The year in international appointments doesn’t really end. Even if we think only of the northern hemisphere, we work with schools who finished the year in mid-May and others who will continue until late July, just before those who start all over again in early August. And at this time of year, we are always engaged in last-minute appointments for this August-September, even after having already completed processes for next year.  

But it’s still summer, which feels like a time to reflect – what has changed, what have we observed, and what might we learn? Some of these thoughts may be useful for leaders thinking about their own senior leadership recruitment and for those who are considering a move. So here are a few observations from 2024-25.  

An Unpredictable Calendar 

Each recent year has confounded us in terms of the pattern of our work – or rather the lack of pattern. Our colleagues in UK leadership appointments think in terms of recruitment seasons that loosely correspond to school terms. That may once have been broadly true internationally, although with exceptions, but it doesn’t feel that way anymore. We can probably still anticipate that September to November will be our busiest period. But why did we not get our usual January surge this year, and instead found ourselves much busier in February and March? The received (and logical) wisdom that the later you leave it, the weaker your field of candidates, also no longer seems to hold so true. We had some extremely strong fields in April, May and June for start dates only a few months away. 

Our advice that schools should recruit as early as they can – but not too early – still holds. But the lesson of recent years in the international sector is that you can expect good candidates whenever you go to the market, especially (we would say this, wouldn’t we?) if you work through a recruiter. 

Unpredictable Fields Too… 

It seems more difficult now to predict the strength of a field before we begin a search – strength for us always meaning depth of quality far more than quantity. We have had appointments this year take us by surprise. It was not a surprise that JESS Dubai (appointing more than a year ahead of time) proved to be one of the most attractive of all international headships. However, we struggled to meet our expectations with what should have been another popular opportunity earlier in the year. Far more assignments have exceeded expectations, but the unpredictability is a puzzle. 

Another theme this year has been the strength of primary leadership fields. We are witnessing a surge of interest among ambitious primary leaders eager to explore different types of school, role or location. We were delighted with the field we achieved for the Founding Principal at a new school in Portugal (The Lisboan), and when we moved onto the appointment of the Founding Head of Primary, I confidently warned that we could not expect the same size of field. I was wrong – arguably it was even stronger. 

Time will tell if this is a trend; we hope it will be. Could it be linked to more primary leaders moving into prominent whole-school leadership positions – despite continuing scepticism in some schools – creating more ambition and movement among primary leaders? Ours is only one perspective on the sector, but we do sense a strengthening of primary leadership.  

Location trends will wax and wane. Recruitment into China continues to be a challenge but it seems that the corner may be being turned as the pandemic recedes into memory, the nature of opportunities in China is better understood, and the state of the world makes it a fascinating moment to be there. We have been surprised that for some candidates, reservations about China increasingly apply to Hong Kong too. The Middle East and Europe remain popular, and Southeast Asia has moved beyond its post-pandemic plateau. India divides candidates: some are cautious, whereas others are excited by the potential. It seems wrong to generalise about a continent with the rich diversity of Africa, but candidates considering opportunities there, at least in sub-Saharan Africa, seem to be less speculative than elsewhere – their interest typically seems more deliberate.  

Schools sometimes find it difficult to understand how candidates relate to salaries – they can be sceptical about a leader who is willing to take a substantial cut. Leaving aside the Middle East, China, and Hong Kong, where salaries are part of the draw, we increasingly find that leaders are happy to move up and down in salary according to the market and, to some extent, type of school. They want to be assured that a salary is competitive for the market and that it will leave them with sufficient disposable income for a decent lifestyle, to meet outgoings at home and to make provision for the future. 

Notice Periods – Less of a Factor? 

A notable trend since the pandemic has been for more candidates to decide on contract renewal before they start looking for their next job. 

Previously, in the period up to December, candidates were usually seeking to land a role before their contract renewal date, while post-January, more had already made that decision. Many more candidates we speak to now have made the decision, regardless of the time of the year, confident that they will get what they want. Indeed, it is not uncommon for them already to have informed their schools ahead of when they need to. 

Admittedly, we see this more at Head of School/Principal level. It makes searching easier, especially travelling for interviews, and our perception is that it frees up candidates’ thinking – they will be a little less tentative and more focused on what they want. We are not saying that this has become the norm, but it is certainly noticeable. Of course, it depends on the situation: in some schools, and definitely in some groups, candidates would not dare let it be known that they are looking until they have secured their next job.  

More Focused Applications 

At the heart of a good search is the conversations we have with candidates before they decide to apply. Whether these are candidates we know and approach about the role, or those who come to us after hearing about the opportunity, these conversations provide a confidential, safe space for candidates to think carefully about whether a role is for them. They have a chance to explore the nuances and potential challenges, and we can discourage those for whom it does not seem to be the right fit. It is this work that helps us to assemble the most credible fields. More and more candidates take advantage of this opportunity, and their questions are becoming ever more detailed and sometimes challenging. The best want to be confident in what they are applying for. This is a welcome development and to everyone’s benefit. One consequence is the increased importance of treating candidates well and having open and honest communication throughout the process: poor communication here, a delay there, something that does not seem quite right – all can be enough to put a candidate off.  

This results in more serious and informed applications, and we encourage candidates to demonstrate their understanding of the role with a persuasive letter of application. Does that make it a buyer’s market? Well, yes and no, because we would argue that, in turn, schools’ expectations of candidates can afford to be higher. 

And the Best News… 

There are still announcements to come, and searches yet to be completed, but as of now, we have supported the appointment of more women than men to senior leadership roles in 2024–25, by a clear margin. Over the summer, we will review the application and appointment numbers in more detail. But this is something to celebrate at the end of a year of interesting trends and ever-fewer predictable patterns. 

Let’s talk

As we look ahead, the message is clear: there is no “perfect time” to recruit or to start looking. The leadership landscape is changing—faster, more flexibly, and with greater nuance than ever before. If you’re a school leader planning your next hire, or a candidate considering your next move, now is the time to start the conversation.

Whether you’re exploring, planning, or ready to act – we’re here to help you navigate what’s next. Contact us at keithclark@rsacademics.com