How does an executive search work, step by step?

An executive search typically follows six stages: 1. Agreeing the brief 2. Mapping the market 3. Approaching candidates confidentially 4. Assessing and shortlisting talent 5. Managing interviews and offers 6. Supporting the appointment after the successful candidate starts

A structured search gives employers visibility of the available talent and the information they need to make a confident leadership decision.

When you're appointing a senior leader, you want to know that the right people have been considered, that candidates have been properly assessed and that the process is being managed by someone who understands your business.

That's particularly important across the GCC's construction and built environment sectors, where senior appointments can have a significant impact on commercial performance, project delivery and future growth.

At Fletcher Piccolo Associates (FPA), Aaron and I personally manage our executive search assignments from the initial briefing through to the appointment. We follow a structured six-stage process, with clear deliverables and regular communication throughout.

Here's what employers can expect at each stage.

1. What happens during the initial executive search briefing?

Every successful search starts with understanding the business, rather than simply reviewing a job description.

During the initial briefing, we work with the hiring executive to establish what the appointment needs to achieve, the leadership experience required and the challenges the successful candidate will inherit.

For example, a main contractor appointing a General Manager may need someone with a strong record of delivering major projects, but the brief could also require commercial leadership, established client relationships and experience managing a business through growth.

These are important distinctions because two executives with similar job titles can have very different capabilities.

We also agree on the practical details, including remuneration, reporting lines, confidentiality requirements and any companies that should be excluded from the search.

At this stage, we'll challenge anything in the brief that doesn't reflect what we're seeing in the market. If the salary is unlikely to attract the experience required, or the criteria are unnecessarily restrictive, it's better to have that conversation early.

What the employer receives: A written brief, agreed assessment criteria and competency-based interview questions.

At FPA, we complete this stage during the first week.

2. How is the executive talent market researched?

Once the brief is agreed, we begin mapping the market.

This is one of the most valuable parts of a retained executive search because it gives the employer a broader view of the available talent rather than limiting the search to candidates already looking for work.

We identify the companies most likely to employ relevant leaders, research the individuals in those positions and assess how closely their experience matches the requirements.

For senior appointments, the strongest candidates are often already working for established businesses and have no immediate reason to leave.

That's why a comprehensive search cannot rely solely on an existing contact database or advertised vacancies.

Market mapping also provides useful intelligence on compensation, candidate availability and hiring activity within the sector.

When I led a General Manager search for a main contractor in Saudi Arabia, the business needed someone with senior contracting experience and a track record of working with PIF entities and the Saudi Government.

We mapped 25 relevant profiles across the market, giving the client a clear understanding of the individuals worth considering before progressing to candidate discussions.

What the employer receives: A market map identifying relevant organisations and potential candidates, supported by market intelligence.

At FPA, the initial market mapping takes place in week one.

3. How are senior candidates approached confidentially?

Identifying potential candidates is only part of the process. The next step is understanding who may be interested in the opportunity and whether there is a genuine match.

Senior executives are often well established in their current positions. They're not necessarily looking to move, so the approach needs to be professional, informed and discreet.

We contact suitable individuals directly, explain the opportunity within the agreed confidentiality boundaries and establish whether it aligns with their experience and career ambitions.

These conversations go beyond asking whether someone is interested.

We discuss their current responsibilities, motivations, remuneration expectations, availability and notice period, as well as any potential concerns around leaving their current employer.

It's also important to understand whether a candidate may be likely to accept a counteroffer.

For confidential appointments, we agree with the client exactly when the company can be identified and what information can be shared.

What the employer receives: Weekly updates showing who has been approached, who we've spoken with, who is progressing and who has been ruled out or withdrawn.

This stage typically begins during the first two weeks and continues as required.

4. How are executive candidates assessed and shortlisted?

Once we've identified interested and relevant candidates, the focus moves to assessing their suitability.

At executive level, a strong CV isn't enough.

We need to understand what someone has personally delivered, how they've led teams, the decisions they've been responsible for and whether their experience translates to the client's business.

Candidates are interviewed against the criteria agreed during the initial briefing, allowing us to assess them consistently.

For a senior contracting appointment, that might include commercial performance, operational leadership, client relationships, risk management and the ability to lead large teams across complex projects.

We also consider motivation, cultural fit, remuneration expectations and any practical factors that could affect an appointment.

At FPA, our first shortlist typically contains three to five fully assessed candidates, supported by written reports.

These include each candidate's experience, current package, notice period, motivations and our recommendation.

The aim isn't to send as many CVs as possible. It's to provide a considered shortlist that gives the employer genuine options.

What the employer receives: A shortlist of assessed candidates, each accompanied by a CV and written evaluation.

We target the first shortlist by the end of week two.

5. What happens during interviews, references and the offer stage?

Once the shortlist has been presented, the employer begins meeting candidates.

Our role continues throughout this stage.

We coordinate interviews, prepare candidates, collect feedback and advise on any concerns or questions that arise.

It's important that feedback moves quickly, particularly when dealing with senior executives who are already successful in their existing roles.

We also help employers compare candidates objectively against the original requirements, rather than allowing the decision to be influenced entirely by interview chemistry.

Once a preferred candidate has been identified, the process moves towards references, remuneration discussions and the formal offer.

At FPA, we obtain two references on the preferred candidate and support negotiations, resignation and onboarding arrangements.

For the General Manager search in Saudi Arabia, five candidates were shortlisted following the initial market mapping, and the appointment progressed from briefing to signed offer in eight weeks.

The client remained informed throughout and had the market evidence needed to make its decision.

What the employer receives: Interview feedback, written reference summaries and an offer strategy informed by market data.

Our standard process allocates weeks three to eight to this stage, although actual timelines depend on the appointment.

6. What happens after the executive joins the business?

An executive search shouldn't end the moment a candidate signs an offer.

Senior leadership appointments involve a period of transition, particularly when someone is moving between businesses, relocating or taking responsibility for a large team.

Maintaining communication through the resignation and notice period helps address any concerns before the candidate starts.

Once they're in the role, it's equally important to understand how the appointment is progressing from both the employer's and the candidate's perspectives.

At FPA, we stay in contact with both parties as the new leader settles into the business.

We also offer a replacement commitment: if an appointment ends within the first 12 weeks, we provide a free replacement candidate.

Of course, the objective is always to make an appointment that delivers long-term value.

What the employer receives: Continued access to the founders who managed the original search and understand the reasons behind the appointment.

What should you expect from an executive search firm?

A well-managed executive search should give you much more than a shortlist of candidates.

Throughout the process, you should have visibility of:

• The agreed leadership requirements and assessment criteria.
• The organisations and individuals being considered.
• The wider market, including compensation and availability.
• The candidates approached and their progress.
• The reasons behind shortlist recommendations.
• The interview, reference and offer process.
• The support available after the appointment.

At FPA, our approach is straightforward. Aaron and I personally lead every executive search, meaning the person advising you on a candidate's suitability is the person who has researched the market, spoken to them and assessed their experience.

For employers, that creates accountability and a direct relationship with someone who understands both the role and the industry.

Appointing a senior leader is an important decision, and the process should give you the confidence that you've properly explored your options before making it.