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Part 3: In Search of the Elusive Bilingual Executives: Beyond a hope, a prayer, and a dream
Featuring Marie-Hélène Gaudreault, Leader in Boyden’s Social Impact Practice
An interview with our in-house expert
Marie-Hélène Gaudreault is a Partner and Leader in Boyden’s Social Impact Practice. Marie-Hélène, bilingual, is widely regarded across francophone and bilingual communities as an authority in leadership and executive recruitment. She is a speaker and author of articles on the recruitment of bilingual executives, as well as on the unique challenges faced by bilingual and Francophone leaders working in a linguistic minority setting. Her article Le leadership en contexte linguistique minoritaire francophone: qualités et compétences essentielles pour les postes de haute direction is published in the anniversary issue of the journal Linguistic Minorities and Society. With a network extending across Canada and beyond, Marie-Hélène has recruited bilingual executives for over 15 years. She has collaborated with organizations such as Concordia University, the University of Ottawa, Bishop’s University, the University of Winnipeg, the University of Ottawa Heart Institute, Colleges and Institutes Canada, Montfort Hospital, the Government of New Brunswick, Teamsters Canada, and the Office of the Ombudsman of Ontario.
Introduction, by Mike Naufal, Managing Partner
Marie-Hélène is my go-to person, and the firm’s expert, on all things Francophone. One morning over coffee, I shared my frustration with her about our difficulty in finding a qualified bilingual executive for a CEO role at a national organization. Her response surprised me. While I was puzzled by the lack of candidates, she was puzzled by the problem itself.
Marie-Hélène works with bilingual and Francophone organizations every day and has spent over 15 years recruiting bilingual executives. From her perspective, the challenge didn’t quite add up. I had several questions for her, and she had just as many for me - too many for a quick conversation over a double espresso.
What follows is the transcript of that conversation, which is structured as a three-part series exploring one of Canada’s most persistent leadership challenges: the recruitment of bilingual executives.
In part one, we begin with a conversation that sparked the idea for the series - an insightful dialogue with Marie-Hélène. In part two, we’ll examine the structure and dynamics of the bilingual talent market. And in part three, we’ll explore practical strategies for organizations to attract and secure bilingual leadership talent. The goal to increase the capacity of organizations to serve Canadian populations in both official languages.
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Be sure to catch up on Part 1: Coming full circle here.
Click here for Part 2: A strategic asset.
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Part 3 - A Unique Approach
What is unique about recruiting bilingual executives outside of Québec?
Of course, as soon as you add language requirements into the mix, things become more complex. You really need to develop targeted strategies to build strong, diverse Long Lists, even more so in minority-language contexts.
Outside of Québec, expanding the bilingual talent pool sometimes means recruiting based on potential and focusing on transferable skills. That doesn’t mean lowering the bar, it means being more creative and open. You must be persistent, detail-oriented, and very systematic in your approach. The Selection Committee requires more structured guidance, which calls for increased education on our part and encouraging them to minimize, as much as possible, the influence of implicit biases in their candidate evaluation process.
We need to adopt a process that’s as systematic, scientific, and objective as possible. Without that structure, we open the door to unfair and inaccurate assessments, especially when biases like "affinity bias" creep in, favoring candidates who feel familiar or likable for reasons unrelated to their actual qualifications. Worse, we risk overlooking exceptional talent or even selecting the wrong person for the job. Unconscious beliefs or stereotypical ideas about what a successful leader looks like can shape how candidates are perceived—often without anyone realizing it. That’s why it’s critical to focus on everyone’s merits, rather than comparing candidates directly against one another. Structured evaluations, clear rubrics, and deliberate mechanisms to mitigate the effects of implicit bias aren’t just good practices, they’re essential for equity, especially in hiring contexts that already carry additional complexity and where missing out on a qualified candidate is not an option.
How can organizations attract and recruit top bilingual talent when a position becomes available?
For committed bilingual organizations, attracting top bilingual talent starts with intention and authenticity. The first step is simple yet often overlooked: post your job advertisement and position description in both official languages. This immediately signals your commitment to bilingualism and inclusivity. Ideally, your hiring process should reflect the same approach. If possible, alternate between English and French during the interviews. It sends a strong message that bilingualism isn’t just a line in the job description, it’s a lived value in your organization. Make sure your website is also in both official languages.
There are specialized Francophone channels that can help amplify your reach. For example, the Assemblée de la Francophonie de l’Ontario (AFO) is a key platform, and job postings are free. If you’re recruiting legal professionals, the Association des juristes d’expression française de l’Ontario (AJEFO) and Association des juristes d’expression française du Manitoba (AJEFM) are great resources.
If you’re doing direct outreach, headhunting, for instance, personalization is key. Always address candidates by name and begin your message, at least the greeting and the first paragraph, in their first language. You can switch afterwards if needed, but starting in their preferred language sets the right tone.
Networking is also essential. It’s not just local, it extends across provinces, especially for leadership roles. Tapping into francophone communities outside of Québec is one of the most effective ways to recruit bilingual leaders. In a limited talent pool, word-of-mouth and professional referrals from in-house employees can also be highly effective, especially within close-knit communities.
When you’re engaging with potential candidates, go beyond the typical job posting and interview. Offer an experience, invite them to visit your workplace, meet future colleagues, and get a feel for the culture. These kinds of gestures can make all the difference, especially in competitive talent markets.
Lastly, organizations benefit from being proactive in identifying talent, that is, maintaining a network of high-potential professionals whom you can invite to apply when opportunities arise. This approach requires more effort, but informational or courtesy interviews can be a useful tool in this regard.
How can you position your organization as a bilingual-friendly workplace?
That’s where employer branding comes in. Building a reputation as a bilingual-friendly organization doesn’t happen overnight, but there are several practical steps you can take that make a real difference.
First and foremost, ensure your internal and external communications are bilingual wherever possible. This creates a welcoming environment and demonstrates that both languages are valued and integrated into your organizational culture. Share your initiatives and success stories across various social media platforms to enhance your brand presence in both official languages.
You can also increase your visibility through partnerships, by sponsoring or hosting bilingual events, or even offering scholarships in the name of your organization at flagship institutions within the targeted communities. Make sure your logo is visible and associated with initiatives that matter to the target communities.
Above all, never underestimate the power of influence of your current team members, whether in building your organization’s reputation in the marketplace or in recruiting. They are your best ambassadors. When they feel valued, supported, and included, they naturally become enthusiastic advocates for your organizational culture.
By being intentional, respectful, and proactive, you not only attract bilingual talent, you build long-term trust and become a magnet for top-tier candidates who truly reflect Canada’s linguistic and cultural diversity.
How can organizations cultivate enthusiastic bilingual ambassadors?
Valuing bilingualism isn’t just about hiring someone who speaks both official languages. It’s about fostering a workplace where linguistic diversity is seen as an asset, not an exception or a limitation. And while many of these strategies benefit bilingual individuals, they’re also good practice for creating an inclusive and engaging environment for all employees. In a mature, bilingual workplace environment, such as Concordia University and University of Ottawa, everyone has the right and the confidence to work, contribute, and lead in their preferred language. They are also allowed to make mistakes. It’s not just a policy; it’s embedded in the culture.
When the second language is treated as an added value rather than an obstacle, employees feel seen and empowered. A simple gesture, like asking everyone on the team to greet a new colleague with a warm “Bonjour” or “Good Morning” can go a long way. These small gestures build respect, engagement, and a sense of belonging, signal openness, and begin to normalize bilingualism in the workplace. Fostering open communication is equally important. Encourage everyone to contribute their unique perspective to the development of policies or the launch of new initiatives. Each viewpoint is valuable, and when individuals feel that their voice is genuinely heard, they are more likely to engage deeply with the organization’s mission.
A great way to support this sense of belonging from the start is through mentorship. During onboarding, pair new hires with a mentor, ideally from another team or department, to help them navigate both the organizational structure and its culture. It creates early connections, fosters trust, and shows that you’re committed to their long-term success.
Recognition also plays a major role. Celebrate when someone improves their second language, French or English. Acknowledging progress, not just perfection, helps to create a culture where learning and continuous improvement are embraced and where bilingualism becomes part of everyone’s development journey.
To truly cultivate ambassadors, employees need to feel they belong and they are supported, paired with a sense of purpose and pride in their work. This includes providing opportunities for career advancement and leadership development. Bilingual employees who feel valued and envision a future for themselves within your organization are more likely to become advocates and help bring others along.
Ultimately, cultivating strong bilingual ambassadors is a concerted effort. It requires a holistic approach: a blend of cultural sensitivity, inclusive practices, and a clear commitment to recognizing and valuing language skills.
To conclude, what advice would you give an organization looking for bilingual executives?
Finding strong bilingual leaders, especially in minority-language settings, takes more than just posting a job ad. It requires a thoughtful approach and a willingness to look beyond the usual channels. The talent is out there, but it often exists outside of traditional networks. That means we have to rethink not only who we’re looking for, but also how we go about the search. It’s also about challenging our assumptions - being open to different accents, language levels, and backgrounds. Ultimately, we’re not just hiring for fluency - we’re hiring for leadership, insight, and authenticity across cultures.
Creating the right environment for bilingual executives to thrive is just as important. If someone constantly feels like the in-house translator or like they don’t fully belong, it’s hard for them to do their best work - or to stay long-term. Language should be a tool that helps people lead, not a burden they carry alone. That means offering tools and support, like mentorship and second language development opportunities, and building a workplace culture where diverse linguistic identities are genuinely valued. Ensure that your actions align with your messages and intentions; this consistency will strengthen your credibility and the trust placed in you as an employer of choice.
Lastly, building a strong bilingual leadership team is not a one-off effort, it’s a long-term investment. It starts with widening the search to include underrepresented communities and atypical backgrounds and continues by creating leadership development pathways earlier in people’s careers. Boards and HR teams need to make bilingualism part of how they think about succession planning and leadership potential - not as an extra, but as a “nuanced” core skill. When we treat bilingualism as leadership strength rather than just a requirement, we unlock greater performance, trust, and resilience. That’s how we build organizations that reflect the country - and are ready for what’s next.
Dos and don’ts
To help organizations navigate these important processes of recruiting bilingual leaders, the following table outlines key best practices (“Dos”) and common pitfalls to avoid (“Don’ts”). By following these guidelines, organizations can strengthen their ability to attract, assess, and retain top bilingual leadership talent, ensuring long-term success and greater community impact.
Download / Print Our Bilingual Hiring Practices: Dos and Donts
Marie-Hélène Gaudreault, M.A.
Partner, Boyden Ontario Inc.
613 791-6355
mgaudreault@boyden.com
