According to research from the AESC and the Executive Search Information Exchange, between 20-30% of executive search processes are paused, re-scoped or cancelled before a hire is made. At Savannah Group, our own experience, and data from MapX, suggests this is more common than often acknowledged. But what exactly is behind this pattern, and more importantly, how can organisations reduce the risk of searches becoming drawn out or inconclusive?

Why completions stall: It’s not about attrition

Rather than focusing on how long a placed candidate stays in role, the issue at hand is search processes that don’t move through to a successful hire. These are often the result of mandates being put on hold, roles being redefined mid-process, or an initial brief that proves too restrictive once tested in the market.

Catch-up on our latest LinkedIn session “Why is one in five leadership hires failing?”

Common challenges that disrupt progress

Several interrelated factors can make it difficult to build momentum in a search:

• Overly narrow talent pools due to tightly defined or highly specialised role requirements.
• Limited candidate engagement, particularly in competitive or emerging skills markets.
• Process friction, including multiple interview stages, slow decision-making, or consensus-based hiring structures.
• Late-stage misalignment, particularly around compensation or role scope.

In effect, organisations may struggle to attract or progress candidates in line with initial expectations.

The costs of prolonged searches

Extended or inconclusive search processes can lead to:

• Lost time and opportunity for the business.
• Frustration across HR and leadership teams.
• Reduced clarity in the market and missed competitive advantage.
• Pressure on employer brand, particularly when key roles remain unfilled for months.

In one extreme example, a major consumer brand kept a critical GM role open for more than two years due to rigid requirements around location and industry background. The position remained vacant despite multiple search attempts, eventually contributing to a loss in market share and leadership continuity.

Spotting early indicators

Organisations that are most effective at keeping searches on track tend to watch for:

• Delays in producing a viable longlist.
• Drop-off in candidate interest or availability.
• Diverging feedback from stakeholders during interviews.
• Shifts in strategic direction that prompt a rethink mid-search.

A proactive solution: Talent Mapping

At Savannah, we advocate for upfront calibration using live talent market data to:

• Validate briefs before launching into search.
• Align hiring teams around realistic role definitions.
• Identify potential barriers to diversity or speed of hire.
• Accelerate time-to-shortlist with pre-qualified talent.

Talent mapping improves preparedness and reduces the likelihood of needing to restart or reframe later. As McKinsey highlights, organisations that integrate talent planning into their strategic processes consistently outperform their peers.

Find out more about Talent Intelligence