How Do I Explain Why I Want to Leave my Current

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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I find it hard to explain why I want to leave my current role and worry about what the interviewer will think about my reasons – are there ‘good’ reasons for looking for a new job?

This is a very common worry for candidates. Sometimes the reason is nice and straight-forward – such as relocation to a new area – and requires little further explanation. However, in most cases, it is more likely that you have simply reached the end of the road with your current employer – and this can be for any number of reasons – and finding the right way to articulate that to someone you are trying to impress as a potential new boss can be tricky.

First of all, remember that the interviewer is not asking this to try and catch you out. It is more about trying to get an understanding of your motivations for moving, career ambitions and to assess if there is synergy between what you are looking to achieve and the direction in which the company is heading

As part of your interview preparation, you should give real consideration as to why you want to move and think about how you can communicate these reasons in a positive manner that demonstrates to the interviewer that you have thought carefully about the next step in your career.

There are many valid reasons why somebody will be looking to secure a new role; gaining new responsibilities, desire for a new challenge and the opportunity to develop and learn new skills are all acceptable reasons for making a move and will show your potential new employer that you have the drive to further your career.You can deliver a compelling answer by including further information about your understanding of how the new skills, responsibilities and opportunities will enable you to help the company meet its own objectives.

There are of course, some definite no-no’s which will raise red flags with an interviewer. You should avoid complaining about your current organisation or your manager and colleagues. Yes, you may have been overlooked for promotion, you might find the management or leadership too overbearing, you could be picking up the slack for weaker team members, the working hours are too long or the salary and rewards too little – however this is not the time to be painting your employer in a bad light. If anything, it shows the interviewer that you may not be particularly tactful, or you could be someone that finds reasons for complaints and could be difficult to manage.

If there are problems that you cannot avoid mentioning, outline how you have tried to address the matter and what steps you have taken which will show a potential new boss that you are solutions-focused and not simply sitting back and waiting for somebody else to solve the problem.

Sharp Consultancy specialises in the recruitment of temporary, interim and permanent finance and accountancy professionals. With offices in Leeds and Sheffield our highly experienced team of consultants recruit for positions throughout Yorkshire and beyond. CONTACT UStoday to find out more.

ASK THE EXPERT – HOW DO I EXPLAIN WHY I WANT TO LEAVE MY CURRENT ROLE?

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