While recent years have seen an increase in female leadership, women remain underrepresented in senior positions – occupying just over a third of such roles. At the very top level, female CEOs are, on average, older than their male counterparts, showing that female career development and executive hiring takes comparatively longer. Despite these challenges, research has indicated that companies with female leaders perform better than those with fewer women at senior levels.
These challenges have come into sharper focus in recent weeks, in January 2025, the US government moved to eliminate DEI programs in federal agencies and contractors. This executive order led to several major corporations, including Deloitte, Accenture, McDonald's, and Walmart, scaling back or dismantling their DEI initiatives entirely. Such changes are reshaping how companies approach diversity in leadership, while raising concerns about whether progress made in female executive hiring will stall or even reverse.
Recruiting executive talent is a complex process that requires strategic positioning, engagement and alignment of values between candidates and firms. However, our research shows that appointing a female leader typically takes 41% longer than appointing a male equivalent due to a combination of structural barriers and market dynamics. This disparity stems from several key differences in the recruitment journey that affect fair representation, which include:
Women remain underrepresented in leadership positions, primarily due to reduced visibility and less extensive professional networks compared to their peers.
Female executives typically conduct more thorough research into an organisation's values, prioritising alignment between personal and professional principles. They often scrutinise the company's culture, mission and strategic direction before proceeding. The likelihood of withdrawal increases if candidates perceive misalignment between these values, emphasising the importance of transparent communication between the firm and the candidate from the outset.
Data shows that female candidates are more likely to decline executive opportunities initially. Successful female recruitment requires additional time to understand personal motivations and values thoroughly. Persistent engagement and elevated investment in relationship-building is crucial for maintaining candidate interest.
This extended timeline continues through to offer acceptance, as female candidates generally undertake more comprehensive evaluations of opportunities. Key considerations include career progression, work-life balance and long-term stability. Throughout this period, maintaining consistent engagement and providing structured support proves essential for successful appointments.
So, what can organisations do to acknowledge the gendered differences in their recruitment processes? At H.I.E.C, we encourage clients to appeal to a range of candidates, developing proven strategies to support organisations in attracting and securing diverse executive talent:
Our research and experience show that while the journey to appointing female executives may take longer, the investment in thoughtful, thorough recruitment processes yields significant returns. For organisations committed to diverse leadership, adapting recruitment approaches isn't just about meeting representation targets – it's about enriching decision-making, fostering innovation, and building resilient teams for the future.
> If you wish to discuss any information in this article further, please contact H.I.E.C's Managing Partner, Melissa Reed.
