Why Top Candidates Choose One Offer Over Another
April 28, 2026 – Recruitment in the financial services industry, especially across wealth management, RIAs, and fintech roles, has become increasingly competitive, with strong candidates having multiple opportunities and greater choice in where they go, according to a recent report from Right Executive Search’s Elisa Sheftic. “It is especially disappointing when a top candidate withdraws from an opportunity during the interview process or declines an offer,” she said. “When it does happen, it usually has nothing to do with the role itself. It is something the candidate inferred or felt about the hiring manager or the company’s process, often before the question of an offer even comes up.”
Hiring is not a one-sided evaluation. “Most hiring managers understand this in theory, but in practice, it is often overlooked,” Ms. Sheftic explained. “Candidates have options and are evaluating you just as carefully as you are evaluating them. Hiring managers need to practice the two-way concept with intention throughout the hiring process.”
Ms. Sheftic noted that interviewing is a delicate balance. “On your side, you are carefully vetting the candidate’s: experience; technical capabilities; cultural fit; and soft skills such as communication, work ethic, and adaptability,” she said. On the other side, the candidate is assessing you and the company: company culture and sense of belonging; team dynamics and personalities, especially that of their direct manager; growth opportunity; company stability; compensation; and most importantly, how they feel about the people they will be working with Just as you have must-haves, so do they.”
There is consistent research showing that employee satisfaction is most closely tied to their direct manager and team environment, according to Ms. Sheftic. Studies from Gallup indicate that managers account for a significant portion of employee engagement and retention. “In simple terms, people do not just join companies,” she said. “They join people.”
Where the Process Breaks Down
In financial services industry hiring, firms often become so focused on evaluating experience and comparing resumes that they forget to build rapport, show personality, create connection, and highlight why this company and why this role, Ms. Sheftic explained. “The interview becomes transactional rather than relational,” she said. “Strong candidates, especially those currently employed and performing well, are not just looking for a job. They are looking for fit, alignment, and trust.”
Related: Reasons New Hires Don’t Always Work
Another often overlooked factor is that many interviewers are simply not trained on how to interview effectively, Ms. Sheftic continued. “They are brought into the process without clear guidance on what to ask and what not to ask, the difference between must-haves and nice-to-haves, how to use open-ended and behavioral questions, how to build rapport and create a comfortable dialogue, and how to clearly and accurately describe the company, culture, and team,” she says.
Elisa Sheftic is the president and managing partner of Right Executive Search, which she founded in 2010. She specializes in placing mid- to C-level executives in the financial services, financial technology, and wealth management industries. Ms. Sheftic collaborates daily with HR professionals, hiring managers, and candidates, providing insights on recruiting best practices.
“Without alignment, each interviewer may approach the conversation differently, leading to an inconsistent candidate experience,” Ms. Sheftic said. “Firms that take the time to align internally, define what a strong interview process looks like, and ensure consistency across interviewers significantly increase their chances of securing top candidates.”
The Risk of Underselling (and Overselling)
Here, too, there is a balance. Ms. Sheftic pointed out that you should not oversell the role or the environment. “If your culture is not warm and collaborative, presenting it that way will only create issues later,” she said. “But just as important, do not undersell it. Many firms unintentionally come across as too rigid or overly formal because interviews are focused solely on evaluation. In reality, they may offer strong leadership, a supportive team, and a compelling opportunity, they are just not communicating it effectively.”
What Strong Candidates Are Really Looking For
Job descriptions are typically clear about responsibilities, skills, and qualifications. The Right Executive Search report explained that candidates understand what you are looking for. The question is, do you understand what they are looking for?
“During the interview, candidates are evaluating who they will report to, whether they feel comfortable with that individual and can envision enjoying both working alongside them and learning from them, communication style, whether it feels genuine or transactional, team dynamics and long-term fit, and whether they will be valued,” Ms. Sheftic said. “These assessments are often driven by how the candidate feels during the process, not just what is said. “
Practical Takeaways for Hiring Managers
During the interview:
- Balance evaluation with connection. Assess thoroughly, but engage. Make it a conversation, not an interrogation.
- Let your personality come through. Candidates are evaluating you as a leader and representative of the firm.
- Be authentic about the environment. Set clear expectations and present the opportunity honestly.
- Be intentional. Creating connection does not happen by accident. It requires effort, awareness, and consistency across the process.
- Ask what is important to them for their next role. This demonstrates interest in their needs and goals, and it is amazing what you can learn about the candidate.
“One of the most common reasons candidates decline offers is not compensation, title, or scope,” Ms. Sheftic concluded. “It is how they felt during the process. Hiring is not just about finding the right person. It is about making sure the right person chooses you.”
Related: Why “Reason for Departure” Matters on Short Tenures
Contributed by Scott A. Scanlon, Editor-in-Chief and Dale M. Zupsansky, Executive Editor – Hunt Scanlon Media
