Executive search is not open candidate search. It is not recruitment based on job advertisements. Advertising reaches individuals who are already considering a job change and actively follow job postings. The majority of the talent market is not reached through advertised search. Executive search assesses the entire market and identifies individuals who are successful in their roles and valued by their current employers—people who are not actively seeking new positions or monitoring job ads.

Executive search is also not a quick or superficial process of finding candidates and simply delivering a contact list to the client. It is not a surface-level scan of resumes or a review of pre-existing candidate databases. Such quick sourcing might be referred to as direct recruitment.

True executive search is a thorough process. After identifying potential candidates, they are interviewed in depth, assessed, and presented to the client with detailed reports.

The difference between traditional recruitment and executive search is significant. Executive search begins with a detailed profile definition in collaboration with the client and continues with a systematic search process aimed at finding candidates in the market who meet the defined expectations and requirements. In traditional recruitment, a candidate is chosen from those who have applied, selecting the one who best fits the position from among the applicants. Traditional recruitment often results in compromise. Executive search continues until the right candidates—those who meet the requirements—are found.

Selecting the right executive is one of the most important decisions an organization can make—often with long-term strategic impact. Today, this process frequently involves partnering with a firm specialized in executive search.

The aim of executive recruitment is to position the organization as a competitive employer—offering attractive leadership opportunities, room for growth, and a workplace capable of delivering on strategic goals while adapting to changing market conditions.

Organizations now compete for top leaders not just within their own industries or regions, but increasingly across business sectors and borders.

Through professional selection criteria, structured development, and flexible career paths, companies ensure leadership continuity during all phases of growth and transformation. Succession planning and foresight are essential parts of the leadership acquisition process, helping organizations respond to both predictable and unexpected situations.

Leadership decisions significantly influence organizational capacity and reputation. Beyond performance, these decisions impact workplace culture and employer branding—factors that help attract and retain talent.

As there are many different executive search providers in Finland and globally, the questions below can help you determine whether a prospective partner can truly deliver what your organization needs.

Questions to Consider When Selecting a Search Partner

Is the firm a member of FEX – Finnish Executive Search Firms Association?

How long has the consultant or firm been operating in the executive search field?

Do they understand your industry, its key players, and business models?

Can they bring fresh perspectives to your search process?

Do they have access to the right-level candidates for confidential discussions?

What are the terms of their placement guarantee?

Do any off-limits agreements potentially limit their ability to complete the assignment? (It's worth discussing how relevant such restrictions are for your search.)

Who will actually represent you and your organization throughout the process?

Who engages directly with the candidates? Is it the senior consultant, or is much of the work delegated to junior staff?

Is the search process clearly outlined, including reporting checkpoints?

Is there a written agreement covering the scope, timeline, and responsibilities?

Are the billing and fee structures transparent and easy to understand?

Does the consultant invest time in understanding your organization in depth?

Will the partner support you during contract negotiations with the selected candidate?

Does the service include onboarding support, and what does that entail?

How will the partner respond if the situation changes mid-process?

It's important to remember that candidates are also selecting you. All parties should aim for a win–win outcome. That's why it's essential to work with a firm and consultant capable of professionally representing everyone's interests.

In executive search consulting, professional terminology often originates from English. Below are some of the most commonly used terms and concepts:

EXECUTIVE SEARCH / SUORAHAKU / HEADHUNTING

Executive search (also referred to as headhunting) is the process of identifying and reaching out to qualified candidates for an open or upcoming leadership position. Suitable candidates are proactively identified—often through public sources—and contacted directly to assess their interest in the role. The future employer assigns the search to an executive search firm, which then identifies, interviews, and presents the most suitable candidates. The employer makes the final hiring decision.

Typically, the consultant maps (see longlist) dozens or even hundreds of qualified candidates. From these, 10–20 may be interviewed, and 3–7 of the most promising are presented to the client.
Traditional retained executive search has become more common. Additionally, companies now increasingly hire internal search professionals to identify talent for their organizations. Executive search is used not only for top-level roles but also increasingly for specialist and middle management positions.

LONG LIST / CANDIDATE MAPPING (EHDOKASKARTOITUS)

A long list (candidate mapping) is a list of qualified candidates identified for a position without public job posting (e.g. job boards or social media). This method also reaches passive candidates, not just active job seekers.

Unlike full executive search, longlisting does not include in-person interviews. The hiring organization may choose to interview candidates themselves or assign the rest of the process to the search firm.
Longlisting is typically shorter and lighter than full search, involving a research plan and desk research, resulting in a longlist and possibly an initial round of candidate contact.

DIRECT RECRUITMENT (SUORAREKRYTOINTI)

Direct recruitment refers to a quick candidate sourcing process without a multi-phase search. This method is common in high-demand sectors. While it may resemble executive search on the surface, it is not the same.

PUBLIC SEARCH / OPEN SEARCH / ADVERTISED RECRUITMENT

Public, open, or advertised search refers to traditional recruitment via public job postings aimed at attracting motivated applicants through a compelling employer brand. Executive search may sometimes be complemented by advertising.

CURRICULUM VITAE (CV) / RÉSUMÉ

A CV (Curriculum Vitae) summarizes a candidate's past achievements, experience, and education. It provides a compact yet comprehensive picture of the applicant's skills, background, and motivation.

Key components include:

• Personal details

• Education

• Work experience

• Language skills

• Achievements and personal strengths
  Military service may also be included in Finland. Recommended length: max. two pages.
  The CV is typically the only attachment submitted with an application unless others are specifically requested.

GDPR (General Data Protection Regulation)

The EU's GDPR (2016/679) regulates personal data protection across EU member states. It applies not only within the EU but also to entities processing the personal data of EU residents outside the EU.
The goal is to strengthen individuals' rights over their data and simplify the regulatory environment for cross-border business.

FOLLOW-UP

A follow-up refers to post-placement discussions tracking the performance and integration of the selected candidate in their new role.

OFF-LIMITS / RESTRICTIONS

Off-limits refers to companies that a search firm may not approach for candidates due to existing business relationships or ethical agreements.

ASSESSMENT / PSYCHOMETRIC EVALUATION (HENKILÖARVIOINTI)

Assessment aims to evaluate how well a candidate fits a defined role, based on the task requirements and organizational context. It examines expectations, motivation, relevant competencies, and behavior.

The goal is a strong match between the role's requirements and the candidate's attributes.
Assessments support both sides in making a confident selection decision. Results may also help onboard and develop the selected candidate.

Assessments are typically conducted by trained professionals—often certified or licensed psychologists in Finland. Certification verifies competence in:

• Psychological assessments per national guidelines

• Competency-based evaluations
  Assessments are regulated under Finnish labor privacy laws.

REFERENCES / RECOMMENDATIONS

References are based on individuals provided by the candidate who can give credible feedback about the candidate's work, behavior, and achievements.

SHORTLIST

The shortlist is the final group of candidates presented to the client. These individuals match the desired profile, are interested in the role, and have authorized the sharing of their personal information.
A typical shortlist includes 3–5 candidates.