Executive TA search: why hiring leaders who hire is different

Hiring a Head of Talent Acquisition is not like hiring any other executive. They evaluate your process while you evaluate them.

That dynamic changes everything about how the search should run. A TA leader knows what good hiring looks like. They notice when your interview process is disorganised, when feedback is late, or when the role has been open too long without clarity. If your search signals dysfunction, the best candidates will opt out quietly.

This is why 70% of TA professionals now claim a seat at the executive table. The person you hire will shape your employer brand, your hiring velocity, and your ability to compete for talent. Get it wrong and the cost compounds across every future hire.

Why this search is uniquely difficult

Most executive searches rely on asymmetric information. The company knows its challenges. The candidate presents their best self. Both sides manage impressions. That asymmetry flattens when you are hiring a TA leader.

They understand exactly what your process reveals. A vague job description tells them the role is undefined. Slow interview scheduling tells them the team is stretched. These candidates are not passive observers. They are professional evaluators.

The best TA leaders are also rarely active on the market. They are embedded in organisations that value them. Reaching them requires discretion, credibility, and a compelling story.

What most companies get wrong

Companies tend to screen TA leaders the same way they screen other executives: big brand experience, years in role, team size managed. This approach misses what actually predicts success.

A TA leader from a large enterprise may struggle in a growth-stage environment where process does not exist yet. Someone who ran a team of 50 recruiters may not know how to build a team from scratch. Stage fit matters more than pedigree, and too many searches fail because they optimise for the wrong signals.

What predicts success is operational history: how they built hiring systems, how they handled competing stakeholder demands, how they measured and improved quality of hire, and how they adapted when headcount plans changed mid-year. These are the questions that reveal whether someone can succeed in your specific context.

How to run a TA leadership search well

Start by getting clear on what problem you are solving. Are you building a function from nothing? Scaling an existing team? Fixing a broken process? Each requires a different profile.

Define success in terms of outcomes, not activities. A good TA leader should be evaluated on hiring velocity, quality of hire metrics, and stakeholder satisfaction. Not on how many requisitions they managed or how many recruiters reported to them.

Run the search with discretion. The best candidates will not engage if they think their interest will leak. Use a small, aligned interview panel. Provide clear timelines and stick to them.

The bottom line

Hiring a Head of Talent Acquisition is a strategic decision with compounding consequences. The person you choose will influence every hire that follows. That is why the search cannot be rushed, cannot be vague, and cannot be run the same way you hire other executives.

If you want to get it right, screen for outcomes rather than pedigree, align your expectations with market reality, and run a process that signals the kind of organisation the best TA leaders want to join.

FAQ

Why is hiring a Head of TA different from other executive searches?

‍TA leaders are professional evaluators. They assess your hiring process while you assess them. A disorganised search signals dysfunction and drives strong candidates away.

What should I screen for in a TA leadership candidate?

‍Focus on how they built hiring systems, managed competing stakeholders, measured quality of hire, and adapted to changing headcount plans. Stage fit matters more than brand names.

How long should an executive TA search take?

‍A well-run search typically takes 60 to 90 days. Rushing it increases the risk of mis-hire. Dragging it out signals indecision and loses candidates.

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