INTERVIEWS – WHAT TO DO IF YOU DON’T LAND THE ROLE

Inclusive Cultures Don’t Happen by Accident — They’re Built Intentionally

Following International Women's Day, many organisations reflect on progress.But for finance leaders and hiring managers, the more important question is this: What does inclusion mean in practice — and how does it affect performance? Because this isn’t just a culture conversation. It’s a capability conversation. Inclusion Impacts Talent Attraction The best finance professionals — at every level — have options. They are looking for: Transparent progression pathways Visible meritocracy Leadership that values contribution over presence Environments where performance is recognised fairly If an organisation’s culture unintentionally favours “proximity” — those closest to decision-makers — it narrows its own talent pipeline. And in a market where specialist skills are already in short supply, that’s a commercial risk. Meritocracy Must Be Visible Many businesses describe themselves as meritocratic. But candidates assess that through lived signals: Who is in senior leadership? Who is promoted internally? How are flexible working arrangements handled? How openly are development opportunities discussed? In accountancy and finance particularly — where progression paths are structured and performance is measurable — fairness needs to be both real and visible. High performers want clarity, standards and consistency. Leadership Behaviour Shapes Retention Inclusive leadership isn’t about grand gestures. It’s about everyday behaviours: Who is invited into strategic discussions Who is given stretch projects Who is credited publicly Who is sponsored, not just mentored Retention in finance teams is rarely lost because of salary alone. It’s often influenced by visibility, opportunity and recognition. Businesses that understand this tend to build stronger, more stable finance functions. The Commercial Case for Inclusion Diverse and inclusive teams bring broader perspectives to: Risk assessment Strategic planning Commercial analysis Operational improvement For CFOs and Finance Directors, inclusion isn’t a compliance issue. It’s about building balanced teams capable of better decision-making. The organisations that approach inclusion intentionally — rather than reactively — are often the ones that outperform in the long term. Beyond Awareness Days International Women’s Day creates valuable momentum every year:But sustained progress comes from: Clear promotion criteria Transparent hiring processes Conscious leadership development Ongoing cultural accountability In today’s hiring market, an inclusive culture isn’t just about employer branding — it influences who joins, who stays and how teams perform.

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There will be times when no matter how well you have prepared, you might not be successful following an interview. Whilst this is far from a pleasant experience, it is important to remember that handling rejection in a positive way will put you in a better position when it comes to your next application.

There can be countless reasons why your interviewer may not have selected you for the role and this can be particularly disheartening when you felt that the interview itself went well and it was a role that you could see yourself doing. Try not to let negative feelings dampen your confidence and look for ways in which you can learn from the experience.

Ask for feedback

Always ask for feedback, especially when you feel the interview went well. There are numerous reasons why another candidate was selected and in most cases it will be because of their experience and how they performed rather than you didn’t give a good account of yourself. Take any feedback on board and look at how you can make improvements when it comes to applying for future roles.

Room for improvement

Remember that you were able to secure an interview so you clearly demonstrated desirable skills and experience. Try to identify if there were any areas where you could benefit from additional training or volunteer for tasks that will give you exposure to develop new skills. This will be time well spent and will put you in a better position next time round.

Not every role is the same

Just as every role is different, so is every company and every interviewer and certain skills, personality traits and experience will appeal more to some than others. Try to keep in mind that you weren’t the right candidate for that particular role but that doesn’t mean that your skills and experience won’t be seen as ideal by another interviewer. Don’t let a rejection put you off and ensure that when you next come to apply for position that you tailor your CV to suit the requirements of the role.

Don’t burn any bridges

Whilst you are disappointed, remember to respond in a positive manner. Thank your interviewer for their time and for the opportunity. There’s no harm is saying that you would have preferred a different outcome and would like to be considered for any future opportunities. You never know what could happen further down the line should things not work out with the successful candidate or further openings become available.

Don’t assume you have done something ‘wrong’

After receiving the news, try not to focus too much upon the final outcome and instead look to assess your own performance. If you delivered a strong interview and did your best but another candidate was better then there is very little you could have done in that situation. Consider the feedback that you have been given and look at what you can do that could make a difference and don’t get too caught up in things that would be outside of your control.

Sharp Consultancy specialises in the recruitment of temporary, interim and permanent finance professionals. With offices in Leeds and Sheffield our highly experienced team of consultants recruit for positions throughout Yorkshire and beyond. CONTACT US today to speak to a member of our team about your next career move.