Better Search Results: How to Partner with Executive Search Firms

Moving from my corporate HR career to executive search consulting changed how I view leadership hiring. 

After years in HR, this shift gave me a clearer view of why talent matters so much to company leaders. The data puts this in perspective: 75% of CEOs in Latin America and Spain consider talent acquisition their biggest barrier to growth. This trend is likely to be global and shows exactly why companies need to rethink their relationships with search partners.  

What struck me most was how I could use my HR experience to bridge the gap between companies and the search for transformative leaders. Executive search goes beyond just filling roles, especially at Stanton Chase—it’s about building strong, strategic partnerships that align with an organization’s needs and long-term vision.  

My background as an HR leader across industries like pharmaceuticals, medical devices, and more has given me unique insights that can help companies refine their executive hiring strategies. 

4 Things to Consider to Improve Your Executive Search Firm Experience 

1. Building Trusting Relationships and Clear Communication

Having sat on both sides of the table—as a corporate HR leader and now as an executive search consultant—I’ve seen firsthand the power of trust and communication. 

When executive searches fail, it often comes down to poor communication during the hiring process. This shows why the relationship between search firms and companies needs to go deeper than surface-level updates. Building genuine relationships between hiring teams and their search partners creates an environment where open dialogue and mutual understanding work best. 

Research has shown that poor communication costs companies with 100 employees $420,000 each year in lost productivity. Now consider what happens when communication breaks down during an executive search: missed candidate feedback, unclear job requirements, delayed decisions, and ultimately, a longer search that costs more and risks losing top candidates.  

2. Prioritize Cultural Compatibility 

My experience has shown that even the most skilled candidates fall short when they don’t fit the company culture.  

A recent study found that 92% of executives believe a better company culture would increase their firm’s value, but only 16% think their own culture is good enough. That’s exactly why defining culture in the search process matters—companies need executives who will both embrace and improve their culture.  

The most successful hires connect deeply with an organization’s values and vision. Companies succeed when they take time to define and communicate their culture clearly during the search process. 

3. Looking Beyond Resumes

Working across various corporate roles has taught me that technical expertise is just one piece of what makes a successful leader.  

Research from Harvard University, the Carnegie Foundation, and Stanford Research Center makes this clear: 85% of job success comes from soft skills and working well with people, while only 15% comes from technical knowledge. In executive searches, this rings especially true. A leader might understand industry metrics perfectly, but their real impact comes from how they connect with teams, adapt to challenges, and guide people through change.  

This is why we spend so much time assessing a candidate’s adaptability, leadership approach, and strategic thinking. Today’s leaders need to keep learning as they face new challenges in AI, geopolitical shifts, and economic changes. Companies that value these qualities find leaders who can handle complexity and drive lasting success. 

4. Learning from Other Industries

Too often, companies limit their search to candidates within their specific industry, missing out on valuable cross-industry talent.  

Research reveals two key findings about executive moves: leaders from top-performing companies more often jump between industries than stay in them, and new outside executives—those fresh to both top management and the industry—tend to drive more growth, particularly when they join experienced teams. This matches what I’ve seen in practice.  

During my time in HR at a large, multinational corporation, we regularly moved executives between industries as part of our talent management strategy. Moving an executive from pharmaceuticals to medical devices helped them build new skills and confidence.  

Similarly, when leaders moved from aviation to renewable energy, they found creative ways to tackle challenges. These moves worked especially well in global functions like HR, finance, IT, and others. Both the executives and the organization came out ahead, as these leaders brought new ideas and drove meaningful change. Looking beyond one industry often helps us find leaders who can grow and excel within your organization. 

Building Lasting Executive Search Partnerships

My shift from HR leadership to executive search has equipped me with practical insights about strategic hiring. Getting these partnerships right is important for both companies and search firms. I see each search as a collaboration to find leaders who fit a company’s culture and drive growth. 

To build lasting partnerships with search firms, companies should: 

• Share their full business context, not just the job description 
• Give regular, honest feedback throughout the search process 
• Treat search partners as strategic advisors, not just recruiters 
• Stay responsive and keep momentum during key decisions 

Strong executive search partnerships work best when built on trust, shared understanding, and commitment. I hope these insights help create more successful hiring partnerships. 

About the Author

Burcu Miles is a Partner at Stanton Chase London. She specializes in Life Sciences and Healthcare as well as Consumer Products and Services. She has worked for well-known healthcare companies such as General Electric, Merck Co., and Schering-Plough across various regions, including the US, Europe, and Emerging Markets – EMEA. Burcu’s background has culminated in 15 years of experience in human resources leadership roles.