Senior executive roles demand a combination of experience, capability and leadership maturity that can’t always be found locally. This often leads hiring organisations to look beyond local talent markets to deliver on the leadership requirement.
“Many of our executive search assignments draw on established national and international networks to secure the talent that clients need,” says Jennifer Grove, Partner for Gerard Daniels. “Appointing individuals from other locations can bring new perspective to leadership roles and provide executives with valuable exposure to new markets and growth opportunities, but the decision to relocate is rarely straightforward.”
There are a range of professional and personal factors that candidates and employers must consider prior to relocation. Here we share insights and practical advice on navigating this important decision, drawing on substantial experience supporting the appointment and relocation of senior leaders.
Don’t discount a great opportunity
Despite presenting unique opportunities for professional development and career advancement, many people automatically rule out new roles if relocation is required. To avoid discounting what could be a career defining role, Jennifer encourages executives to be open to considering all new opportunities.
“Relocation is a valuable exercise when it allows professionals to challenge themselves and step outside of their comfort zone,” says Jennifer. “Taking the opportunity to gain experience in different locations is also viewed favourably by employers, particularly in complex and globally connected sectors, such as mining and resources, energy, financial services and technology.”
According to Jennifer, it’s equally important for employers to be open minded about relocation.
“Overlooking an individual based only on their current location may prevent the appointment of senior leaders who are otherwise a great fit,” she says. “Before discounting a candidate or a leadership role, it’s important for all parties to determine whether relocation is viable – and worth pursuing.”
Never assume that relocation will work
Assuming that a candidate will relocate, without sufficient discussion, can prove costly in executive search. For example, an executive who was previously open to moving may later encounter family, health, schooling or career factors that affect their ability to do so.
“Personal and professional circumstances change and there’s always the potential for candidates to rethink relocation,” says Jennifer. “To support sustainable appointments, we encourage early and in-depth discussion between all stakeholders. These conversations make sure that everyone is on the same page and that they understand the important factors that shape both sides of this decision.”
Avoiding late exits
While it is acceptable for candidates to remove themselves early in the recruitment process, choosing not to continue after an interview or formal offer has been made should be avoided.
“Late exits can damage a candidate’s reputation. They also create unnecessary challenges for hiring organisations by disrupting recruitment timelines, delaying appointments and adding to the complexity of managing other candidate expectations,” says Jennifer. “Yet despite family commitments weighing heavily on career decisions for most senior leaders, quite often when a candidate pulls out late it’s because they haven’t had the necessary discussions or fully considered the impact of relocation on family.”
To avoid late exits and ensure appointments are informed by a proper understanding of what relocation involves, there are some important factors that must be discussed very early in the recruitment process.
- As some locations are more family friendly than others, candidates should take time to understand the environment they will be moving into. “Before committing to a role, research important culture, lifestyle and employment factors, as well as local amenity in areas such as schools, healthcare and transportation,” says Jennifer. “If you look online there are some great resources that share real-life experiences on living and working in different parts of the world.”
- Depending on personal circumstances, candidates may consider whether moving to a new location will affect career progression and employment opportunities for other family members. “Relocation can be disruptive in dual-career households, but the earlier you have these conversations, the more likely you are to achieve good outcomes for both individuals.”
- Life stage is another important factor, with some families finding relocation easier when children are young, more adaptable to change and likely to build social connections through school, sport and other hobbies. The need to relocate back to older relatives could also be considered.
- Returning to a location where you have family and friends can add to the appeal of a role and make settling in much easier. “When there are additional personal factors at play, don’t be afraid to share this information with the recruitment team,” says Jennifer. “Knowing that a candidate has support networks in place or other compelling reasons for moving can mitigate relocation risk and lead to a more successful and sustainable appointment.”
Most organisations benefit from early engagement with candidates to understand their commitment to the role and the various personal and professional circumstances that shape their decision.
“Gerard Daniels works closely with clients and candidates to facilitate these discussions, communicating openly about any potential issues while helping to account for relocation risk in the shortlists that we build,” says Jennifer. “We also create value by sharing insight and guidance that helps candidates and families to settle into their new location.”
For specialist advice on appointing and relocating senior leaders or to explore leadership opportunities beyond your local market, connect with Jen or reach out to your local Gerard Daniels team.
