Why executive recruitment is a strategic issue in Quebec
According to a study published by the Conference Board of Canada, nearly 60% of Canadian companies say they are having difficulty filling their management positions. In Quebec, this challenge takes on a particular dimension given the aging of the workforce and the increased competition between sectors to attract the most qualified profiles. Recruiting senior executives is no longer just an administrative operation: it is a growth lever that can transform the trajectory of an organization.
For Quebec companies, whether they are based in Montreal, Quebec City, Sherbrooke or in the regions, identifying the right leader at the right time makes all the difference between stagnation and expansion. This article explores best practices for structuring an effective executive recruitment process, mistakes to avoid, and trends that are redefining headhunting in 2026.
The context of the job market for management positions in Quebec
The Quebec executive job market has evolved considerably over the past five years. The pandemic has accelerated several trends that directly affect how organizations recruit their leaders. Hybrid teleworking, the rise of digital skills and increased salary expectations have redrawn the contours of executive recruitment.
Companies in the manufacturing sector, for example, are struggling to find production managers capable of leading the transition to Industry 4.0. In the financial sector, the demand for CFOs who are proficient in both traditional management and predictive analytics tools far exceeds the available supply.
This imbalance between supply and demand creates considerable pressure on internal HR teams, who don’t always have the resources or network to identify passive candidates, i.e. those who are not actively looking for a job but would be open to a challenging career opportunity.
The key steps to a successful executive search process
1. Define the strategic profile of the position
Before starting the search, it is essential to go beyond the simple job description. A senior executive recruitment requires careful consideration of the strategic role that leader will play in the organization. What are the priority challenges? What corporate culture should the candidate embody? Which technical and behavioral skills are non-negotiable?
This step often involves discussions with the board of directors, senior management and key stakeholders. A firm specializing in executive search can facilitate this reflection by providing an external perspective and in-depth knowledge of the market.
2. Map the talent market
Talent mapping consists of identifying all the professionals who could match the profile sought, whether they are in a position or in transition. This approach goes far beyond consulting CV databases. It involves sector monitoring, analysis of the organizational charts of competing companies and mobilization of an extensive network of contacts.
Experienced headhunters usually have a network built over several years, which allows them to approach high-caliber candidates with discretion and credibility.
3. Approach and assess candidates
The direct approach remains the preferred method for recruiting management positions. Unlike job offers published on traditional platforms, the direct approach makes it possible to precisely target the profiles corresponding to the needs of the organization.
The assessment of candidates at this level is not limited to traditional interviews. It includes role-playing, psychometric tests, in-depth reference checks and sometimes 360-degree assessments. The goal is to measure not only technical skills, but also leadership, adaptability, and alignment with company values.
4. Negotiate and onboard the new leader
Salary negotiation for a senior management position goes far beyond the question of base salary. Total compensation generally includes performance bonuses, stock options, enhanced benefits, a company car and sometimes a signing bonus. A marketing director or vice president of human resources expects a competitive package that reflects the level of responsibility of the position.
Integration (onboarding) is just as critical. A structured integration process over 90 to 180 days significantly increases the chances of success of the new leader and reduces the risk of premature departure.
Comparison of recruitment methods for management positions
| Method | Benefits | Cons | Best for |
|---|---|---|---|
| Internal | Knowledge of the culture, reduced costs, speed | Limited pool, risk of stagnation, internal | Middle Management Positions |
| Traditional | Wide distribution, simplicity, moderate | Not well suited to senior positions, volume of applications not targeted | Professional and technical positions |
| Headhunting | Specialized network, confidentiality, in-depth | Higher investment, longer | Senior Managers and Strategic Positions |
| Referrals and Networking | Quality of recommendations, trust | Sometimes limited network, lack of diversity | Complement to other methods |
Common mistakes in executive recruitment
Despite the high stakes, many companies make recurring mistakes in their executive recruitment process. Understanding these pitfalls allows you to avoid them and significantly increase the chances of success.
The first mistake is to rush. Under the pressure of an unexpected departure or rapid growth, some organizations speed up the process at the expense of rigor. However, a poor recruitment at this level can cost between 5 and 15 times the annual salary of the position when considering the direct and indirect costs.
The second common mistake is to focus exclusively on technical skills to the detriment of interpersonal skills. A senior executive who is technically brilliant but unable to mobilize their teams or navigate organizational policy will have a limited or even negative impact.
Finally, neglecting reference checks is a major risk. At this hierarchical level, candidates have mastered the art of the interview. Only a rigorous reference check, carried out by experienced professionals, makes it possible to validate the claimed achievements and identify potential risk areas.
Trends that are transforming headhunting in 2026
Executive recruitment is currently undergoing profound transformations, driven by technology and the changing expectations of candidates and employers alike.
Artificial intelligence is playing an increasingly important role in the identification and screening of candidates. AI tools can analyze thousands of profiles in minutes, identify atypical backgrounds that would have missed a traditional search, and predict cultural fit between a candidate and an organization.
However, the human dimension remains irreplaceable. The relationship of trust between the headhunter and the candidate, the detailed understanding of organizational issues and the ability to evaluate leadership are all elements that require the intervention of experienced professionals.
Diversity and inclusion have become essential criteria in executive recruitment. Companies that do not actively engage in this path are missing out on a significant talent pool and exposing themselves to increasing reputational risks.
Hybrid work has expanded the geographic pool of recruitment. An executive based in Trois-Rivières can now lead a team spread across Montreal, Toronto and Vancouver. This flexibility opens up new opportunities for companies located in the regions, which can now compete with major cities to attract the best talent.
Why entrust your executive recruitment to a specialized firm
The use of a senior executive search firm offers several key advantages. Firstly, a specialised firm has a network of contacts that internal HR teams cannot replicate. Years of presence in the market allow headhunters to maintain ongoing relationships with thousands of professionals across Canada.
Second, confidentiality is often a critical issue. When a company wants to replace an existing executive or recruit for a strategic project that has not yet been announced, using a discreet intermediary is essential.
Thirdly, the objectivity of an external view makes it possible to avoid recruitment biases and to challenge the organisation’s assumptions about the ideal profile. A good headhunter doesn’t just find the candidate who fits the job description, they identify the one who will move the company forward.
FAQ
How long does a senior executive recruitment process take?
On average, a complete recruitment process for a management position takes between 8 and 16 weeks. This time frame includes profile definition, market mapping, candidate approach, interviews, assessments, and negotiation. Vice-president or general management positions may require a longer period of time due to the scarcity of profiles and the complexity of negotiations.
What is the cost of an executive recruitment mandate?
The fees of a headhunting firm generally represent between 20% and 35% of the total annual salary of the position to be filled. This percentage varies according to the complexity of the mandate, the hierarchical level and the sector of activity. While this investment may seem significant, it must be put into perspective with the cost of poor recruitment, which can reach several hundred thousand dollars.
What is the difference between a headhunter and a placement agency?
A headhunter (or executive search firm) specializes in proactively sourcing candidates for executive and senior management positions. The approach is targeted, confidential and based on direct contact with working professionals. An employment agency, on the other hand, typically works with a pool of active candidates and focuses on mid-level or technical-level positions.
How to prepare your company to welcome a new senior executive?
Onboarding preparation should begin even before the new leader arrives. It is recommended to prepare a structured 90-day onboarding plan, hold meetings with key stakeholders, clarify expectations and goals for the first six months, and appoint a mentor or sponsor within the leadership team. Transparent communication with the teams in place is also essential to foster buy-in.
Which sectors are most affected by the shortage of executives in Quebec?
The most affected sectors include manufacturing, information technology, health care and financial services. The manufacturing sector, in particular, is facing a double challenge: the retirement of baby boomers and the difficulty of attracting the next generation to management positions in factories. The construction and agri-food sectors are experiencing similar tensions, amplified by the growth in demand.
