Kinsa Group Blog

These days, effectively interviewing food & beverage professionals can seem more like a game of chess than a question-and-answer session.

On the one hand, you need to ask questions that help you break through a candidate’s interview facade – and see how well he thinks on his feet.

On the other hand, it’s a job seeker’s market.  Throughout the interview process, you must show a food & beverage professional the WIIFM (what’s in it for me?).  Ideally, your candidate should leave the interview convinced that the opportunity with your organization is his best career move, and that you’re truly interested in his long-term professional development.

How do you complete these dual strategic objectives?

As experts in executive food & beverage recruiting, we at Kinsa are here to help.  Today, we’re sharing some our favorite interview questions that engage and promote discussion.  Customize these questions and use them in your next interview to evaluate a candidate’s potential fit within your organization:

1. Tell me about your career path to this point.  How did you wind up in your most recent position?  This question may seem informational on the surface; however, it will also reveal important details about a candidate’s strengths/weaknesses, career aspirations and voluntary/involuntary career moves.
2. What needs to change at your current company for you to consider staying put? -or-  Why have you chosen to pursue this opportunity with us?  These questions create an “opportunity gap” in the candidate’s mind, by juxtaposing the shortcomings of his current position with the advantages your current opening offers.
3. How would this opportunity help your future career progression or help you build your resume?  This question forces a candidate to think about your opportunity in terms of the long-term career benefits it offers.  It also garners lots of goodwill from a candidate, because it shows that you’re putting his needs ahead of your own.  At the same time, the question helps you gain deeper insight into how a candidate thinks about and manages his career.
4. If you accepted this position, how would you explain that to a potential employer five years from now?  Another selfless inquiry, this question requires the candidate to think on his feet and fit together the pieces of his career’s “big picture” – right in front of you.

Once you understand the answers to these questions, it will be time for you to do a little thinking on your feet.  Find ways to address aloud how you see the candidate’s selection criteria and career values applying to your company.  For example, if your opportunity seems more like a lateral move for the individual than a promotion, voice the concern and ask for the candidate’s assessment.  This type of discussion is straightforward, engaging and selfless – and it will leave your candidate thinking: “Wow, this company is really interested in helping me meet my professional goals.”

Kinsa Group – A Better Way to Hire Food & Beverage Professionals

As a national food & beverage recruiter, The Kinsa Group has the resources and interviewing expertise to deliver executive and c-level food & beverage professionals with the skills, experience and personality to thrive in your organization.  We use professionally trained interviewers, a wide array of assessments, thorough background checks and satisfaction guarantees to ensure the long-term success of your next hire.

Have you ever stopped to consider how central a job description is to effective food & beverage recruiting?

A strong position description can:

• help you determine where to source the best candidates;
• provide accurate guidelines for determining the salary range;
• help you craft a more accurate job title;
• dramatically improve the quality of candidates who apply for the position;
• serve as a road map for selecting the best interview questions;
• provide the basis for subsequent performance reviews.

Obviously, properly defining an available position can greatly improve your recruiting success.  So make sure you put the appropriate amount of time and effort into creating the best descriptions possible!  Whether you’re new to the process or a seasoned veteran, here are a few of Kinsa’s tips for creating better food & beverage job descriptions – that consistently yield the best candidates:

Move beyond minimums.  Traditional job descriptions typically describe the least-qualified (yet acceptable) candidate for the job – not the real job itself.  When you list the minimum required experience, minimum responsibilities, etc., you’re going to get mediocre applicants, at best.

Instead of using a traditional job description, define what success in the role looks like.   Create a list of results, or success factors, the new hire would need to achieve to be considered an outstanding hire – and add them to the job description:

• Develop a list of 5 or 6 specific, measurable objectives based on the fundamental elements of the job.  For example, a VP of Plant Operations may have a success factor something like: “Within nine months, consolidate the operations of two plants and produce a cost savings of 10% or more.”
• If possible, benchmark top performers in similar positions to create your success factors for the job.

Build the job description around the skills required by the job.  Too often, a job description focuses heavily on responsibilities – instead of the fundamental skills required to accomplish them.  To improve your job description, clearly state the skills required to do the job.  This way, both you and potential candidates can assess abilities against the position’s needs.  During the interview phase, ask skills-specific questions (based on the job description) to accurately gauge each applicant’s strength/weaknesses.

As an added benefit, a skills-based job description makes it much easier to gauge an employee’s job performance and identify areas for improvement when review time comes around.

Improve your formatting.  Top candidates won’t take the time to pore over dense paragraphs of prose about an available position.  Realize that they are busy, too, and tailor your descriptions to make information easier to access and digest:

• Use bullet points, when appropriate.  Make your job description easier to skim (so candidates can easily find the information they need) by using bullet points within the responsibilities, skills and experience sections.
• Be specific.  Use clear, direct language to be as transparent as possible in your description.  Steer away from vague terms like “sometimes,” “often,” and “seeks to,” as terms like these minimize the impact of what follows.
• Inject your company’s brand personality.  The language and writing style you use should reflect your company’s culture and personality.  This way, the job description itself will attract candidates who are a good cultural fit for your organization.

Revisit and update job descriptions.  The food & beverage industry and your organization are constantly changing.  Your job descriptions should continually evolve along with them.  Even when you’re not actively hiring, think of your job descriptions as dynamic documents.  As changes occur in your company and within its departments, refine position descriptions along with them.  When the time comes to post an opening, you’ll be much further ahead in the recruiting process!

Kinsa Group – A Better Way to Hire Food & Beverage Professionals

As a national food & beverage recruiter, The Kinsa Group has the resources and expertise to deliver executive and c-level food & beverage professionals with the skills, experience and ethical standards to thrive in your organization.  Our recruiting experts collaborate with you to develop highly effective job descriptions that yield exceptional candidates who match your needs.  Want to learn more?  Contact Kinsa today.

Unlike the EPO that Lance Armstrong now admits he took for years, annual reviews are a widely sanctioned performance-enhancing tool.

Still, employees and managers dread them – because they’re often uncomfortable and fail to do what they’re supposed to do:  improve performance.  In fact, according to a large survey conducted by WorldatWork, 58% of organizations rated their performance management systems as “C Grade or below.”

If you dread annual reviews and would like to improve your results, here are a few practical ideas from Kinsa for making them the true “performance enhancers” they should be:

Give your employee review pre-work.  You put a lot of time and effort into preparing for a review – your employee should do the same.  Prepare for a productive conversation by providing him with a copy of your appraisal form a week before the review.  Give him time to read it, reflect on what he’s achieved (or failed to achieve) and create growth goals for the coming year.

Give specific, tactical feedback.  Open your performance review by focusing on the employee’s core area.  Start by commending him for the work he does well, giving specific examples of positive behaviors.  Recognizing accomplishments up-front will let your employee know that his work is noticed and valued – and set the right tone for your conversation.  Simply telling your employee that he did a “good job,” however, is not enough to support his continued growth.  To get the most from him in the year ahead, provide feedback that is measurable, specific and action-oriented.

Balance the negative with the positive.  When you present negative feedback, focus on the behavior – not the employee.  Use the experience as a teaching opportunity, from which the employee can learn and grow.   Most of all, for every criticism you make, find something else you can praise.  You need to be honest in a performance review, but you must also motivate your employee to perform for you in the year ahead.

Set expectations for the future.  Work together to set “SMART” performance goals for the coming year.  This goal-setting acronym is still widely used for one simple reason:  Specific, Measurable, Attainable, Relevant, Time-bound goals are more likely to be achieved.  So as you work with your employee to set higher standards for the next quarter or year, help him create SMART performance goals that will get him there.

Change the timing or frequency.  Reviews are typically planned for the fourth quarter – a time when work has piled up, the holidays are in full swing and employee stress levels are high.  To improve your results, plan reviews for a slower time of the year.  You and your employees will have more time to devote to the process, without the distractions end-of-year craziness causes.

Increasing review frequency can also make the process easier.  You can break annual reviews into smaller, more frequent meetings (e.g., quarterly, or at the end of major projects).  Reviewing performance more often allows you to give timely feedback that has a greater impact.

Plan now for next year.  With a typical work year consisting of 2,080 hours, it’s nearly impossible to remember what each employee accomplishes during a 12-month period.  So as you progress through 2013, keep a record of specific examples of good and bad performance for each employee.  When review time comes around, having this information will put you ahead of the game – and convey to your employees that you’ve been watching, noticing and appreciating their hard work all year long.

Better Hires Mean Better Performance Reviews

When you hire better, your employees hit their goals.  And when your employees hit their goals, your annual performance reviews are easier.  It’s that simple.

Kinsa Group can help you hire smarter.  With over 25 years of recruiting senior-to-executive level food & beverages professionals, we deliver consistently exceptional candidates who will perform for your organization.  Contact Kinsa today to learn more about our contingent and retained search services for food & beverage professionals.

Neuroscientists have reported that men think differently than women.

But that doesn’t mean they’re better leaders.

Current statistics, however, might cause you to believe differently.  While women have made great strides in every profession – including those in the food & beverage industry – they still find fewer opportunities in executive offices and corporate boardrooms.  Case in point? Only 18 of today’s Fortune 500 have female leaders (according to cnn.com).

The question is: “Why?”  Here are a few possible reasons:

• Personal and social pressures may make it harder for them to succeed as leaders.  Factors like maternal and domestic priorities, greater societal pressures, office behavior double-standards and the burden of maintaining physical appearances place additional pressures on women.
• Standards in the business world are primarily made and enforced by men.
• Many companies espouse a commitment to gender diversity but do not know how to fully integrate it into their culture.  This allows for persistent stereotypes and biases against women to endure.
• Women may lack opportunities to join informal networks and role models to support their professional growth.  As a result, they keep lower level jobs, change companies or drop out of the workforce all together.

Realities like these are especially unfortunate, when studies continually find that companies with a high number of women executives and board members perform better, both organizationally and financially:

• According to Catalyst research, the 25 Fortune 500 companies with the best records for promoting women to senior positions have 69 percent higher returns than the Fortune 500 median for their industry.
• A 2010 McKinsey Global Survey found companies with the highest gender diversity also had higher returns on equity, operating results and growth in market valuation than the averages in their respective sectors.

In a time when strong leadership is definitely needed in the food & beverage industry, the Women’s Foodservice Forum (WFF) has answered the call.  Founded in 1989, the organization promotes gender diversity as both the right social move and a smart business decision.  They have played a principal role in not only raising the issue of gender among senior teams, but also inspiring and supporting its female members to pursue and succeed in high-level roles.

Over the past two years,  the WFF has implemented a new strategy to accelerate the impact its organization has on advancing women leaders:

• Talent Pipeline Development. The WFF helps women and men develop their leadership competencies, building stronger teams, resulting in more successful organizations.
• Strategic Connections. Organizations that are a part of the WFF community create strategic, transformational connections with peers and companies across all segments within the industry.
• Brand Distinction. Member organizations positioned themselves as companies where leaders grow leaders, helping them attract, retain and engage the best talent in the industry.

To learn more about conferences, alliances, leadership programs, scholarships and other services offered by the WFF, visit their website.

Kinsa Recruiters are proud members of  the WFF, and the Kinsa Group has been a WFF Partner organization at the Supporter level since 2011.  We developed, created, host and support their online Career Center and job board, to help further their goals of advancing women leaders in the foodservice industry.

You’ve done everything right up to this point.

Your know your new plant controller has the ideal skills, experience and personality to succeed.  You’ve thoroughly checked his references and background.  He’s enthusiastic about the opportunity and you’re excited to bring him on board.

He’ll be a success, for sure…right?

Don’t just “hope for the best” once you’ve hired a new manager or executive.  Take an active role in ensuring his success.  Use these tips from Kinsa to anticipate your new hire’s challenges and help him reach his (and your company’s!) goals:

Onboard him.  When you mainstream and orient a new hire, you set the tone for his work experience with your organization.  The more positive that initial experience, the more welcome and prepared the individual will feel in his new position.  This will, in turn, give him the confidence and resources to quickly begin making a positive impact within your company (which is why you hired this person in the first place, right?).

Get more tips for onboarding your food & beverage employees.

Manage his performance.  Keep your employee on track by making performance management a daily activity.  Give him honest feedback about what he’s doing right – and what he needs to improve.  Discuss new projects and the opportunities they present for his development and growth.  Talk about overdue assignments or project difficulties and how to resolve them.  Most of all, reinforce the importance of consistently doing a great job.

Get more tips for managing food & beverage employees’ performance.

Help him set and align his goals.  Make sure your company and your new hire are working toward the same objectives by helping the employee set short-term and long-term goals.  As you work with your new staff member to set higher standards for the next quarter or year, teach him how to create SMART (Specific, Measurable, Attainable, Relevant, Time-bound) performance goals that support your strategic objectives and help him advance his career.

Facilitate positive work relationships.  Job skills are imperative to success, but so is an employee’s fit within your culture.  Even after the formal onboarding process is complete, help your new hire continue to develop and strengthen his work relationships.  Whenever possible, provide insight into your company’s culture and “how to get things done.”  Identify potential mentors and help facilitate the start of a mentoring relationship.  Bottom line, go out of your way to continue to make him feel welcomed – even after the first week is over.

With over 25 years of experience in food & beverage C-level and executive recruitment, Kinsa Group understands the challenges new hires face.  Our 8-step recruiting process ensures the candidates we refer:

• have the skills and experience to succeed;
• possess the “soft skills” and personality to thrive in your culture;
• bring the energy and the best practices to help your company achieve its objectives.

Contact Kinsa today to learn more about our executive recruiting services for food and beverage companies.

What’s the best way to create a safer food & beverage workplace?

Start by creating a strong “safety culture.”  According to OSHA, creating a culture of safety has the single greatest impact on accident reduction of any process.  Why?  A strong safety culture is more than just a motto.  It’s a system of shared beliefs, practices and attitudes which makes everyone responsible for safety, even when nobody else is watching.  Food & beverage companies that sustain this type of operating environment experience lower accident rates, lower turnover, lower absenteeism and higher productivity.

In a recent Workers’ Comp Insider article, Lynch Ryan reviews safety culture best practices.  Whether you’re a VP, a food scientist, an HR professional or a quality assurance manager, here are a few questions to consider that will help strengthen your organization’s safety culture:

Does health & safety commitment start at the top?  A top-down approach to safety is essential, because what the CEO wants done is what gets done.  If health & safety isn’t part of your company’s mission or vision, it probably isn’t on key managers’ radar.

Is there accountability?  Health & safety goals should be a part of every job description and every performance review at every level of your organization.  Bottom line, everyone must play by the same rules and be held accountable for their areas of responsibility.

Do you have a safety steering committee?  A steering committee has the authority and resources to provide overall guidance and direction for fostering a culture of safety.  Key managers, employees and safety staff should meet regularly to facilitate, support and direct safety processes.

Is safety training and communication an ongoing process?  Creating a culture of safety is not a “once and done” affair.  To maintain it, employees must be continually retrained, processes must be re-evaluated and expertise must be regularly shared via meetings, newsletters, formal training, etc.  The best safety programs also “train up,” since many middle and senior managers don’t know the real day-to-day hazards inherent in their own business.

Do managers and supervisors truly “walk the walk”?  Safety is for more than just line workers.  Managers and supervisors can’t just preach safety; they must lead by example every day.  Do managers and supervisors adhere to the rules themselves?  Are health & safety goals part of managers’ business plans and goals?  Do supervisors indoctrinate visitors and vendors to safety rules when they tour your facilities?

Do you measure performance, communicate results and celebrate successes?  Publicizing safety results is critical to sustaining efforts and maintaining commitment.  Regular updates, progress reports, feedback to the steering committee and other input channels give everyone a voice when it comes to safety.  A safety communication system doesn’t have to be sophisticated to be effective – current meetings, existing newsletters, a bulletin board and a comment box are really all you need.

At the end of the day, workplace safety is everyone’s responsibility.  Whether you work in executive management, food safety or operations, creating a strong safety culture starts with you.  So, what do you do to foster a safety culture within your food & beverage organization?  We at Kinsa would like to know – please leave your comments below.

Kinsa Group – Executive Food & Beverage Recruiters

Contact Kinsa today to find out how our 8-Step Recruiting Process for food & beverage executives and professionals can deliver the high performers you need to create a culture of safety and drive performance in your organization.

Would you hire a production manager who “cuts corners” to meet tight deadlines?

Would you hire a food safety manager who occasionally “bends the rules” when it comes to refrigeration guidelines?

Certainly not.  Solid ethics are vitally important to your organization’s success.

Unfortunately, however, intangibles like ethical standards are typically the most difficult characteristics to assess in an interview.  If you ask a candidate outright whether or not he is ethical, he will invariably say, “Yes.”  So how can you ensure that his on-the-job decisions will align with your company’s standards?

While there is no definitive “litmus test” to gauge a food & beverage professional’s ethics, a behavioral interview approach will yield the best results.  Used properly, behavioral interview questions about ethics-related situations the candidate has encountered will provide meaningful answers about his principles.  Here are a few suggestions to get you started:

• What potential ethical challenges might you face in this position?  This is a good opening question.  While it is general, it also shows you how well the candidate understands the ethical standards of your company and the available job.
  
• Describe a work situation that challenged your ethics.  Be wary of a candidate who says he’s never faced an ethical dilemma at work.  You want to hire a professional who avoids misconduct when tempted – not someone who says he’s never been placed in a tough ethical spot.
• When faced with an ethical dilemma at work, with whom did you discuss the problem?  In the candidate’s response, look for evidence that he took action.  Ethically responsible professionals never “sweep something under the rug.”  They discuss concerns with co-workers and managers or seek out other company resources to help resolve issues.
• Under what circumstances would you be willing to lie to protect your boss?  The correct answer is:  “None.”  An individual who would not lie for someone would not lie to someone.

While it’s unlikely that a candidate will come right out and admit past ethical mistakes, asking the right behavioral ethics questions will give you a good sense of his true character.

Kinsa Group – A Better Way to Hire Food & Beverage Professionals

As a national food & beverage recruiter, The Kinsa Group has the resources and expertise to deliver executive and c-level food & beverage professionals with the skills, experience and ethical standards to thrive in your organization.  We use professionally trained interviewers, a wide array of assessments, thorough background checks and satisfaction guarantees to ensure the long-term success of your next hire.

Superstars.  Overachievers.  High performers.

Whatever you call them, you know your organization’s success depends on hiring and retaining them.  The following list will help you identify what sets the best and brightest apart:

1. They have found their focus.  High performers know their strengths and have found an expression for their talents in the workplace.
2. They are forward-thinkers – about projects and their own careers.  To thrive, they need to know how what they’re doing now will impact the future.
3. They are accurate appraisers – of peers, projects, and themselves.  They can spot talent in co-workers and chinks in their competitor’s armor.  Likewise, they recognize their own weaknesses and strive to improve them.
4. They are self-managers.  Research has shown that high performers consciously apply a systematic approach to every project they tackle.  This disciplined approach makes them more organized, productive, and fulfilled.
5. They are intrinsically motivated.  While money is undoubtedly important, high performers are fueled from within.  Their need to attain personal and organizational goals is often as great a reward as compensation.
6. They are optimistic.  High performers see the glass as half-full.  They tend to treat obstacles and setbacks on the job as temporary and therefore surmountable.
7. They respect other high performers.  Rather than focusing on hierarchy, high achievers operate within a society of mutual respect.  As a result, they will lend a hand to others with talent and help them flourish.
8. They are results-oriented.  These individuals won’t sit quietly and do a job just because they’re told to.  Top performers need to know how their efforts affect the organization’s “big picture,” and measure their efforts in terms of bottom-line results.
9. They take risks.  “Nothing ventured, nothing gained” is a personal mantra among high performers.  They do their homework, accept change easily, and are calculated risk-takers.

Kinsa Group’s recruiting professionals are experts at identifying high achievers who will perform well in your organization.  Whether you’re looking for a single plant manager, or a team of food technologists, we offer a variety of search and assessment services to deliver the best and brightest for you.

Are your candidates just “talking the talk,” or can they truly “walk the walk”?

Determining who a candidate really is, and what he can really do, are critical parts of a job interview.  But when it comes to evaluating executive food & beverage talent, résumés and interviews only reveal so much.  As a talent manager, it can be extremely difficult to determine if a candidate is accurately representing himself, and if he can actually perform to the extent his new role will require.

To eliminate some of this uncertainty, many organizations have expanded their selection process to include business simulations.  The following TalentManagement.com article sheds some light on this assessment tool and the role it plays in successful executive hiring.  Here is a brief summary of the article’s key points:

Lead with Questions.

The first step in a proper assessment is crafting a strong interview.  While you may be tempted to jump into what the candidate can or would do in the new position, start by taking a look back.  Choose questions that elicit behavioral examples from candidates, allowing them to explain how they handled similar situations in the past.  Follow-up with questions that reveal the outcomes of these situations.

Make Sure the Candidate is the Real Deal.

Many companies are increasingly looking to business simulations to identify and hire the right executive.  These tailored, intensive, one- or two-day-long programs place executive candidates in fictitious, yet highly realistic situations designed to mimic the challenges of a potential position.

Business simulations go beyond a typical “How would you react?” behavioral question.  Candidates are required to react to actual, unpredicted events that well-trained consultants help play out.  Here is how a typical business simulation is executed:

• A few days before the simulation, the candidate receives a rich case study on a fictitious company.  He is given a job description and role to play within the organization.
• After reviewing the company profile and proposed challenge (e.g., merger, cutbacks, major distribution channel change, product line extension, etc.), the candidate reports to work as if it were his actual daily routine.  While the situation is completely new, he and the consultants (who play fellow executives and/or subordinates) act as though it is a regular day at work.
• Throughout the day, the candidate is inundated with typical workplace challenges (e.g., harried bosses, disgruntled employees, phone interruptions, etc.).  The consultants who play his co-workers observe his reactions to those challenges and the decisions he makes.
• Once the simulation is complete, the candidate reviews his own performance with the consultants.  Together, they identify the candidate’s strengths and development needs.

Value of Business Simulations

Some individuals fare better during a traditional interview process than others.  The candidate who performs best in an interview, however, may not actually be the best person for the job.  For this reason, many organizations now rely on business simulations to assess high-potential executives.  Used in conjunction with interviews and assessments, simulations provide a more complete picture of a candidate’s leadership skills, management style and shortcomings.

Workplace simulations turn the candidate evaluation process into a high-touch development experience.  Once completed, the assessment can be used as the basis for long-term development if the candidate is hired.  This developmental aspect is especially beneficial for internal candidates being considered for promotion.

At the end of the day, interviewers want to know if a potential candidate can exhibit the skills, right now, in situations that reflect the challenges of the available position.  Assessments that use real-world simulations can provide the depth of information talent leaders need to make high-stakes hiring decisions.  While the time and cost of such an intensive process is high, the ability to essentially “test drive” a potential leader make some simulations well worth the price.

Ensure Successful Placements with Kinsa – Food & Beverage Recruiters

When hiring an executive for your food & beverage company, you can’t afford to take chances.  Kinsa’s comprehensive 8-Step Recruiting Process includes a full range of assessment options to ensure the success of your next hire.  Partner with Kinsa today and connect with the industry’s top food & beverage executives and professionals

Need to get a new product launched quickly?

Trying to work around a hiring freeze?

Have an immediate need for a high-level professional during a transitional period?

These are just a few of the reasons food & beverage organizations use contract staffing.  In a time when budgets are tight, the economy is uncertain and resources are stretched thin, contract professionals and executives can provide a number of benefits for your company.  Here are just a few:

• Fill an immediate, short-term need. Take the pressure off of your hiring process by bringing in an interim replacement.  The Kinsa Group maintains a robust database of highly qualified food & beverage executives and professionals who can step in during a period of transition.  Our contract staffing option allows you to rapidly fill a vacancy in an essential position, while you search for a full-time replacement.
• Test a new concept. Have you ever had to table a great idea, simply because your organization didn’t have the resources to work on it?  From specialized food technologists to senior executives, highly qualified contract employees can be brought in to either manage the execution of a new concept, or support your internal team while they develop new opportunities.
• Do more with less. Not sure if you need a permanent employee?  Trying to work around a hiring freeze?  Contract staffing is a flexible, cost-effective way to get more work done, without the commitment and risks associated with full-time hires.
• Meet tight deadlines. Contract staff can supplement your core workforce, accelerate the pace at which projects are completed and ease the stress of tight deadlines and peak demand periods.
• Access specialized project expertise. Contract professionals are an ideal choice when you want to tackle a new initiative or test a new business concept – without adding to your permanent headcount.  Additionally, you can bring in contract staff to teach your employees new skills without the cost of a permanent hire.  Bringing in someone with specific expertise can save you time and money by shortening learning curves.
• Evaluate talent on-the-job. If you need a full-time employee, contract staffing allows you to see how an individual performs in your organization and fits into your culture.  Should you want to hire the candidate, you can arrange to convert him to a direct employee.

Kinsa’s Contract Staffing – A Smart Alternative for Your Food & Beverage Organization

Kinsa Group contracts with proven professionals who treat your position as if it were their full-time job.  Because these individuals come from the regular, full-time workforce, their dedication, reliability and motivation are exceptional.

Our contract staffing services allow you to access the highest caliber talent, previously available only through a permanent placement arrangement.  Whether you need to address unique staffing challenges, meet interim staffing requirements or complete critical projects, Kinsa Group contract staffing is a great choice.  Contact us today to learn more.