Why Leading with Assessments Leads to Better Executive Hires

Author: Sabrina Dixon

Recruiting executives is one of the most critical decisions an organisation can make. At this level, the stakes are high: a great leader can transform an organisation, while a poor hire can be costly—financially, culturally, and strategically. According to the Executive Search company, Jack Hammer, failed senior hires have cost companies at least twice the candidate’s annual salary in direct costs.

In South Africa’s dynamic business landscape, selecting the right executives is not just about filling a role—it’s about shaping the future of organisations and the economy at large. Senior leadership appointments carry enormous weight, influencing strategy, culture, and the ability to deliver on transformation and growth objectives.

South African organisations face a dual responsibility: driving business performance in a competitive and complex market while advancing transformation and diversity in line with the Broad-Based Black Economic Empowerment (B-BBEE) Act and Employment Equity requirements. At the executive level, these responsibilities intersect. A single appointment can either accelerate transformation and inclusive leadership or hinder progress.

Limitations of Traditional Recruitment Methods for Executive Recruitment

Despite executive recruitment being one of the most strategic activities a business can undertake, many organisations continue to rely on traditional processes that often only bring psychometric assessments in at the very end of recruitment, almost as a formality or “box-ticking” exercise. In today’s complex and competitive South African business landscape, this approach is no longer enough.

Traditionally, executive recruitment follows a predictable path:

Step 1: Candidate sourcing through networks

Step 2: Shortlisting based on CVs and initial interviews

Step 3: Final round interviews and reference checks

Step 4: Psychometric assessment (often just to confirm an existing decision or decide between two candidates)

Here’s the problem: By the time assessments are conducted, the hiring team is often already emotionally invested in a candidate. If the assessment raises red flags, decision-makers may ignore them because they’ve already decided on the candidate. Or worse, the assessment becomes a tick-box exercise, offering no real insight into decision-making. This not only increases the risk of a costly mis-hire but also narrows the talent pool by excluding candidates who may have high potential but lack conventional experience or connections.

An executive CV may be impressive, but it only tells part of the story. Many executives have similar qualifications and achievements, making it difficult to distinguish between them. Unconscious bias remains a barrier to equitable executive recruitment. Traditional hiring processes often favour candidates who “fit the mould” based on familiar educational backgrounds, networks, or leadership styles—sometimes to the detriment of diverse candidates. Many organisations unknowingly limit themselves by focusing only on candidates who fit a traditional profile: attended prestigious schools or universities, have decades of experience in a similar role or industry, or are connected to existing executive networks. While these candidates may seem like safe bets, this approach excludes highly capable leaders who may come from non-traditional backgrounds or industries. It also perpetuates the same leadership styles and decision-making patterns—limiting innovation and slowing transformation. In South Africa, where economic inclusion and leadership diversity are critical, this narrow view can prevent organisations from tapping into the full breadth of the country’s talent.

The Power of Psychometric Assessments: Objectivity and Insight

Psychometric assessments play a pivotal role by digging deeper, revealing behaviours, thinking patterns, and motivators that are not immediately apparent. For example, a candidate may demonstrate exceptional analytical skills but lack adaptability under pressure, or another may be a strong visionary leader but struggle with operational follow-through. By uncovering these insights early, organisations can avoid making hiring decisions based purely on past experience and instead focus on future potential and fit.

Psychometric assessments bring objectivity to the process by focusing on measurable traits such as cognitive ability, emotional intelligence, and leadership potential. This data-driven approach reduces the impact of bias, ensuring that decision-making is fair and transparent. It provides organisations with defensible, consistent evidence to support Employment Equity and B-BBEE compliance. For instance, a highly skilled leader from a non-traditional background may be overlooked in a purely interview-based process, but a psychometric assessment can reveal their strengths and readiness to excel at the executive level. Psychometric assessments offer an evidence-based way to make decisions that are strategic, fair, and aligned with transformation goals.

The Strategic Advantage of Early Integration

In today’s complex and competitive South African business landscape, psychometric assessments are far more powerful when introduced early in the recruitment process. Doing so not only improves hiring accuracy but also opens the door to diverse talent, supports Employment Equity and B-BBEE transformation goals, and protects organisations from the high costs of executive mis-hires. When assessments are used early, they focus on potential rather than just past experience. This is especially powerful for uncovering talent from non-traditional backgrounds, such as leaders from smaller companies, entrepreneurs, or individuals from historically disadvantaged groups. By evaluating cognitive abilities, leadership style, and emotional intelligence upfront, companies can identify candidates who may not have held executive titles yet but have the capacity to excel at that level. For example, a black female manager may not have decades of executive experience but demonstrates exceptional resilience, vision, and learning agility in her assessment results. Without early testing, she might never even make it to the shortlist.

Introducing psychometric assessments early in executive recruitment is more than a hiring tactic—it’s a strategic move that drives better decisions, greater diversity, and stronger business outcomes. By evaluating leadership potential upfront, organisations can expand their talent pool beyond traditional networks, reduce costly mis-hires, and build leadership teams that reflect South Africa’s diversity and transformation goals. In today’s fast-changing world, companies can no longer afford to rely on gut feel and last-minute checks. The leaders of tomorrow must be chosen with the insight and objectivity that only early psychometric assessment can provide. By making data-driven, unbiased decisions, businesses can confidently select leaders who will champion diversity, foster inclusion, and build sustainable success for both their organisations and the broader South African economy.

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