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.