happens inside the job description. Agentic AI, advanced planning systems and integrated ERPs are automating routine tasks and pushing people up the value chain into exception handling, oversight and higher‑judgement decisions. For white‑collar supply chain planners, analysts, procurement specialists, and logistics coordinators, that means: Less time keying data, more time interpreting it and challenging assumptions. Fewer purely transactional tasks, more stakeholder engagement across operations, finance and sales. Broader role scopes, blending technical capability with commercial and strategic thinking. The organisations that get ahead are not just hiring for “more hands on deck”; they’re redesigning roles so people and systems scale together. Hybrid work and flexible rostering are now standard practice, not a special benefit. Flexibility has shifted from a “nice‑to‑have” to a core expectation for most professionals, and today’s workforce evolution is closely linked to hybrid arrangements, adaptable hours, and highly connected teams that can operate effectively from multiple locations. For white‑collar supply chain teams, this is playing out as: Hybrid work for planning, analytics and procurement roles, where deep focus and digital collaboration matter more than physical proximity. Flexible rostering to align with global time zones, peaks in demand and personal productivity windows, rather than a strict 9‑to‑5. Outcome‑based performance measures, service levels, forecast accuracy, cost‑to‑serve, over sheer hours online. Candidates notice the difference between a policy and a practice. Employers who implement genuine flexibility, with clear expectations and good tools, are seeing stronger engagement and better retention in critical roles. Upskilling is the new job security—for both sides A common thread circulating on this topic indicates: the talent shortage will not be solved by hiring alone. It will be solved by systematically upskilling the people already in the organisation. The most valuable white‑collar supply chain professionals over the next decade will be those who can: Work fluently with digital tools, AI‑enhanced planning and advanced analytics. Make informed decisions quickly in ambiguous situations, using data as one input, not the only one. Communicate and influence across functions, translating supply chain realities into business language. For employers, that means moving beyond one‑off “digital skills” courses and building ongoing development pathways that are specific to each role: planning, procurement, inventory, logistics. For candidates, it means asking a new question in interviews: “What does your development roadmap look like for this role over the next three years?” Candidates: what environments should you be targeting? If you’re working in or around supply chain today, you have more choice than you might realise. Demand for skilled white‑collar professionals is projected to grow sharply in the coming years, even as automation changes task mix. When you look at a role, look beyond the title and salary. Pay attention to whether the environment offers: Real flexibility , not just an HR line in the job ad, hybrid work that’s supported by tools, and rostering that acknowledges global realities. Modern systems and data visibility, so you’re spending your time on analysis and decisions, not chasing spreadsheets. Structured upskilling and certification support, whether that’s ASCM credentials, analytics training or leadership development. Leaders who treat supply chain as strategic, involving you in planning conversations rather than only calling when something breaks. If an organisation can’t show you how the role will grow as technology and the business evolve, that’s a red flag. The next decade will reward those who invest their talent in environments that invest back. Clients: what must you offer to compete for talent? On the employer side, the reality is blunt: top supply chain talent has options, and they’re comparing you not only to direct competitors, but to other industries that are fast becoming supply‑chain‑adjacent. To stay in the race, especially in white‑collar roles, you’ll need to: Redesign roles for a world where intelligent systems handle routine work, and people focus on exceptions, scenarios and strategy. Bake hybrid work and flexible rostering into role design from day one, with clear guardrails and strong communication norms. Build continuous skill‑development pathways, matched to specific roles, rather than generic “digital transformation” training. Position supply chain as a central part of the business story: highlight how these roles strengthen resilience, protect margins and enhance the customer experience. Think of every critical white‑collar supply chain role as a product in a competitive market. Is it attractive enough, flexible enough and future‑proof enough that a strong candidate would choose it over the alternatives? If the honest answer is “not yet”, that’s your redesign brief. The next decade: roles worth filling Workforce evolution is already on our doorstep. It’s already shaping how supply chains are designed and run. Recent industry trend reports are clear: AI, automation and workforce dynamics are coming together, and roles are moving from transactional execution toward strategic oversight. For candidates, this is the moment to be intentional about where you work. Choose environments that offer flexibility, modern tools, and genuine growth, not just more tasks. For clients, it’s the moment to move from “How do we fill this vacancy?” to “How do we build a role that great people want to take on, and stay in? If you’re not redesigning your white‑collar supply chain roles now, you’re effectively asking your workforce to operate tomorrow’s supply chain with yesterday’s jobs. If this has you questioning whether your current supply chain roles are fit for the future, let’s have a chat. I partner with organisations and professionals across the white‑collar supply chain space to redesign roles, improve attraction and retention, and build teams that are ready for what’s next. Connect with me on LinkedIn and let’s start the conversation.