Why senior external hires fail in year one
Most senior hires that fail were capable of the job. They fail on the gap between the role that was described and the role that exists, and no interview probes it.
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Most senior hires that fail were capable of the job. They fail on the gap between the role that was described and the role that exists, and no interview probes it.
Ask a senior candidate why they’d move and the answer is rarely the perks. It’s scope, a real mandate, and a line of sight to impact.
We spoke to GCC heads who have been in role under a year. The published playbook and the actual playbook diverge sharply.
People don’t leave companies, they leave managers, and at senior levels, one good leader outweighs a floor of amenities.
Across the GCCs we track, senior attrition clusters at a predictable point. The triggers group into four things, and only two are inside HR’s control.
We sorted the levers GCCs reach for into what held people and what didn’t. Most of the budget goes to the ones that don’t.
The first quarter decides whether a leader you fought to land stays engaged or quietly starts taking calls again.
Acceptance masks the reasons someone was leaving. Here’s the decay curve, and the early signs a ‘retained’ senior hire is already looking again.
The strong manager everyone loves is also a concentration risk, and when they leave, the team follows. How to de-risk single-manager loyalty.
Retention read across sectors and seniority bands, drawn from placements followed past the start date rather than to the offer.
An observable-behaviour early-warning checklist for managers: scope withdrawal, network reactivation, the quiet handoff.
Ranking EX spend by retention impact for senior staff, and the perks to stop paying for.
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