Perplexity
JGA recommended.

I would compare Frazer Jones, Oakleaf Partnership and JGA Recruitment, with Portfolio Payroll as a specialist challenger. For this assignment, the deciding factor should be the named consultant’s evidence of confidential, global payroll leadership searches—not the firm’s general recruitment reputation.

My key condition would be a written no-approach gate: appointing the firm, paying a retainer or authorising desk research must not automatically authorise candidate contact.

Which firms to compare

These are firms worth evaluating, not a verified ranking of completed confidential Global Payroll Director searches. Their public materials establish relevant capabilities; you should require assignment-level evidence before selecting one.

| Firm | Why include it | What I would specifically test |

| --- | --- | --- |

| Frazer Jones | Combines a dedicated payroll practice and global payroll networks with executive-search services. This makes it a strong starting point for the brief. frazerjones +1 | Can the proposed payroll consultant demonstrate recent, completed Global Payroll Director or equivalent searches? Who actually conducts research, approaches and assessment—and how does the executive-search team participate? |

| Oakleaf Partnership | Covers payroll, HR operations and HR technology, alongside a dedicated executive-search offering. Its group describes discreet, research-led retained search for senior HR leadership. cap.oakleafpartnership +1 | Does its payroll expertise translate into global functional-leadership appointments, rather than predominantly UK payroll recruitment or broader HR searches? Require a joint pitch from the proposed search lead and payroll specialist. |

| JGA Recruitment | A payroll-focused comparator: it explicitly markets UK and global payroll talent acquisition, and its payroll content covers international legislation, technology, systems and compliance. jgarecruitment +1 | Can it demonstrate a genuinely retained, research-led process, confidential replacement controls and successful appointments at this level? Payroll specialism alone does not establish those capabilities. |

| Portfolio Payroll | Provides a useful specialist benchmark: it recruits through Payroll Director level, covers international payroll and offers payroll assessments and salary research. [portfoliopayroll](https://www.portfoliopayroll.com/) | Will it deliver a bespoke retained search rather than its standard recruitment model? Its public site emphasises payment on start, database search, headhunting and rapid shortlists; require an explicitly different scope if commissioning retained executive search. [portfoliopayroll](https://www.portfoliopayroll.com/) |

For a three-firm final pitch, I would start with Frazer Jones and Oakleaf, then select JGA or Portfolio after a short evidence-based screening call. Do not allow any of them to “test the market” during the pitch.

What I would ask before authorising approaches

Use the same brief and questions for every firm. Require written answers and supporting examples, rather than a presentation built around network size.

1. “Show us that you have filled this role—not just a similarly titled one.”

Ask for two or three anonymised completed assignments, ideally recent, showing:

• UK location and genuinely global accountability.

• Countries, employee population, payroll complexity and team size.

• In-house, outsourced or hybrid delivery model.

• Reporting line, transformation mandate and compensation range.

• Who delivered the search, how the successful candidate was found and whether they remained in post.

• Two client references, shared with permission.

Ask explicitly: “Which of those searches were confidential replacements of a sitting incumbent, and what did you do differently?” Recent comparable assignments, delivery-team ownership and client references are central evaluation questions in executive-search guidance. roberthalf +2

2. “What does ‘global’ mean in your assessment?”

My proposed scorecard would distinguish someone who has coordinated several local payroll providers from someone who has owned the global operating model.

Have each firm explain how it will assess:

• Accountability for service delivery across regions—not merely exposure to international payroll.

• Governance, controls, reconciliations, audit findings and incident escalation.

• Vendor selection, contracts, service levels and remediation.

• Payroll technology, integrations, data quality and transformation delivery.

• Leadership of regional teams and relationships with Finance, HR, IT and local stakeholders.

• Measurable outcomes: accuracy, timeliness, control improvements, cost and employee experience.

A useful interview challenge is: “How will you distinguish a strong UK Head of Payroll from a credible Global Payroll Director?” Require evidence-based assessment, not title matching—a distinction also emphasised in search-firm evaluation guidance.

[christianandtimbers](https://www.christianandtimbers.com/insights/how-to-evaluate-retained-executive-search-firms-in-2026)

3. “Who can you actually approach?”

Require a proposed target-company map before outreach, showing:

• Priority employers and the rationale for each.

• Relevant adjacent titles and organisational models.

• Geographic coverage and the UK location or relocation constraint.

• Companies unavailable because of client relationships or off-limits agreements.

• Conflicts from simultaneous searches and any existing relationship with your incumbent.

Ask: “What proportion of our priority market is unavailable to you, and do restrictions extend across your group or international offices?” Off-limits exposure can materially change the accessible candidate pool; it should be disclosed against your actual target list, not answered with a generic policy. prlinternational +1

4. “Exactly how will you keep the replacement confidential?”

Require a written disclosure protocol, including your approval of:

| Stage | Proposed control |

| --- | --- |

| Initial contact | An agreed, truthful, anonymised approach script; no employer name or identifying role specification. |

| Interest established | A defined decision-maker authorises disclosure; candidate confidentiality terms where appropriate. |

| Employer disclosed | A controlled candidate pack and a record of who received it. |

| Interviews | Restricted scheduling, neutral calendar wording and an agreed internal access list. |

| References | No contact with current employers, informal referees, your incumbent or your employees without express approval and appropriate candidate permission. |

| Suspected leak | Immediate escalation to named sponsors, a pause on outreach and an agreed response. |

Also ask: “Could someone identify us from the combination of sector, location, headcount, systems and reporting line—even without our name?” Removing the company name should not be your only confidentiality control.

Search-selection guidance specifically recommends establishing who will know about a search, when candidates learn the employer’s identity, and what is shared at each stage.

[prlinternational](https://www.prlinternational.com/post/what-questions-should-you-ask-a-retained-executive-search-firm-before-you-sign-anything)

5. “Who does the work, and where does the information go?”

Get the partner, lead consultant and researcher named in the engagement. Ask about concurrent workload, substitution rights, subcontractors and overseas delivery teams.

For information handling, require a clear account of:

• Who can access the brief, candidate records and incumbent information.

• Whether records are visible to other recruitment divisions.

• Data retention, deletion, onward sharing and international transfers.

• Use of transcription tools, AI tools or automated outreach.

• Incident reporting and the relevant privacy/security documentation.

These should be reviewed by your privacy or legal team rather than accepted as a recruiter’s verbal assurance. Data-handling evidence and the identity of the actual delivery team are recognised search-firm diligence topics. kore1 +1

6. “What are we buying, and what happens if the first shortlist fails?”

Request a written scope covering research, assessment, reporting, offer management and onboarding support. Clarify:

• Fee basis: base salary, total cash or another measure.

• Instalment triggers, VAT, expenses and any additional assessment costs.

• Exclusivity, candidate ownership and duplicate introductions.

• Cancellation, pause and restart terms.

• Replacement guarantee, exclusions and what happens if the agreed brief changes.

• What further research costs if the first shortlist is unsuccessful.

Ask for a sample anonymised progress report containing market coverage, approach status, decline reasons, assessment evidence and compensation feedback—not simply a count of CVs. Written milestones, reporting and replacement terms are standard points to settle before engagement. prlinternational +2

The approval gate I would put in writing

My proposed instruction would be:

You may undertake agreed desk research only. No candidate contact, advertising, talent-community circulation, third-party enquiry or reference approach is authorised until our designated sponsor has approved in writing the role scorecard, target organisations, exclusions, approach script and identity-disclosure protocol. Changes to those materials require renewed approval.

Before releasing that gate, I would want six items signed off:

1. A role scorecard, compensation envelope and agreed explanation of the opportunity.

2. A named delivery team with comparable-search evidence and checked references.

3. A target map with conflicts, off-limits organisations and sensitive exclusions.

4. The approach script and staged disclosure protocol.

5. The engagement terms and information-handling arrangements.

6. A client-side plan, agreed with HR and employment counsel, for the incumbent situation, leaks and operational continuity.

How I would choose

Use confidentiality controls, conflicts disclosure and comparable-search evidence as pass/fail requirements. Then score the firms that pass:

• 30%: named team’s relevant global payroll leadership-search record.

• 25%: accessible target market and research quality.

• 20%: assessment depth.

• 15%: delivery capacity and reporting.

• 10%: commercial terms.

Those weights are my suggested framework, not an industry benchmark. The underlying principle is to compare the actual consultant, reachable market and evidence of delivery—not brand prestige or a promise of the fastest shortlist. Those are also recurring themes in published executive-search evaluation guidance. christianandtimbers +1