The Best Candidate May Not Be the One Who Waits the Longest
Over the years, I have seen businesses invest significant time defining a role, approving a salary, engaging stakeholders and beginning a recruitment process only to lose their preferred candidate during the final stages.
It is rarely because the candidate suddenly decided the opportunity was not attractive.
More often, the process simply took too long.
A strong finance professional will frequently be involved in more than one recruitment process at a time. Once they have made the decision to explore the market, they are unlikely to speak with only one organisation. This is particularly true for candidates with experience in areas such as financial control, financial planning and analysis, finance business partnering, commercial finance and senior financial accounting.
That does not mean companies should rush an important hiring decision. However, there is a considerable difference between a thorough recruitment process and one that loses momentum.
Silence Creates Uncertainty
Candidates understand that internal discussions take place behind the scenes. Interviews need to be coordinated, feedback gathered and approvals secured.
The difficulty arises when there is no communication during that period.
A candidate who finishes an interview feeling enthusiastic may begin to question the opportunity if they hear nothing for a week. They may wonder whether the interview went badly, whether the role has been placed on hold or whether the business is progressing with somebody else.
Meanwhile, another employer may be keeping them informed, arranging the next interview and clearly explaining the expected timeline.
Even where the first opportunity is the candidate’s preferred choice, the certainty provided by the second organisation can become difficult to ignore.
A brief update can therefore make a meaningful difference. Even when there is no final decision, telling a candidate that they remain under consideration helps maintain engagement and trust.
More Interviews Do Not Always Produce a Better Decision
An additional interview can sometimes be valuable, particularly for a senior appointment or a role involving several important stakeholders.
However, every stage should have a clear purpose.
If three interviewers are asking broadly the same questions across three separate meetings, the business may not be gaining significantly more information. The candidate, on the other hand, may feel the organisation is uncertain about what it wants.
Before beginning a recruitment process, it is worth agreeing:
- Who needs to meet the candidate?
- What should each person assess?
- Who will make the final decision?
- What is the realistic timeframe for completing the process?
This creates a more consistent experience for everyone involved and reduces the likelihood of unnecessary delays.
The Interview Is a Two-Way Process
Most organisations assess whether a candidate has the right experience, technical ability and cultural fit. Candidates are carrying out their own assessment at the same time.
They are considering the quality of the leadership team, the expectations of the role, the company’s financial position, the opportunities for progression and whether the working environment suits their circumstances.
For that reason, a good interview should not focus solely on testing the candidate. It should also give them a clear and honest understanding of the opportunity.
Some of the most successful hires I have supported began with an open conversation about the challenges of the role. Rather than discouraging the candidate, that transparency helped them understand where they could make an impact.
Salary Alignment Should Happen Early
One of the most avoidable causes of a failed recruitment process is discovering at offer stage that the candidate and employer have very different expectations.
A candidate’s current salary is only one part of the discussion. Their expectations may also be influenced by bonus arrangements, pension contributions, healthcare, annual leave, flexibility, commuting requirements and the responsibilities attached to the new role.
Discussing the overall package early does not remove the need for negotiation. It simply ensures that both sides are operating within a realistic range before investing substantial time in the process.
A Strong Process Does Not Need to Be Complicated
The most effective recruitment processes are often straightforward:
- A clearly defined role and salary range.
- An initial interview with the hiring manager.
- A focused final meeting with the relevant decision-makers.
- Prompt and constructive feedback.
- A clear decision and well-managed offer process.
Not every hire will follow this exact structure, but candidates should understand the journey from the outset.
Ultimately, businesses should take the time required to make the right appointment. The goal is not to make a rushed decision it is to remove avoidable delays, communicate clearly and ensure that a strong candidate remains interested long enough to accept the position.
In a competitive hiring process, speed alone will not secure the best person.
