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​5 Red Flags to Avoid When Hiring Finance Professionals

​Here at Sharp Consultancy, we know just how important it is to hire the right person-not just in terms of experience, but also personality and overall fit within your business.Getting this wrong can be costly, not only financially, but in terms of time and effort spent on onboarding and training someone who ultimately might not work out.To help avoid this, Soraya Downing has put together 5 key red flags to watch out for when reviewing CVs or interviewing finance candidates: 1. Vague or General Responses A genuinely interested candidate will come to job interviews prepared with detailed answers that clearly link their experience and skills to the role they’re applying for. If their responses are vague or lacking depth, it can be a sign that they haven’t taken the time to prepare—or worse, they’re not truly engaged with the opportunity.Ideally, you want to hear specific examples backed up with figures or results. ​​It’s worth noting that bad answer doesn’t always mean the candidate isn’t prepared or doesn’t have the required experience, it could be that your question is confusing and needs rephrasing.For example, asking “Can you walk me through your main responsibilities in your most recent role, particularly those related to [payroll/management reporting/credit control/etc.]?” is likely to generate more specific and useful answers than a vague question like “Tell me about your most recent role.”​Try practising your question on a colleague or someone you manage and see if they struggle to answer. They will be able to help you scrutinise the question and suggest better wording or elaboration to avoid any confusion.If you require support with conducting job interviews or creating targeted interview questions, we’re always happy to help. With a team of over 25 consultants who each specialise within different areas of finance and accountancy recruitment, we’ve interviewed thousands of candidates — and we know what works. 2. Inconsistent Career HistoryWe fully support career moves—most of the time, they signal progression and ambition, which is great to see. However, when a CV shows a pattern of short-term employments with no solid explanation, or recurring reasons for leaving, this can indicate potential issues with commitment, adaptability, or performance.There can be many reasons why a candidate has several short-term roles on their CV. For example, they could have completed several temporary or short-term interim contracts without making this clear on their CV or they may have experienced a series of redundancies beyond their control. Always dig a little deeper in these cases, they may be acceptably explained but there could also be something bigger at play.When you engage with us as your recruitment partner, we will never put forward a candidate that hasn’t been fully vetted and their career history and suitability examined. We will have all already done the ‘deep digging’, so all short-term roles and employment gaps are explained to you from the get-go. It takes the guesswork out of the process and saves you valuable time. 3. Poor Communication SkillsIt’s natural for candidates to be a little nervous in interviews, but for senior finance roles in particular, strong communication is non-negotiable. If someone consistently gives vague answers, struggles to explain their experience, or avoids eye contact, it could raise concerns about how they’ll present to stakeholders or collaborate across teams. At this level, you’re looking for clear, confident communication—even under pressure.​If you’re unsure about a candidate’s communication skills, especially in a senior finance role, consider including a short task or second-stage interview focused on presenting or explaining a topic. For example, ask them to walk you through a recent financial project or prepare a brief summary of how they’d present key financials to non-finance stakeholders. This gives you a clearer sense of how they structure information, handle questions, and communicate under mild pressure. When you engage with us we’ll work with you to understand whether a candidate’s communication style will align with your specific team dynamics and stakeholder environment—something that is key to a successful long-term hire but often overlooked.​4. Lack of Curiosity or InitiativeTop finance professionals are naturally curious and proactive. They’re the ones who suggest improvements to systems or processes without being asked. If a candidate shows no interest in how they can add value to your business and the role, or doesn’t ask questions during the interview, that could be a red flag that they’re more reactive than proactive.Sometimes that might be exactly what you are looking for, but other times, recognising this about a candidate early on could be your saving grace in hiring someone unfit for the role in question.  5. No Signs of a Growth MindsetIf you’re hiring with the goal of developing someone long-term, look for signs they’re committed to personal and professional growth. This could be studying towards a qualification like ACCA, CIMA, or ACA or asking thoughtful questions about the business’s future.A lack of interest in development can often translate into a lack of long-term engagement to the role and your company. Even when not looking for a long-term hire, a candidate who exhibits no desire for their long-term career and growth can be a sign that they might not even stick it out for a shorter period of time.As your recruitment partner, it really helps to understand what you want out of a hire. Don’t be shy in telling us what skills and qualities you want and don’t want a new employee to have for the role you are hiring for. If you give us as much information about the role and the company as possible, we can then use this knowledge in our candidate selection process to only suggest candidates which have the necessary qualities you are looking for. Final Thoughts Sharp Consultancy has been recruiting finance professionals across Yorkshire for over 30 years. Our proven process allows us to spot these red flags early, helping our clients avoid costly hiring mistakes. By keeping the above points in mind, you’ll be in a much stronger position to hire the right finance talent for your team.If you're currently hiring, or planning to, and want to avoid the common pitfalls, we’d love to support you. From advising on interview strategy to identifying candidates with the right mix of skills and mindset, we’re here to make the process easier—and more successful.Soraya specialises in recruiting for permanent Part Qualified, Qualified by Experience and Qualified finance roles with salaries ranging from £30,000 to £50,000 across Doncaster, Rotherham, Barnsley, Worksop, Hull and the surrounding areas. Get in touch with Soraya today – sorayadowning@sharpconsultancy.com – 0114 261 1700 or SUBMIT A VACANCY.​

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How to Prove Your Value in the First 30 Days of an Interim Finance Role

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​As a specialist finance and accountancy recruitment company, we understand the importance of making a strong impression early in any interim assignment.

Colin Molyneux, one of our dedicated Interim Specialists, shares his insight:

For professional Finance Interims, making a strong and positive impact within the first 30 days of a new assignment is essential. While this may seem obvious, the ability to hit the ground running can vary depending on the nature of the role. In some assignments, showcasing your skills and delivering early wins comes naturally. In others, it requires a more strategic and deliberate approach.

In this article, Colin draws on his many years of experience to offer practical advice on how interim finance professionals can demonstrate their value within the first 30 days of an assignment.

Understand the assignment & business fully:

Firstly, we have to understand the reasons businesses bring interim finance resources into their teams. In broad terms, interim accountants are brought into a business to solve problems such as filling gaps during transition periods, crises, or major projects to stabilise financial operations, bridge staffing gaps, or lead strategic financial initiatives.

Usually, but not always, you will go through a selection process to land your assignment. It is within this process you should start building your picture and plan how you will best execute your first 30 days with this new Client.

Ensure as part of your due diligence, you fully know this business. Who are they, what do they do, who are their competitors, and what are their business goals in the short, medium and lon

g term.

Within the selection process, ensure you are asking key questions about their issues, why they are hiring, and what they see as the key deliverables of the role. What is the problem the interim needs to solve? What are the project outcomes you need to deliver? What barriers have they encountered to date?

Whichever way you decide to go about it, ensure you are entering a role that you have the skills & experience to deliver upon.

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DO NOT SET YOURSELF UP TO FAIL

Once you have been appointed:

Before you start the role, find out what tools you will have at your disposal.

What finance systems does the business use? Are they heavily reliant on other tech, such as Excel, Google docs etc. Are you proficient with these tools? If not, make time to jump onto online learning – it’s likely the client will have access to some training materials you can use to brush up your skills.

Remember, experienced Interims should have a supremely honed ability to get up to speed quickly, needing very little “hand holding” through out this period.

During your first few weeks, ensure you discover who the key stakeholders are and their expectations. What do they perceive as the key deliverables? Are they being unrealistic? Scrutinise and manage the expectations accordingly.

 

Identify quick wins, prioritise critical tasks:

In the first few weeks, you should be seeking out the quick wins. There will almost always be areas within your remit, where quick improvements can be made. Get on and execute them quickly and concisely.

Two business people engaging in a handshake at a meeting, representing partnership and mutual understanding.

Remember, clients love the “fresh set of eyes” that you will bring to the team. Collaborate early on, and ensure you are making suggestions of improvement where appropriate to do so. This way you are making an impact early. You can’t make everything perfect over night, but you can move the needle on critical tasks.

Once you are established, it may be time for a deeper dive:

As well as executing the role you are there to deliver, you have an opportunity to look at the broader operational features, and again, using your experience, collaborate and identify key improvements. Seek out the processes that are clunky, seek out the bottle necks, where can efficiencies be made? Where can you improve the day-to-day operation for those around you?

Be Flexible Yet Focused:

Interim roles often shift in scope as new issues emerge. Being adaptable while staying focused on core priorities is critical. The best interims know how to pivot without losing momentum.

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Stay Professional, Not Political:

As a temporary outsider, it’s wise to avoid internal politics.

Build trust through action, not gossip. Let results speak for themselves.

Communicate Early and Often:

Frequent updates to leadership—formal or informal—build credibility. A quick weekly summary or check-in can prevent misunderstandings and demonstrate value consistently.

Bring a Fresh Perspective:

One of the interim accountant’s greatest strengths is perspective. They’re not burdened by internal politics or history. Use this vantage point to offer objective, constructive insights others may have missed.

 

In Conclusion:

The first 30 days of an interim accountant's assignment are a powerful window to drive immediate value and set the stage for long-term improvement. By blending fast learning with focused execution, building relationships, and communicating clearly, interim professionals can transform from a stopgap into a strategic asset.

In today’s business world, the ability to hit the ground running is more than just helpful—it’s essential. For an interim accountant, mastering the art of the first 30 days is the key to leaving a lasting impact, even in a temporary role.

 

Looking for your next interim finance assignment—or the right interim professional to strengthen your team?


At Sharp Consultancy, we specialise in connecting talented interim finance professionals with businesses across Yorkshire and the surrounding areas. Whether you're ready for your next challenge or need trusted interim support, speak to Colin Molyneux or one of our dedicated Interim Specialists today.


📞 Call us on 0113 236 6300 / 0114 261 1700 or 📧 email colinmolyneux@sharpconsultancy.com to start the conversation.