When organisations reach out to us about hiring senior communications or corporate affairs talent, it’s often during complex periods of change: a leadership departure, a restructure, scrutiny from regulators, or a high-stakes transformation.

While the broader jobs market may appear candidate-heavy, hiring at the senior end remains cautious and considered. It’s also deceptive. We’re aware of numerous organisations approaching the search for senior leaders directly in recent months - it can be tempting to believe that putting out an advert will yield the right shortlist – especially when budget pressure is high. And sometimes they get lucky! But this approach rarely works when reputation, stakeholder confidence, and board-level alignment are on the line. And it often results in a search firm being appointed further down the line, having wasted a significant amount of senior leaders’ time, and multiple frustrated stakeholders being bruised through the process. 

As a recent CIPD report disclosed, 41% of appointed leaders leave a new role within their first three months. A successful appointment doesn’t guarantee long term success.

In reality, many credible and effective leaders aren’t scrolling job boards. And many that do quickly give up on automated application processes that yield few results. Potential candidates are often engaged in existing roles and only consider an alternative position when approached directly with a genuinely compelling opportunity. 

At Ellwood Atfield, more than 70% of the leadership placements we’ve made in the past three years are still in post. And 99% of appointed professionals remain in position after 3 months of starting a new role. The majority were secured through proactive headhunting. And they remain in post because we follow processes that ensure successful outcomes - we aren’t a CV shop and we don't just provide access to a CRM. We’re consultative partners who connect the most talented experts in our market place. 

This is why process matters – and why the right search partner can define the difference between a candidate who ticks boxes and a leader who enhances the culture and leaves an outstanding legacy. 

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What matters most in today’s environment

The role of the Corporate Affairs leader has evolved, as organisations face tighter budgets, closer scrutiny, and complex stakeholder expectations, the brief has changed too. Leaders are now expected to:

• Operate with greater commercial clarity, aligning messaging with wider business objectives
• Interpret and apply data and AI insights in communication strategies
• Influence with impact across multiple functions, from legal and HR to sustainability, strategy and investor relations
• Bring measured judgement under pressure, earning trust quickly with boards and external stakeholders

These are now core competencies, expected by boards, CEOs and stakeholders across sectors facing tighter scrutiny and faster change. When interviewing prospective candidates for leadership positions, you must question whether they’ll successfully build relationships and demonstrate impact at Board level? Will they provide constructive challenge and deliver effectively amidst ongoing geopolitical uncertainty? Corporate Affairs leaders are uniquely positioned to operate across all key functions, and to align priorities of HR, legal, policy, finance and sustainability leaders to deliver the commercial objectives of the business. 

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Hiring for long-term impact: five essentials

1. Align the brief to organisational context
   What is the organisation facing right now? Are you rebuilding after a departure? Managing structural change? Under media or regulatory pressure? A well-framed brief starts with the challenge, not just a list of tasks.
2. Be strategic about interim vs permanent when critical gaps arise
   Some clients come to us unsure whether to make a permanent appointment now or to wait while they navigate internal change. In moments of uncertainty, an interim leader can bring calm, clarity and momentum, without long-term commitment. It may prove more successful in the longer term to appoint an interim so decisions aren’t made under pressure, and corners in the search process aren’t cut. The right interim can steady the team and deliver immediate value.
3. Define the mission and success from the outset
   Do you need someone who can reset stakeholder expectations? Navigate a reputational challenge? Embed a new leadership team or lead a newly-formed function? Establishing what success looks like from the outset ensures you attract the right candidate.
4. Use executive search when the role is business-critical
   When reputation, regulation, or strategic alignment are at stake, a thorough search with genuine market mapping (not just speaking to known contacts and/or the most obvious competitors) brings you candidates you won’t find elsewhere. It’s discreet, targeted, and gives you control, and confidence throughout the process. 
5. Think beyond the successful appointment 

The process doesn’t end when a successful candidate accepts your offer. Across all levels, appointed professionals will require support through the resignation and onboarding process (and beyond). Firms with access to accredited leadership coaches, mentors and organisation design experts will add value beyond day one. 

Why clients work with us

We understand that critical hires aren’t just about filling a gap but restoring confidence, building capability, connecting experts and shaping your public voice.

Ellwood Atfield is trusted by membership bodies, corporates, regulators and not-for-profits to deliver at the moments that matter. We’re embedded in the sectors we serve, and the people we place go on to influence agendas at the highest levels.

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Need to make a senior appointment?
I’d be happy to advise on the right route forward, whether permanent, interim, or exploratory.

➔ Book a confidential call with a Chief Executive, Jules Shelley today.

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