Kinsa Group Blog

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.  A recent 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

What do you think will be the biggest challenges facing HR during the next decade?

This is one of the questions posed in a poll by the Society for Human Resource Management titled “Challenges Facing Organizations and HR in the Next 10 Years.” The survey responses, gathered from 449 HR professionals, show that:

Getting and Making the Most of Human Capital is a Key Priority

• Nearly half of the respondents (47 percent) cite obtaining human capital and optimizing human capital investments as the top investment challenge for businesses over the next 10 years.
• 29 percent of the respondents list obtaining financial capital and optimizing financial capital investments as the top challenge.
• Obtaining intellectual capital and optimizing intellectual capital investments comes in third at 12 percent.

To Attract, Retain and Reward the Best Talent, Organizations Should:

• Allow flexible work arrangements. According to 58 percent of HR managers surveyed, providing flexibility for employees to balance their life and work responsibilities is the most effective way to attract, reward and retain top performers.
• Cultivate a culture of trust and fairness. 47 percent of respondents say that creating an organizational culture where trust, open communications and fairness are emphasized and demonstrated by leaders is a key priority.
• Provide meaningful work opportunities. 40 percent of HR managers say that designing jobs to provide employees with meaningful work that has a clear purpose in meeting the organization’s objectives optimizes the organization’s ability to engage and keep top talent.
• Demonstrate a commitment to employee development (29 percent).
• Offer a higher total compensation and benefits package than organizations that compete for the same talent (23 percent).

While these survey results aren’t earth-shaking, they do serve to underscore an important point.  As businesses like your food & beverage organization emerge from the recession, they should get ready to compete for talent.

Kinsa Group can help you prepare.  We’ll develop and execute a proactive strategy to recruit the top professionals and senior-to-executive level management candidates – from warehouse and supply chain managers to C-suite executives – you need to succeed.  Contact Kinsa today to learn more about our recruiting and assessment services for food & beverage organizations.

The use of credit checks has grown over the last several years.  According to a 2010 survey by the Society for Human Resource Management, 60 percent of employers used credit reports for some or all of their background checks.

Employers use credit reports as a screening tool for a number of reasons:

• They believe it allows them to predict future behavior based on a candidate’s financial history.
• They are trying to prevent employee theft and assess the applicant’s trustworthiness.
• They want to reduce legal liability and negligent hiring.

But checking a job applicant’s credit is not without its potential drawbacks:

• An applicant who has been unemployed for a long period of time may have no choice but to incur inordinate amounts of debt and fall behind in paying bills.  If the candidate has been out of work for months, that doesn’t necessarily mean he should be disqualified for employment.
• Credit reports fail to provide context.  For example, if debt problems are the result of expensive medical procedures, a low credit score may not indicate anything about future job performance.
• Credit reports are not perfect.  Ambiguous, dated, inaccurate and/or redundant data create the potential for credit score errors.  While these errors are generally minor, employers should be aware that they exist.
• Credit reports may not be relevant for the job in question.  Unless the person you’re hiring will have access to sensitive financial information, make financial decisions or handle money, a candidate’s credit report may be of little significance.

Given the potential benefits, as well as the potential drawbacks, are credit checks a legitimate screening tool?  It depends on whom you ask.

According to Christine Walters, a representative for the SHRM during last October’s EEOC public hearing on the practice, effectiveness and impact of credit checks as a screening tool, “SHRM believes there is a compelling public interest in enabling our nation’s employers – whether that employer is in the government or the private sector – to assess the skills, abilities and work habits of potential hires.”

She and other hearing panelists pointed out that the Fair Credit Reporting Act (FCRA) of 1970 restricts employer use of credit reports to employment purposes.  Under the law, the employer must give a job candidate the right to defend himself against (including refuting, explaining or correcting) any collected credit information that might weigh against him.

Chi Chi Wu, staff attorney with the National Consumer Law Center in Boston, expressed a different opinion.  Given the state of the economy, she said that using credit history as a screening tool is “a practice that we believe is harmful and unfair to American workers.  The use of credit history for job applicants is especially absurd when you are looking at an unemployment rate of 10 percent and have many workers looking for a job.”

As an employer, you are within your rights to check a job candidate’s credit.  Before you do so, you should consider:

• how relevant the information you’re collecting is to the available position;
• the cost involved versus the benefit to be gained;
• whether or not your internal staff is trained in how to interpret the complex information contained in today’s credit reports;
• whether or not there may be potential adverse effects to checking an applicant’s credit.

Ensure Successful Placements with Kinsa – Food & Beverage Recruiters

Finding the perfect candidates for your organization requires experience, in-depth industry knowledge and state-of-the-art recruiting and assessment technology.  Kinsa Group combines all of these, including a comprehensive 8-Step Recruiting Process to ensure the success of your next hire.  Partner with Kinsa today and connect with the industry’s top food & beverage executives and professionals.

Here are a few interesting statistics for you, from a February 2011 press release issued by small-business social network MerchantCircle:

• Facebook is becoming an increasingly popular way for merchants to market their business, with 70 percent using the social network for marketing, up from 50 percent one year ago.
• Facebook has now surpassed Google (66 percent) as the most widely used marketing method amongst local merchants, and is almost tied with Google search (40 percent) as one of their top three most effective marketing methods, with 37 percent rating Facebook as one of their most effective tools.

Whether you’re one of the millions of today’s social media junkies, or you consider them to be the world’s biggest waste of time, social media are having a huge impact – on individuals, and of course, on organizations.

Regardless of your personal preferences, your business needs a proactive social media strategy.  Why?  Doing nothing is akin to management by abdication.  It’s a guaranteed recipe for gossip, disinformation, lack of innovation, loss of talent and even loss of competitive advantage.

If you’re still new to the world of social media, or struggle to use it effectively, here are some ways to use resources like LinkedIn and Facebook to keep your company strong and healthy:

Focus your efforts. Create a system to make sure your social media activities align with your business objectives (e.g., If you use LinkedIn for client prospecting, develop and formalize a company-wide strategy and list of accepted practices.)  Likewise, resist the urge to join every available network.  Do your homework up-front to determine which sites are likely to be the most beneficial for your business.  Otherwise, these sites can wind up being a tremendous waste of time and effort.

Position yourself (and your company) as an expert. Whatever your area of specialization, you can use online networking to showcase your talent and expertise:

• Be a leader, not a follower. Develop thought leadership in the food & beverage industry by posting articles that identify trends, cite the latest research and are generally ahead of the curve.  Timely, relevant information is extremely valuable to your clients, prospects and other contacts.
• Attract top talent. True professionals stay on top of their fields by constantly seeking out new information.  Become a trusted source they turn to.  Write and post articles about the topics most important to these individuals, and you’ll attract the top performers you need.
• Answer a question in your field to attain expert status within your network. If you’re selected as providing the best answer to a particular problem, it will show up on your LinkedIn profile.  Providing answers is also a great way to strike up an online conversation with a new contact and begin building a relationship.

Draw traffic to your website and blog. Link these to your LinkedIn and Facebook profiles and reference them in your tweets to get more people reading about you and your company.  If you adjust your LinkedIn settings, it will automatically send a notice reminding your contacts to come see what’s new.

Expand your networks. Networking is the number one way small businesses find employees, suppliers and strategic partners.  Make it easy for others to connect with you.  If you haven’t already, place links to all your social media accounts prominently on your website and blog to encourage more people to friend you, follow you or join your network.

Get active and stay active. You may get some minimal value from passive participation, but you have to be at least moderately involved on a site to derive any real business value.  So don’t be a social media couch potato.  Focus on growing your network.  Post.  Blog.  Refer.  Recommend.  Follow-up.  The more effort you put into your social media activities, the greater the results you’ll see.

Kinsa uses a number of social media platforms, including Twitter, Facebook, and LinkedIn, to strengthen our business relationships and recruit the nation’s top food & beverage professionals and executives.  How are you using social media to drive your business?  We’d love to know.  Please leave your comments below.

Still on the fence about using social media?  Consider these statistics from the recent Cone Business in Social Media Study:

• 93 percent of Americans believe that a company should have a presence on social media sites.
• 85 percent believe that these companies should use social media to interact with consumers.
• 60 percent of Americans regularly interact with companies on social media sites.

The truth is, social media can help expand your business network, enhance your career, recruit employees and more.

According to HR expert Susan M. Heathfield, About.com Guide, HR professionals need to participate in social media for career success – and she should know.  She is a management and organization development consultant who specializes in human resources issues and in management development to create forward-thinking workplaces.  Susan is also a professional facilitator, speaker, trainer and writer.

Heathfield’s About.com article “10 Reasons Social Media Should Rock Your World” details the rationale behind making social media time investment mandatory for every HR professional:

1. Stay in touch with colleagues and friends. Social media makes it easier than ever to re-connect with former colleagues, classmates, teachers and other professional contacts.
2. Make it easy for others to find you. Maintain both individual and company profiles to make it simple and convenient for customers, employees and candidates to reach you.
   
3. Find potential job candidates. For example, you can e-mail social media contacts with job requirements and ask them for referrals.
4. Investigate potential career opportunities. If you’re interested in finding a new job, social media sites like LinkedIn can be invaluable in your search.  You can use the site to network, garner recommendations and learn about new job openings.
5. Establish your online brand. You can use social media to promote your career progress by establishing an online presence that defines who you are professionally and what you want to be known for accomplishing.
6. Join groups that share your professional interests. As a group member you can give and get information about recommended reading, industry trade shows or other professional meetings/events.
7. Develop social connections. Sites like Facebook are rapidly gaining mature professional members.  Unlike LinkedIn, Facebook is ideally suited to having fun and developing social contacts over time.  A word of caution:  carefully manage your Privacy Settings and critically examine content – before you post or upload – to make sure it’s compatible with your professional image.
8. Provide a space in which users of your products/services can interact with you. Use social media to expand your customers’ opportunities to discuss their wants and needs – with you or with other customers.
9. Build community around your products or services. The people who are the “face” of your company should leverage social media opportunities to build relationships with consumers.  Forums and blogs on your company website (and within your HR Intranet), as well as fan pages, can help you build this sense of community.
10. Finally your company, in addition to individual employees, should establish a company presence on major social media sites to stay in step with the changing interests and needs of consumers.  The Internet has opened up worldwide communication.  Why not use its social media components to make you and your company more successful?

With a presence on Twitter, Facebook, and LinkedIn, as well as a food & beverage industry-specific blog, Kinsa Group leverages social media to locate talented, experienced food & beverage professionals and C-level executives – especially those with hard-to-find skill sets.  Contact Kinsa today.

One of the biggest challenges facing HR and other food & beverage hiring managers is finding candidates who are the “right fit” for their respective organizations.

But just what, exactly, is the “right fit”?

For many employers, it means finding a candidate who shares the same belief systems and values as the company’s, and who meshes with the corporate culture.  To identify this type of individual, these employers often turn to values-based recruiting.

Values-based recruiting goes beyond examining competencies and experience.  It’s about creating a values match by building a model that outlines behaviors associated with corporate values, and then assessing candidates for those behaviors.  The process typically yields hires whose thinking, values and ways of doing business closely match those of the employer.

But what if your company needs a proverbial “shot in the arm” to fuel its success – a new direction, fresh business perspective or innovative ideas to re-energize your organization?

In a case like this, the right fit for your food & beverage organization will be an individual who, by definition, is not a perfect values-based match.  Rather, this candidate should be selected based on a model that outlines behaviors associated with leading your company in new direction.  To begin this process, your company must first determine new goals, create a list of competencies and values for the available position that will support those goals, and then recruit and select accordingly.

Which type of recruiting is right for your business needs?

Kinsa’s recruiting experts will work with you to determine how to find the right fit for your company’s needs.  Whether you require an individual whose values closely match your company’s, or someone who will bring fresh ideas and perspective to your business, Kinsa’s exclusive recruiting process will deliver only A-level candidates.

During the Position Specification phase of recruiting, Kinsa Group will precisely define who we are searching for and what this person needs to accomplish.  This guarantees that our recruiting is strategic, accurate, and highly expeditious.  A discipline-specific Consultant will work with you to create the Position Profile (performance goals, qualifications, candidate profile, compensation package) and the Marketing Platform (an overall promotional summary of your company’s story, career track and location attractions).

Contact us today to find out how Kinsa’s 8-Step Recruiting Process for food & beverage executives and professionals can deliver the right fit for your organization.

Can nice guys (or gals) finish first?

That is the question that John Hausknecht, assistant professor of Human Resource Studies at Cornell University’s School of Industrial and Labor Relations, wanted to know.  In conjunction with Green Peak Partners, a Denver-based organizational consulting firm, Hausknecht and his research team conducted a unique longitudinal study of 72 senior executives to define the qualities that lead an executive to excel in his or her position.

The study consisted of two phases:

• Phase 1: Between 2005 and 2008, Green Peak Partners conducted four-hour background interviews (covering family, education, early-career and recent professional experiences) with executives to identify individuals’ qualities, leadership styles and technical competence.
• Phase 2: Between April and October 2009, researchers then interviewed those executives’ supervisors, to determine how well the execs performed on the job.

What made this study special is that it examined both short- and long-term indicators of executive performance for a relatively large sample of individuals.  Some of the study’s findings were surprising:

- Interpersonal skills mattered. Executives with weak interpersonal skills rated poorly:

• on their ability to deliver bottom-line results;
• on every performance dimension, including managing talent, inspiring followership, business/technical acumen and strategic intellect;
• as people managers.

- Self-awareness was a primary driver of an executive’s effectiveness. A high self-awareness score was the strongest predictor of overall success.

- While gender and birth order did not correlate with performance, executives with more siblings were better at driving results.

- “Bully” traits were typically signs of incompetence and lack of strategic intellect. While traits such as being “arrogant,” “impatient,” and “stubborn” are often viewed as part of a business-building culture, they correlated to low ratings for delivering financial results, business and technical acumen, (and not surprisingly) managing talent and being a team player.

- Experience at multiple companies did not predict executive success. In fact, the study found that candidates who changed jobs frequently were often trying to outrun problems.

Can nice guys (or gals) finish first?

According to J. P. Flaum, Managing Partner, and Dr. Becky Winkler, Principal, at Green Peak Partners, soft values drive hard results.  Strong bottom-line executive performance is most likely to come from those who are both emotionally intelligent and self-aware.  According to Winkler, “Our findings directly challenge the conventional view that ‘drive for results at all costs’ is the right approach.  The executives most likely to deliver good bottom-line results are actually self-aware leaders who are especially good at working with individuals and in teams.”

Kinsa Group – Delivering Successful Food & Beverage Executives

Using our unique food & beverage recruiting and assessment processes, The Kinsa Group specializes in placing qualified professionals and senior-to-executive level management candidates who will drive bottom-line results in your organization.  Contact Kinsa today.

Smart work/life balance tips to reduce stress and give you more time

Meetings.  Soccer practice.  Long hours.  Project deadlines.  Yard work.

Given all the responsibilities you have both on the job and at home, you may feel that a healthy work/life balance is unrealistic right now:  spending more time at work may cause you to miss out on a rewarding personal life; but effectively managing the challenges of your personal life (such as coping with an aging parent or marital stress) may make concentrating on your job difficult.

So how do you strike a balance?  Implement just three or four of these ideas to make a measurable difference in your life.  They will help you lower your stress level, free-up more time, and put you on the path to a healthier work/life balance.

Drop unnecessary activities. Make a list of what really matters to you.  You may find out that you’re devoting too much time to activities that aren’t a real priority.  If at all possible, drop commitments and pursuits that don’t make the top five on your list of priorities.  Doing so will greatly focus your efforts and simplify your life.

Realize that time is often more valuable than money. The time you spend away from meaningful relationships in your life is time you can never get back.  With this in mind, consider hiring a lawn maintenance service, a handyman, or a babysitter (but always have a contingency plan in place).

Get enough sleep. Few things are as stressful and potentially dangerous as working when you’re sleep deprived.  Aside from feeling awful, you’re also more likely to make costly mistakes and be less productive.  So while you may be tempted to burn the midnight oil, it makes more sense to hit the sack and tackle your work with a fresh pair of eyes in the morning.

Plan fun and relaxation. Given the frenetic pace of our lives, nurturing ourselves just doesn’t happen by accident – but it’s still an essential part of maintaining a balanced life.  So set aside space in your weekly calendar for activities that are fun and relaxing to you.  Plan what you’re going to do and make necessary arrangements – reservations, childcare, etc. – to ensure you’ll be able to keep your commitment.

Use e-mail effectively. Use e-mail, as opposed to voicemail, to send detailed messages.  Try to respond to your incoming messages in groups – just a few times a day.  This way, you will interrupt your train of thought less frequently and stay more focused.

Learn to say “No.” Whether it’s a co-worker asking you to spearhead an extra project, or your child’s teacher asking you to be the head room parent, remember that’s okay to respectfully say “No.”  Once you quit doing things out of guilt or a false sense of obligation, you’ll make more room in your life for activities that are meaningful and important to you.

Exercise your options. Find out if your employer offers flex hours, a compressed workweek, job-sharing or telecommuting for your role.  These options may afford you greater flexibility to alleviate stress and free-up more of your time.

Master software packages. Learn the tips associated with the software packages you use most frequently.  They can increase your productivity.

Organize. If your insides are churning, create order outside.  Some people find that cleaning, organizing and reducing clutter actually reduce stress – both at home and at work.

Get a system. Develop a routine for tackling recurring tasks both at home and work.  If you drive by the dry cleaners and grocery store on your way to and from work, make a habit of bringing your shopping list and dry cleaning with you to take care of those stops en route.

Ask for help. Are you overwhelmed because you don’t have the support or tools you need to get your work done?  If so, don’t be a hero.  Approach your boss or loved ones and ask for the help you need to be more productive at work or at home.

Lighten up. Don’t take everything so seriously.  Nobody and nothing is ever perfect, so drop your shoulders and learn to laugh!

The BLS Employment Situation Summary continues to paint an anemic economic picture.

Economists continue to talk about a “jobless recovery,” with many employers focusing on productivity gains, as opposed to hiring, to manage any increases in business.

What’s the upside?

Well, if your company isn’t focused on hiring right now, it may be the perfect time for you to review and improve your employment screening process.  Doing so could help you:

• increase compliance;
• reduce theft, fraud and accidents;
• prepare you to make even better hires when the time comes.

As experts in employment screening for food & beverage executives and professionals, The Kinsa Group recommends taking the following steps to reduce the potential for negligent hiring and discrimination:

Consult with your attorney. If you hire on your own, you should have your legal counsel review your screening process to ensure you’re complying with all current legislation and hiring regulations.

Be consistent. Your screening process should be the same for all candidates within comparable job descriptions.  If you do a background check on one production manager, you should also conduct the same background check with candidates for all similar supervisory and management positions.  In addition to preventing anyone from “slipping through the cracks,” a uniform process helps minimize your exposure to litigation.

Use social media carefully. Social media has made access to candidate information fast, easy and free.  But if you intend to use this publicly available information to screen candidates, make sure that you obtain written permission and follow all EEOC and FCRA provisions.

Formalize and document your process. If you don’t already have one in place, now is the time to standardize, formalize and document your background screening policies and procedures.  Creating a formal policy makes screening more effective, efficient and consistent.  Furthermore, should a problem arise, your ability to show that you applied fair, consistent and documented screening processes will limit your legal exposure.

Reduce your risks and make better quality hires with Kinsa.

Hiring top food & beverage professionals – honest, high performers who do what they claim they can do – is critical to your organization’s continued success.  Kinsa’s full complement of search and assessment options can help ensure that success.  Here are just a few of the benefits our services provide:

• Transfer employment screening risks such as discrimination and negligent hiring.
• Save time and eliminate process bottlenecks employment screening creates.
• Hire the best food & beverage talent available.  We go beyond typical background and reference checks to create the best possible matches.  Kinsa evaluates candidates’ performance in the specialty skills of the position, results achieved in past positions, and overall predictors of success.  Online behavioral testing is done for Priority Searches, and an all-day face-to-face interview can be performed by our partners in Industrial Psychology for Retained Searches.

Work with Kinsa and your hiring decisions can be made with confidence – guaranteed.

Creating a cohesive team of high-performing food & beverage professionals for your organization is no small task.  Factors like location, lack of time and a shortage of truly qualified applicants can complicate your hiring process.

Here are a few common recruiting challenges food & beverage employers face, along with the ways a specialized recruiter like Kinsa can make the process simpler and more effective:

Location, location, location. If your company has a “less than ideal” location (to put it delicately), you may have trouble consistently attracting the top talent you need.  With a national database of over 80,000 candidates, Kinsa can help you access qualified professionals and executives who are open to relocation.  We know where our candidates are willing to work.  We’ll only refer those who are not only qualified for the position, but also willing to move to your area.

Asking the right questions. When it comes to hiring, knowledge is power.  Asking the right questions when screening and interviewing is critical to creating the ideal match.  At Kinsa Group, food & beverage recruiting is all we do.  Our Recruiters are experts in:

• assessing the requirements of your available position;
• determining the major selling points of the opportunity (beyond those listed in the job description);
• identifying behaviors and attitudes critical to success in the role;
• crafting the right questions that will determine if candidates are the right fit for your opportunity.

Finding the “needle in the haystack.” Posting on a job board may yield a lot of résumés, but how many of those applicants are truly qualified for the position?  When you require a unique skill set or have an immediate hiring need, a professional recruiting service like Kinsa provides two distinct advantages to recruiting on your own:

• Shorter time-to-hire. Because we maintain a robust database of a wide variety of skilled executives and professionals, Kinsa can quickly pinpoint candidates with the exact skills and experience you require.
• Substantial time savings. Sorting through piles of résumés, not to mention screening and interviewing, takes up valuable HR and management time.  Our services keep you focused on your top priorities, while delivering the select few candidates who are genuinely qualified for your available position.

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 quickly and cost-effectively deliver executive and c-level food & beverage professionals with skills, experience and behavioral traits to succeed in your organization.  We use professionally trained interviewers, a wide array of assessments, thorough background checks and satisfaction guarantees to ensure the success of your next hire.