Every business has a senior hire it still talks about
Usually not fondly. Executive hiring assessment measures leadership impact and leadership risk before you appoint, so the hire people still talk about is the one that worked.
Senior appointments made on evidence
The damage goes beyond the financial
Senior appointments still get made on reputation, on a strong interview and on who already knows the candidate. When one fails it does not fail cleanly. The cost people count is the salary and the search fee, twice. The cost they do not count is everything the role touched on the way through, and at this level that is a function, a culture and sometimes a license to operate.
Around one in five leadership appointments made in the last three years is viewed as a mistake by the people who made them.
And this is what HR leaders have seen following a poor decision
48%
team disruption
34%
increased attrition
30%
lost revenue
29%
culture damage
28%
increased legal or compliance issues
27%
reputational damage
Source: Sapio Research for Saville Assessment, 2026.
What an executive hiring assessment measures
Two readings from one assessment, because the question is not only what this person will do well.
What they will actually move
Where this leader will make a difference, read across the professional, people and pioneering sides of the job, and mapped to the objectives the appointment is being made to deliver.
What shows up under pressure
The unintended consequences of a particular combination of behaviors, especially under stress. We surface them before the appointment is made, while you can still do something about them. Left to emerge on their own, derailers only show up once someone is in the role, which at this level is far too late to be useful.
Fewer than a quarter of HR leaders are completely confident their organization can identify leadership risk before it affects performance or culture.
Sapio Research for Saville Assessment, 2026.
Both come from one completion of our most comprehensive behavioral assessment, so the candidate is asked once and the appointment panel gets both lenses.
What a failed senior appointment actually costs
1 in 5 to 1 in 50
reduce the risk of appointing a poor performer, with our behavioral assessment.
Double
the validity, and double the return on what you spend on assessment.
Appointments made with the evidence in the room
Partner selection, external and internal, run to one standard worldwide. Reporting was built around the firm's own leadership behaviors rather than a generic model, so every candidate for partner was read against the same definition of the job in every market. Their recruiters were trained to assess and interpret it themselves.
“The Saville Assessment team are just amazing to work with. They have been incredible at all stages, and I trust them implicitly.”
One assessment standard across 38 operating companies, mapped to the group's own competency language, with sixty of their own HR people accredited to run it across three continents. Sharper decisions at final stage, and one benchmark that means the same thing in every market.
fewer mis-hires
Frequently asked questions
The things appointment panels and CHROs ask us first. If yours is not here, ask us directly.
Almost always, and the objection is usually ours rather than theirs. A candidate at this level is already committing to several rounds of interviews and the preparation that goes with them, and an assessment is a smaller ask than one more panel. Where an external search firm is involved, the assessment usually strengthens their recommendation rather than competing with it.
A profile describes what someone is like. A risk reading looks at what a particular combination of behaviors tends to produce under pressure, which is not the same thing and is not visible from the profile alone. Left alone, that part of the picture only shows up once someone is in the role. We put it in front of the panel while the appointment is still a decision, so a risk is something you plan around rather than something you meet for the first time in the job.
You appoint, because the decision is yours and the assessment is one input alongside interviews and references. What the evidence gives you is a specific, named risk to plan around rather than a surprise in month nine. It also gives you a record of what was known at the time, if the appointment is ever looked at again.
Where an appointment includes executive aptitude, the platform detects abnormally strong or unusual response patterns and flags any candidate who should be re-tested. It is already running, it adds nothing to what the candidate has to do, and where a flag fires the first step is a re-test rather than a rejection. It is the answer you can take back to a board without hedging it.
Yes. Remote supervision is delivered through our partner network as a paid upgrade, and at this level it is a reasonable default rather than an exception. For regulated appointments it is usually the right call. Response pattern checks run either way.
No. A search firm finds and assesses fit from experience and network; this measures how someone works and where the risk sits, on the same standard for every candidate on the list. Most of our clients at this level run both, and several of our partners are search firms.
Tell us about your leadership hiring plans
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