The CEO’s Role in Talent Acquisition

By Tony Cinello, Founder – Anthony Andrew

There’s a moment in every search where the offer, the compensation, and the career opportunity all align—and yet, the candidate still hesitates.

Over the years, I’ve learned that hesitation rarely has anything to do with the job. It almost always has to do with the leader behind the role—specifically, whether the CEO showed up early, clearly, and credibly.

As a retained executive recruiter, I’ve supported hundreds of senior-level placements in mid-market firms, and one thing is consistent: when the CEO is personally engaged in talent acquisition, the hiring process accelerates, the quality of candidates improves, and the close rate skyrockets. When they’re not? The process drags. Momentum stalls. And top talent quietly walks away.

This article is a conversation I often have with my clients—particularly CEOs and CHROs operating in high-growth or PE-backed environments. If you’re wondering why your finalist isn’t signing—or why your shortlists aren’t stronger—the answer might not be in your recruiter, comp plan, or timing.

It might be you.

What Candidates Are Really Evaluating

When you’re hiring at the executive level, the candidate isn’t just evaluating the role. They’re evaluating the business through the lens of the CEO.

They’re asking:

• “Is this leader someone I can partner with?”

• “Will I have real visibility and influence—or just a title?”

• “Is this CEO invested in my success, or outsourcing it to HR?”

  
  

If the CEO is missing from the process until the final handshake—or worse, only shows up for a quick “thanks for considering us” moment—candidates take that as a signal.

Whether fair or not, they assume:

“This hire isn’t a priority. I might not be either.”

At this level, top candidates have leverage. They don’t need your job. They want a leader they can believe in. If they don’t see you early, they don’t stay long.

A CEO's Absence Sends the Wrong Message

Let me be clear: I’m not saying the CEO needs to review every résumé or sit in on panel interviews. But I am saying that a visible, vocal CEO is a differentiator—especially in a competitive market.

When the CEO is disengaged or invisible during a critical hire, it says:

• “This is just another role to fill.”

• “People decisions are someone else’s job.”

• “You’ll report to me, but you won’t partner with me.”

That’s not a recipe for retention. It’s a recipe for risk.

And the irony? CEOs often want accountability, initiative, and business ownership from their hires—yet forget to model that same ownership in the hiring process itself.

The Three Moments Where the CEO’s Voice Matters Most

In my work with mid-sized and growth-stage companies, I coach CEOs to engage meaningfully at three inflection points during a search. Done well, these moments signal leadership clarity—and build the trust needed to land exceptional talent.

1. Search Kickoff (Internal Alignment)

Before I ever go to market, the CEO’s role is to frame the “why” behind the hire. Not just the duties, but the business problem this leader will solve.Will they build infrastructure for scale? Repair broken culture? Navigate post-acquisition change?

That clarity helps me position the role effectively—and helps candidates understand how they’ll contribute to something bigger than a job spec.

2. Shortlist Engagement (Candidate Dialogue)

When we get down to three or four finalists, CEO presence becomes a competitive edge. A 30-minute call—even just to share vision, values, and expectations—creates connection. It says:

“You matter. This seat matters. I’m in this with you.”

In nearly every retained search I’ve led, the candidate who felt an early CEO connection was the one who moved fastest—and stayed longest.

3. The Close (Offer Conversion)

This is not where the CEO shows up for a “Thanks for your time” email. This is where the CEO anchors the vision and reinforces the mutual investment.

I’ve had CEOs text, call, even hand-write notes to finalists. One sent a quick video message about the road ahead. The candidate said, “That sealed it for me. I felt like I already had a seat at the table.”

You can’t outsource that kind of influence.

Why This Matters Even More in the Mid-Market

If you’re operating a $50M business—or a PE-backed platform pushing toward $100M+—you don’t have layers of insulation. Every leadership hire directly shapes performance, morale, and strategy.

And often, you’re hiring for roles where ambiguity is high and structure is still being built.

That means candidates aren’t just saying yes to an org—they’re saying yes to you.

In these environments, a CEO’s involvement:

• Accelerates decision-making

• Increases candidate trust and buy-in

• Shortens time-to-fill

• Improves long-term retention

The search firm may lead the process. But the CEO closes it.

A Final Word for CEOs Reading This

If your last search dragged… If the right candidate said no at the finish line… If your team is saying, “We just can’t find the right fit”…

Take a step back and ask: “How visible have I been?”

Leadership doesn’t just attract—it retains. And nowhere is that more evident than in the talent you bring in at the top.

My advice? Show up early. Speak with clarity. Close with conviction.

Because in this market, great candidates don’t just join companies. They join you!

—

Tony Cinello Founder | Anthony Andrew

References

• Korn Ferry. (2023). Executive Candidate Sentiment Report. Retrieved from https://www.kornferry.com

• Gartner. (2022). CEO Involvement in Talent Strategy. Retrieved from https://www.gartner.com

• LinkedIn Talent Insights. (2023). The Role of Executive Sponsorship in Hiring Speed. Retrieved from https://business.linkedin.com/talent-solutions