Share Article

February 1, 2022

Recruitment diligence for finance candidates checklist

When looking for a new position make sure you don’t make the same mistake other finance candidates make… do your due diligence! Due diligence for finance candidates is one of THE most important elements of the job search process.


Why it’s important to check out the details on your new employer?

When you receive a financial job offer you can feel compelled to accept swiftly. Make sure you give yourself enough time to do sufficient due diligence to understand whether the opportunity is right for you. Often you’ll do some surface level of research, but only seek verifying evidence and overlook red flags, often since you’re so determined to accept an offer.


These hurried acceptances can swiftly result in you leaving because, “The firm culture isn’t what I anticipated,” “My manager did not show any leadership,” or “The position was temporary”. Carrying out recruitment due diligence will help you to suss out these details well ahead of time.


“Never hire someone who knows less than you do about what he’s hired to do.”
– Malcolm Forbes, Forbes


Another important element of job hunting for finance roles is to give yourself sufficient time to carry out the recruitment due diligence process, failure to do this will only result in you jumping from one poor employment situation to another.


Here we have put together a recruitment due diligence checklist for your next finance position that will ensure your next job is better than the one you are choosing to leave…


Your due diligence checklist…

Know the company’s financials

This is very easy to see in a public company, but how about a private one? Some good indicators are: the investors, whether the company has raised an appropriate amount of money for where it is in its lifecycle; whether the company is making many hires or just a few; how it stacks up competitively; and what industry analysts are saying about it. Also, where in its trajectory is it – has it hit its peak or is it sustaining itself steadily.


Use social media to dig deeper!

Take a look at Glassdoor to see what people are REALLY saying about the organisation and use social media platforms such as LinkedIn to get in touch with previous staff members. Connect and ask to have a personal, five-minute conversation. Ask why they left, what their experience was during their time at the company (even the biggest and best companies have dirty laundry!).


What does the workplace look like?

How do you really feel physically when you enter it? Exactly how do people behave toward each other? Do individuals look happy … or at least productive? Can you hear chatter, laughter, and the normal sounds of communication? What was the recruiting process like? If you think about it, much like dating, the recruiting period is when the company puts on its best behaviour so if that’s bad, that’s not a good sign! Was it clear, efficient, and transparent? Did you mainly speak with the hiring manager or a recruiter? When you ask for information you need to help you review your offer, is it provided to you quickly and ideally with a thorough explanation?


Ensure your job is core

Where is the firm headed? What are its new initiatives? Where do you fit in with those initiatives? Are those efforts well-funded? Are they well-resourced? Beyond just being part of the here and now, is the position you are being recruited for part of the company’s future?



Being an important part of a corporate goal makes a big difference in what you get out of the job from an education and learning, as well as a experience-building standpoint. Even if you are a great worker, if you are hidden in an unimportant part of the business, you will certainly have a vastly decreased impact… and experience.


Background check your new boss

Does the new boss have favourites, do they take credits for good work, or share with the team? What is your potential boss known for? What are their most significant drawbacks? How can you be most effective working with them?


Review the job offer extensively

Is the offer what you anticipated? Are the job title and description as promoted throughout the interview and recruitment process? If it’s a managerial position, is it clear who you are responsible for and to? What about your settlement? Is it comparable with industry numbers and if there are bonus offers, do you understand precisely how they will be paid and under what situations?


There are no magic tricks here, it’s really is all just common sense. Is your new position sustainable, is it a good working environment, are you being paid properly for the effort you are going to put into this new job, and do you know what is expected of you – if you can answer all of that positively you are in the right place.


By Kerry Bonfiglio-Bains March 20, 2026
A practical guide to salary reviews in 2026. Understand pay structures, National Living Wage impacts, benchmarking, and how to avoid inconsistency.
By Kerry Bonfiglio-Bains February 25, 2026
Statutory Sick Pay, maternity pay and payroll thresholds increase from April 2026. See the new SSP rates, family leave payments, Lower Earnings Limit and what UK employers must update now.
By Kerry Bonfiglio-Bains February 24, 2026
UK National Minimum Wage and National Living Wage rise in April 2026. Check the new hourly rates, payroll cost impact, common compliance risks and what employers must do now to stay compliant.
By Kerry Bonfiglio-Bains February 23, 2026
Small Business UK Employment Law Checklist 2026. Review contracts, SSP, flexible working, harassment duties, ACAS compliance and minimum wage updates to reduce legal risk.
By Kerry Bonfiglio-Bains February 21, 2026
How to prevent workplace sexual harassment under UK law. Understand the strengthened preventative duty, “all reasonable steps” requirement, third-party risk and employer compliance in 2026.
By Kerry Bonfiglio-Bains February 20, 2026
Flexible working rules explained for UK employers. Learn day-one request rights, the two-request rule, consultation requirements, statutory refusal grounds and 2026 compliance risks.
Close-up of a judge’s gavel and scales of justice on a desk with two workers reviewing documents
By Kerry Bonfiglio-Bains February 19, 2026
Avoid common UK employment law mistakes that lead to costly disputes. A practical guide for SMEs covering contracts, holiday pay, SSP changes, flexible working, probation, redundancy rules and 2026 updates.
By Kerry Bonfiglio-Bains February 9, 2026
Small and medium employers are used to juggling checklists. Payroll, recruitment, line-manager training, etc. But 2026 is different: the rules aren’t just changing, and the way decisions are judged is shifting. That makes everyday choices (flexible-working replies, sickness pay, probation calls) more likely to land a business in trouble, even when managers act in good faith. Below are the practical changes UK SMEs should prioritise now, what they mean in everyday terms, and a short checklist you can action this week. Quick summary From 6 April 2026 , some family and sick-pay rights become day-one entitlements. That affects paternity, unpaid parental leave and statutory sick pay. Statutory Sick Pay (SSP) waiting days are being removed and entitlement rules change — payroll must be ready. Collective redundancy penalties increase: protective awards can double, so consult properly or risk larger fines. These changes are rolling in across 2026; employers should focus on process, documentation and manager training , not just policy wording. What’s changing (and why it matters) 1. Day-one family rights — paternity & unpaid parental leave From April 2026, employees can give notice for statutory paternity leave and unpaid parental leave from their first day of employment. That removes the old 26-week / 12-month service tests and brings more people into scope immediately, which is good for families, but means employers must be ready to process, record and respond to requests from day one. Practical impact: update your parental-leave procedure, train whoever handles returns and leave, and make sure your contractual templates and employee handbook reflect the new eligibility rules. 2. Statutory Sick Pay: waiting days gone, wider entitlement The current three waiting-day rule for SSP is being removed from 6 April 2026, and entitlement rules are being widened (for example, the lower earnings threshold is being removed). SSP rates are also updated for 2026–27. Payroll teams need to be able to pay SSP from day one and to calculate linked periods correctly. Practical impact: talk to payroll/your software provider now. Test scenarios: short absences, linked periods, low-paid staff. Confirm how your payroll will apply the new SSP rules from 6 April. 3. Redundancy and collective consultation: higher protective awards The maximum protective award for failing to consult properly in a collective redundancy situation will increase (reports indicate a doubling to 180 days’ pay). That makes getting consultation, records and redundancy planning right far more important. Practical impact: audit your redundancy playbook, update consultation steps, and ensure you have a clear paper trail showing how decisions were reached and who was consulted. 4. The broader shift: process matters more than ever Across the Employment Rights Act and related reforms, a repeated theme is that tribunals and regulators are looking for defensible processes: consistent handling, documented reasoning and fair communication. That means the smallest missing note in a file, an informal chat that wasn’t recorded, or inconsistent treatment of similar cases can be costly. Practical impact: build manager scripts, standard templates for decisions, and a simple central filing system for HR notes. Train managers to log reasoning, not just outcomes. What SMEs should do this week (practical checklist) Immediate (this week) Talk to payroll: confirm SSP changes will be applied from 6 April 2026 and test a Day-1 absence scenario. Update your parental-leave and paternity-leave procedure to reflect day-one entitlement. Put a ‘how to’ note in the employee handbook and your manager guidance. Identify who handles redundancy consultation and map the steps — confirm who will lead and document each stage. Short term (2–4 weeks) Run a 30-minute manager briefing: how to record decision reasoning, where to save notes, how to respond to flexible-working and SSP queries. (Make it practical, use examples.) Review and update contract templates and staff handbook sections that reference qualifying periods, waiting days or eligibility tests. If you have uncertainties Keep a short list of questions and seek a 15-minute HR/ employment-law clinic rather than overhauling everything at once. Many small fixes (clear wording, a consistent file note template, payroll checks) remove most risk. FAQs Q: Do I have to update every contract before 6 April? A: Not always. Prioritise payroll and policies for SSP and parental rights, and ensure your core contract wording doesn’t contradict the new rules. Plan a phased update for full contract refresh. Q: What happens if I get it wrong? A: For individual disputes, you might face claims (and back-pay for SSP). For collective redundancy failures, protective awards can be materially higher from April 2026, so weak process can be costly. Q: Should I panic and rewrite every policy now? A: No. Start with the high-risk items: payroll SSP, parental-leave eligibility, and redundancy consultation steps. Fix the data and the decision flow; wording and full rewrites can follow on a schedule. Want a hand? If you’d rather not puzzle through the detail alone, we’re running a short, practical webinar that covers these exact points and gives you an immediate checklist to act on. Learn more about it here.
By Kerry Bonfiglio-Bains December 19, 2025
Practical insights to improve offer acceptance and avoid costly delays
By Kerry Bonfiglio-Bains November 28, 2025
If you’ve recruited over the last year or two and found yourself thinking “it never used to be this difficult”, you’re not alone. Between us, Emma and I have spent over three decades working alongside SME business owners, and one thing is clear – recruitment hasn’t suddenly broken, but the way people find, choose and commit to jobs has changed significantly. What used to work on autopilot now needs thought, planning and consistency. The market has shifted – and candidates know it Good candidates are more selective than ever. They’re not just looking at the job, they’re looking at the business behind it. How clear the role is, how quickly decisions are made, and how the opportunity compares to what else is out there all play a part. For SMEs, this can feel uncomfortable. Larger businesses may have brand recognition or bigger budgets, but SMEs often underestimate their own strengths – culture, flexibility, visibility and access to decision-makers – which are hugely attractive when positioned properly. Recruitment works best when you have a river of talent, not a tap One of the biggest challenges we see is businesses only recruiting when they have to. A resignation lands, pressure builds, and recruitment becomes reactive. The businesses that recruit most successfully tend to do the opposite. They are always keeping an eye on the market, always having conversations, and always building a small but steady river of potential talent – even when there isn’t an immediate vacancy. This doesn’t mean constant advertising. It means being visible, knowing who you want to attract, and having a plan for how you’ll engage people when the timing is right. Planning and competitor awareness make a real difference SMEs don’t need to outspend their competitors, but they do need to understand them. Knowing what similar businesses are offering, how roles are being positioned, and where salaries and benefits sit gives you clarity and confidence when you do go to market. It also helps avoid wasted time chasing candidates who were never likely to move. Clear planning upfront – role scope, priorities, budget and decision-making timescales – saves weeks later in the process. A few practical ways SMEs can attract better candidates From our experience, a handful of small adjustments can make a big difference. Being clear about who you want to attract and why they’d choose you. Moving quickly once you meet the right person. Communicating well and keeping candidates informed. And presenting your business honestly and confidently, rather than underselling what you offer. Recruitment isn’t about perfection – it’s about clarity and consistency. Getting back to confident, effective hiring Recruitment will always take time and effort, particularly for SMEs wearing multiple hats. But with the right planning, a steady pipeline of talent and a realistic view of the market, it becomes far more manageable – and far more successful. Good candidates are still out there. The key is knowing who you want, staying visible, and being ready when the right person appears. 
More Posts