Why great employed candidates drop out late — and how to spot it early (a 6-point “readiness to move” scorecard)
Hiring is hard enough without spending weeks interviewing a candidate who looks perfect on paper… only to decline at offer stage, accept a counteroffer, or decide to “stay put” after a final interview.
If you’re a line manager interviewing employed candidates, this is one of the biggest hidden costs in recruitment: false positives. Not “bad” candidates — just candidates who aren’t genuinely ready to move.
The good news: the same six criteria candidates should use to assess their own situation can be used in reverse by employers and hiring managers to assess a candidate’s likelihood of moving and the risk of late-stage drop-out.
This article shares a practical scorecard you can build into your process.
The problem with employed candidates: they can be interested and still not be moving
There’s a big difference between:
“I’m open to hearing what’s out there”
and“I’m ready to leave and start somewhere new.”
Many employed candidates enter interview processes to:
sense-check their market value
test the waters after a tough quarter
see what salary uplift is available
gain leverage for an internal promotion or pay rise
validate that “options exist” (without committing to change)
None of that is wrong. But if you’re hiring, it matters—because it changes how you qualify, how you pace your process, and how you manage offer risk.
A 6-point “readiness to move” scorecard for employers
Use the criteria below as a structured conversation in early-stage interviews.
Ask questions, listen carefully, and then rate the candidate 1–5 on each category:
1 = low dissatisfaction / low motivation to move (high offer risk)
3 = mixed / situational
5 = strong dissatisfaction / strong pull to move (lower offer risk)
Important: This isn’t about judging the candidate. It’s about assessing deal risk in your hiring funnel.
1) Role dissatisfaction (title, remit, pay, location)
What you’re assessing: Is their current role misaligned enough that they want to change?
Ask:
“What’s missing from your current remit?”
“What would you need to see in a role to make moving worthwhile?”
“Is this about scope, title, earnings, or something else?”
“If nothing changed in the next 6 months, would you still be looking?”
Scoring lens
1–2: generally fine; curious; wants a raise more than a new job
4–5: clear misalignment (scope/earnings/territory/product); actively ready to change
2) Business dissatisfaction (mission, culture, industry, trajectory)
What you’re assessing: Are they losing belief in the company, sector, or leadership direction?
Ask:
“How do you feel about the direction of the business?”
“Do you still believe in the product and the mission?”
“What’s changed in the last year?”
“If your company fixed one thing, what would make you stay?”
Scoring lens
1–2: still bought in; may just want a better package
4–5: values/culture/trajectory mismatch; belief has eroded
3) Work-life balance friction (flexibility, commute, rhythm)
What you’re assessing: Are there lifestyle constraints that make staying difficult?
Ask:
“What does an ideal working pattern look like for you?”
“What’s working and what isn’t in your current set-up?”
“Is flexibility a deal-breaker?”
Scoring lens
1–2: current set-up works; little pressure to move
4–5: meaningful friction (travel/office demands/burnout) driving change
4) Engagement with day-to-day work (impact, challenge, motivation)
What you’re assessing: Are they still energised by the job, or are they mentally checked out?
Ask:
“What parts of your role give you energy right now?”
“What parts are draining?”
“Do you feel challenged? Are you learning?”
“How do you feel on a Monday morning?”
Scoring lens
1–2: generally engaged; may be opportunistic
4–5: bored/stagnant/frustrated; wants a new challenge now
5) Relationship with manager & leadership (support, trust, development)
What you’re assessing: People leave managers. If this is broken, readiness to move rises.
Ask:
“How would you describe your relationship with your manager?”
“Do you feel supported and developed?”
“Do you trust leadership decisions?”
“What would your manager say is your next step internally?”
Scoring lens
1–2: strong support; counteroffer risk is high
4–5: poor relationship or low trust; motivation to exit is real
6) Future prospects (progression, learning, internal pathway)
What you’re assessing: If they can see an internal future, they often won’t leave—unless you create a compelling pull.
Ask:
“What does progression look like where you are?”
“Have you had a conversation about your next step internally?”
“If they offered you a clear pathway in the next 3–6 months, would that change things?”
Scoring lens
1–2: sees a pathway; hasn’t exhausted internal options (high counteroffer risk)
4–5: no future internally; stalled; ready for external move
How to interpret the score (out of 30)
This is not a science—but it’s a very useful filter.
24–30: Likely mover (lower offer risk)
They have genuine push factors, and they can articulate them clearly. They’re more likely to convert if your role fits.
What to do: move efficiently, keep momentum, and validate fit quickly.
16–23: Uncertain / needs pulling (medium offer risk)
They may move, but only if your opportunity is meaningfully better than their current reality.
What to do: sell the why you, validate decision drivers, and surface counteroffer risk early.
6–15: “Kicking tyres” / leverage risk (high offer risk)
They’re in a decent situation and may be benchmarking the market, building confidence, or seeking negotiation leverage.
What to do: either disqualify early, or proceed with eyes open (and don’t over-invest without commitment signals).
Building it into your hiring process (without making it awkward)
You don’t need to announce “I’m scoring you.” Just structure your early-stage conversation around:
Why now? (trigger event)
What needs to be different? (non-negotiables)
What happens if your company counters? (risk)
What would make you sign? (closing conditions)
Then you can score internally, compare candidates consistently, and decide where to invest your time.
Practical benefits for employers
Using this framework helps you:
reduce late-stage dropouts
identify counteroffer risk early
avoid over-investing in candidates who aren’t ready
compare candidates on likelihood to convert, not just interview performance
tailor your offer and messaging to what truly matters to them
You’ll still interview great people who choose to stay—recruitment isn’t perfect. But this gives you a repeatable way to spot the warning signs before you’re at final stage.
Closing thought
The best hires aren’t just the highest performers in interview—they’re the candidates with the right combination of capability, fit, and readiness to move. This scorecard helps you assess that third piece objectively.