Kinsa Group Blog

Keeping your resume current is important to your continued career development.  But unless you’re actively looking for a job, the daily demands of life, home and work can easily push this updating process down on your priority list.  If you haven’t reviewed your resume  in over a year, here are just a few good reasons why you should take a fresh look at it:

• Even if you’re currently employed, you never know when an attractive job opening may present itself.  A current resume can help you capitalize on an unexpected opportunity – before someone else has the chance.
• Over time, your important achievements and contributions may be forgotten.  Regular updating ensures that critical, measurable accomplishments are accurately recorded.
• In many cases, your resume creates a first and lasting impression on a potential employer.  Make sure it’s a good one.  By periodically reviewing and honing your resume, you can create a more powerful marketing tool that accurately and favorably represents you as a professional.

Use these tips to make your resume update simple and comprehensive:

1. Review personal information (address, e-mail, LinkedIn URL, etc.) to ensure everything is up-to-date.
2. Review your oldest job. If it’s no longer relevant, and you have at least 10 years of documented work history without it, remove it.
3. Update your responsibilities and accomplishments. Consider the following:  special projects; new expertise developed or job responsibilities awarded; knowledge or skills enhancement from special training or professional development; awards or other recognition; challenges you faced and solutions developed; measurable results you helped achieved (e.g., eliminating process inefficiencies, increasing productivity or sales, improving staffing or operational performance, etc.).
4. Revist your objective statement. If it is not in line with your current career aspirations, rewrite it.  The statement can be general, but should show some direction toward the field in which you want to work.
5. Reevaluate your references. Verify that these individuals still work where you have noted and that contact information for each is correct.  If you have developed new contacts who can attest to your recent achievements or heightened responsibility, consider replacing them with outdated references.
6. Update your resume format. Check online sample resumes to see if yours looks outdated and revise accordingly.  Additionally, you should create an electronic version of your resume if you don’t already have one.
7. Proofread everything. Sloppy spelling, grammar and punctuation may take you out of the running immediately.  If you’re not proficient in proofreading, ask a trusted friend or associate to help.

Looking for a better career opportunity in the food & beverage industry?  Give us a call or browse open career opportunities.  Or, follow us on Twitter to receive the latest job opportunities we’re recruiting for.

If you’ve watched the news lately, or followed the markets, you’ve probably found the economic data as puzzling and disconcerting as I have.  Up one day, way down the next.  One economic analyst talks about a slow recovery, the other warns us of the next recession.  The roller coaster we’re on isn’t showing any signs of smoothing out, thus leaving companies – and employees – wondering what’s next.

The honest answer is that nobody knows.  And for the people who work in your organization, that may be the most stressful part.  Uncertainty breeds fear.  And fear breeds discontent.  When people are unsure of their futures, they fill their minds (and waste their time) with irrational fears and “what ifs.”

During hard times, companies rely on their employees to help pull them through.  But unfortunately, that’s precisely when top performers are most likely to quit.  Watching others get laid off, chronic overwork and nagging uncertainty can all drive your best people out the door.

When your staff is worried, it’s up to you to control the outcome.  Now is the time to motivate, retain and even re-recruit your top employees, using the following ideas:

• Be honest. When times are tough, there’s a natural tendency to buckle down, work harder and avoid others.  This is a deadly mistake.  Without good information from you, your employees will draw their own (possible incorrect) conclusions.  In general, it’s far better to be forthcoming – even about bad news – than to withhold information.
• Involve top performers in developing solutions. Talk about the problems facing your organization and challenge your best employees to help create the solutions.  With a vested interest in the company’s success, and control over the ways problems are tackled, your staff will be more likely to stay through difficult times.
• Invest in one-to-one management. Layoffs, customer attrition and other sources of bad news tend to create a turbulent workplace.  Calm the waters by scheduling one-on-ones with each of your key team members.  Review the improvement plans being enacted, as well as the challenges and opportunities ahead.  Outline clear expectations for each employee’s performance and the outcome that will occur if that performance is achieved.  If layoffs are likely, clearly delineate the situation that will trigger the cuts and what must occur to avoid them.
• Offer market pay. While this may not be the ideal time to consider increasing personnel expenses, don’t short-change yourself by under-compensating your staff.  Evaluate your pay and benefits package to ensure it’s competitive.  While money alone typically won’t drive high performance, a compensation package that is perceived as being unfair will create resentment – and drive employees out the door.
• Actively re-recruit top performers. Your company surely invests in marketing to existing clients.  Why?  Because it costs five times more to get a new customer than to retain an existing one.  The same is true of employees.  Top performers are incredibly expensive to replace.  Rather than take chances, be proactive about keeping them satisfied.
  Ask your employees to help keep the team together, by identifying those they feel are at risk of leaving.  Tell your employees how much you value them – regularly.  Find out what frustrates your best employees and develop ways to alleviate the sources.  Help top performers define career paths within your organization.  Bottom line, do whatever you can to keep your best and brightest inspired to continue working for you.

During times of crisis and uncertainty, true leaders emerge.  Get out of your office and go invest in your biggest asset – your people.  Let them know that they are more than just survivors; they are the champions who will create your company’s future success.

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 thrive in this tough economy.

Men and women are different in many ways.  But when it comes to work/life balance issues, they apparently share several of the same concerns.

Results from a WorldatWork fall 2010 research study conflict with a previously wide-held assumption about the differences between men and women – namely, that male identity is rooted in work, while women place a higher priority on personal/family life.

Watch the video.

Summary of Study Findings

The Global Study on Men and Work-Life Integration, conducted in November and December 2010, surveyed more than 2,300 men and women working in organizations with 500 or more employees.   The international study focused on how organizations can eliminate stereotypes and barriers that prevent men from using work/life offerings, as well as what prevents organizational leaders (who are often men) from supporting the use of those offerings.

Here is a brief summary of the study findings:

• Work and Personal Identity – Identification with work is much stronger in emerging markets/countries than in developed ones.
• Managing Work and Family Life – Finding time for family is especially challenging for men; however, both men and women seek more personal time for exercise and hobbies.  For both sexes, flexible work arrangements dominate the list of most valuable options for finding a healthy work/life balance.
• Financial Stress – Not surprisingly, financial stress is a top (if not the top) work/life issue across country and gender.  To ease this stress, employers can: increase employee assistance programs; offer financial counseling programs; be as transparent as possible about corporate finances and job security.
• Leadership Attitudes – Business leaders around the world embrace the importance of work/life balance and have programs and policies in place to facilitate it.  These efforts, however, are often ineffective because managers still believe that the “ideal worker” is an employee with few personal commitments.  In fact, half of managers in emerging markets, and four in 10 managers in developed markets, believe that the most productive employees are those with few personal commitments.

According to Kathie Lingle, WLCP, executive director of WorldatWork’s Alliance for Work-Life Progress, “Working men and women around the world seek the same holy grail: success in both their work and family lives.  The assumption that male identity is rooted in work and not family is a major impediment to the effective integration of employees’ work and family lives.”

For over 25 years, Kinsa Group has delivered highly qualified professionals and senior-to-executive level management candidates to food & beverage employers nationwide.  Visit our website to learn more about our recruiting and assessment services for the food & beverage industry.

When preparing for big interviews, most food & beverage professionals focus on what they’re going to say – about their work experience, accomplishments, goals, strengths and weaknesses.

While it’s certainly essential to know how to speak intelligently in an interview, it’s just as important to know how to listen.  A good recruiter will critically evaluate your listening skills as closely as he will your speaking skills.  In a market where competition is fierce, your ability to truly listen will help you make a better impression and may tip the scales in your favor.

Hone Your Active Listening Skills

In an interview situation, active listening is much more than just waiting for your turn to talk.  It involves not only hearing the words that are said, but also fully comprehending what the interviewer is asking you to do.  Use these tips to enhance your listening skills and perform better in your next interview:

Give the interviewer your full attention. Try to remain focused during the interview and devote your full attention to what the interviewer is saying.  Develop the habit of reminding yourself to focus every time your attention begins to drift.  Throughout the interview, maintain appropriate eye contact and avoid the temptation to formulate your response while the interviewer is still speaking.

Listen with your ears, eyes and brain. Communication experts say that only a fraction of the meaning of any conversation is in the actual words that are being said.  To understand the interviewer’s true meaning, you must glean other nonverbal cues from his tone of voice, posture and facial expressions.

Adopt an active listening posture. Show that you’re listening through your posture.  Sit with your shoulders set straight, while inclining your body and head slightly toward the other speaker.  Your hands may be used to take notes, or be folded either on the table or your lap.

Think before you speak. The more poised you are when you speak, the more intelligent your response will be.  So take a moment after hearing the question to formulate your answer.  A second or two of silence will help both you and the interviewer organize your thoughts and prepare for the turn in conversation.

Confirm understanding. If the interviewer asks a complex or multi-part question, paraphrase what he’s asked to confirm your understanding before beginning your response.  This will help ensure your response is both complete and accurate.

Answer the question that you’re asked. Listen carefully to the entire question before you answer it.  For example, the question “When do you feel that experience matters?” is significantly different from “How do you feel that experience matters?”  Make sure you pay attention to the nuances of each question and that you accurately answer what’s asked.  Avoid rambling answers that stray too far from the question posed.  If the interviewer wants to know more about something, he will ask you to elaborate.

Becoming a better listener won’t just help you land the job you want; it will make you a more successful professional.  So try incorporating a few of these tips into your next interview.  Do so and you may soon be listening to your next job offer!

Contact Kinsa Group for more assistance with your executive food & beverage job search.

When it’s time to hire the best food & beverage professionals for your organization, you face a critical decision:  should you do it yourself, or work with an experienced, specialized executive recruitment firm like Kinsa?

It would be easy (and logical) to use this question as a launching pad for a sales pitch.  The true answer, however, is more complex.  What’s right for one employer, under a certain set of hiring, employment and market conditions, is not necessarily right for another.

So how do you decide if you should hire on your own, or partner with a recruiter?  Here are a few critical questions to consider:

Evaluate Your Current Hiring Practices

• How do you typically hire personnel?  Have you always done it yourself, or do you have a good working relationship with a recruitment firm?
• How much do you really spend hiring staff on your own? Be sure to consider HR time, legal costs, management interview time, opportunity costs, vacancy costs and the cost of a bad hire – in addition to the cost of advertising.
• Do your DIY recruiting methods yield enough qualified candidates?

Conduct a Needs Analysis

• Do you have the time and resources available to properly recruit, screen, interview, assess, reference check and follow-up with candidates on your own?
• How much would it cost you to replace a bad hire in this position (i.e., do you need a guarantee)?
• Does your hiring situation require confidentiality or anonymity?
• How quickly do you need the available position filled?

Consider Current Market and Employment Conditions

• What is the current unemployment rate – not just in general, but specifically for the level/type of professional you need?
• How desirable is your location?  Have you had difficulty attracting candidates to work there in the past?
• What are the emerging industry trends which could impact your ability to hire the talent you need?

Consider the Advantages Recruiters Offer

With budget constraints remaining a key concern, you may lean toward a DIY approach for recruiting.  But before you start posting to job boards, remember these key advantages Kinsa can provide:

1. Improved focus. We free you to focus on your key priorities.
2. Specialization. We know how and where to find the high-caliber talent you require.
3. Contract labor. If your needs are short-term or project-oriented, we can provide access to the skilled professionals you need without adding to your headcount.
4. Access. We maintain robust candidate databases and relationships with passive job seekers.
5. Simplification. We save you considerable time and stress, while ensuring that correct selection and screening procedures are utilized.
6. Guarantees. We reduce the stress, expense and risk involved with hiring and/or replacing a new employee.

When working with a recruiter makes the most sense for your organization, Kinsa is the ideal choice for your professional search and assessment needs. With over 25 years of experience, a dynamic, team-oriented staff and a focus on the food and beverage industry, we are uniquely qualified to deliver the A-level talent you need.

We’d love the opportunity to help you analyze your recruiting needs and determine if our services could help you hire more quickly, accurately and at a greater cost savings.  Please contact Kinsa today.

A job interview is a two-way street.  A hiring manager tries to find out everything he can about you, while you try to find out everything you can about the position and your potential employer.

To decide whether or not you can thrive in an organization long-term, you need to learn about more than the basics (e.g., salary, job responsibilities and organizational structure).  During the interview, you must also determine if the company is a “good fit” for you – if their values, beliefs, ethics and rules of behavior align with your own.

But how do you ascertain if an employer’s corporate culture is right for you?

Before the Interview

Learn as much as you can about an employer before the formal interview starts:

• Research the company before the interview. Search online for clues about the employer’s culture.  Review their annual report, website and what others write or say about the organization.  Plenty of resources are available online to guide you in your research.
• Arrive a few minutes early. Observe how current employees are dressed, how they interact with one another and how courteous and professional they seem – before they know who you are.  Pay attention to what’s on the walls, how clean the space is and how much room employees are given to work.  All these details will provide a clearer picture of the company’s personality.

During the Interview

Use this list of sample questions to dig deeper in your next interview and uncover important information about an employer’s culture:

• What does it take to succeed here long-term? The traits an employer encourages and rewards speak to its corporate culture.  Ask this question early in the interview and incorporate those sought-after characteristics into your subsequent answers.
• If you could describe your company’s culture in just three words, what would you say? This question accomplishes two things.  First, it helps you learn about the salient aspects of an organization’s culture.   Second, it positions you as a thinker, setting you apart from the crowd.
• Does this company have a written corporate values statement? A progressive organization (i.e., one that has put the effort into developing a formal values statement) understands the importance of corporate culture and is just as concerned about making a values match as you are.  If the company has no written cultural values, their mission statement may provide insight for you.
• What are the best and worst parts about your work environment, that I wouldn’t understand unless I’d been working here for several months? Some workplaces are quite different once the “honeymoon” phase has passed.  This question may help elicit some candor from your interviewer and get him to share the realities of the work environment – both good and bad.  Beware of the interviewer who has nothing negative to say.  The fact is, all cultures have their positive and negative aspects.
• What are your favorite aspects of this company’s culture? This question tells you what brings the interviewer back to work each and every day.  Because it’s personal, ask this question at the end of the interview – after you’ve had a chance to establish rapport with the interviewer.  You can end the interview on a positive note and leave a great final impression.

As you ask all these questions, pay attention to the interviewer’s nonverbal cues.  Sometimes the words an interviewer says aren’t as important as how he says them.  Body language, eye contact, facial expressions and posture don’t lie.  Compare the interviewer’s actions with his words to decide if he is really telling the truth, or just trying to present the company in the best possible light.

Looking for your next food & beverage position?

Kinsa Group has the inside track with leading food & beverage employers and can help you make smarter employment decisions.  We provide you with invaluable details about corporate culture, interviewers’ personality styles and other intangibles to ensure you thrive in your next position.  Contact a Kinsa recruiter today or search available food & beverage professional and executive positions.

If there is one constant in the food & beverage industry, it’s change.  Whether the source of that change is the government or the general population, we at Kinsa Group stay on top of the issues that are important to your food & beverage organization.  Here are two key updates, in case you missed them:

MyPlate Replaces Food Pyramid

Recently, the U.S. Department of Agriculture unveiled MyPlate.  Government officials say the new icon will be a part of a healthy-eating initiative that emphasizes the fruit, vegetable, grains, protein and dairy food groups.  The symbol replaces the 2005 Food Pyramid, which was widely criticized widely for being difficult to read.

The U.S.D.A. said MyPlate will convey seven key messages, including:

1. enjoy food but eat less;
2. avoid oversized portions;
3. make half your plate fruits and vegetables;
4. switch to fat-free or low-fat (1%) milk;
5. make at least half your grains whole grains;
6. drink water instead of sugary drinks;
7. and compare sodium (salt) in foods like soup, bread and frozen meals, and choose foods with lower numbers.

More information about MyPlate can be found at www.choosemyplate.gov.

Men’s & Women’s Health Ingredient Trends

Wild Flavors, Inc.’s whitepapers detail the ingredients food & beverage companies should incorporate now to capitalize on changing health trends for both men and women:

Men’s Health Ingredient Trends

Men are more concerned than ever about their own well-being.  They want to prevent disease and improve the quality of their lives through joint health, strong immune systems, proper sleep patterns and strong brain function.  Openness about health concerns and changes in social attitudes have made men more receptive than ever to new and innovative nutritious options.

Food and beverage companies have a prime opportunity to capitalize on men’s health trends, by creating products with ingredients that address men’s key concerns:

Heart Health: Omega-3s, Phytosterols, Coenzyme Q10, Tea Polyphenols, Citrus Bioflavonoids.

Bone & Joint Health: Hyaluronic Acid, Grapeseed Extract.

Immunity: Pomegranate Extract, Citrus Bioflavonoids, Grapeseed Extract.

Cognitive Health: Omega-3s, Coenzyme Q10, Phosphatidylserine.

Holistic Sleep: Melatonin, L-Theanine, Gamma Amino Butryic Acid (GABA).

Women’s Health Ingredient Trends

According to Wild Flavor’s “Women: Trends & Health Ingredients” whitepaper, women account for the vast majority of household spending decisions and consumer purchases.  Furthermore, many women put family needs ahead of their own.

To capitalize on these consumer behaviors, food & beverage organizations should create products with ingredients that address the following top concerns for women:

Hearth Health: Omega-3s, Phytosterols, Coenzyme Q10, Tea Polyphenols, Citrus Bioflavonoids.

Bone & Joint Health: Hyaluronic Acid, Soy Isoflavones.

Immunity: Cranberry Extract, Citrus Bioflavonoids, Grapeseed Extract.

Beauty: Coenzyme Q10, Hyaluronic Acid, Tea Polyphenols, Citrus Bioflavonoids.

Holistic Sleep: L-Theanine, Passionflower Extract, Chamomile Extract.

Weight Management: Conjugated Linoleic Acid, Green Coffee Extract, Green Tea Catechins.

The Kinsa Group–a leading recruiting firm for the food and beverage industry–currently has a variety of outstanding professional and C-level executive job opportunities, including the following positions:

VP of Finance and Administration

Rapidly growing, integrated Food Company (#1 in its category) is seeking to grow substantially over next several years.  They are seeking a confident, driven individual to fill this newly created position and help build a world-class organization.

Job Responsibilities

• Develop and implement financial and operational strategies, plans, projects, policies, procedures and controls.
• Define, develop and lead finance, accounting, information systems and HR functions.
• Identify opportunities and areas for change and growth.

Ideal candidates will possess the following:

• BS/BA in Accounting, Finance, Economics or equivalent.  MBA or CPA preferred.
• 10+ years of relevant experience.  Substantial accounting, finance, IT and HR experience is required.
• Prior experience in high volume food or agricultural company preferred.
• Knowledge of federal and state taxation, as well as automated financial and accounting reporting systems is required.

Beautiful Northern California location!  Enjoy recreational activities afforded by surrounding mountains, hills and rivers.  Relocation assistance will be provided.  Discover more about the VP of Finance and Administration (#4992) position and apply online.

Multi-Unit Restaurant Operations Consultant

Our Wisconsin-based client is seeking a Quick-Service Restaurant Franchisee Consultant to provide leadership and coaching to franchisees and operations team, in order to achieve short and long-term company and operations objectives.  The Restaurant Operations Consultant will utilize knowledge of restaurant operations and staff resources to provide counsel, advice and assistance to franchisee owners/operators to positively impact and improve sales, profits, operating standards and operating systems while maintaining or exceeding customer expectations.

Essential Functions:

• Effectively implement and execute the company’s worldwide business plan (rolling 1, 2 and 3 year plan).
• Develop and implement a district wide business plan (i.e., integrated marketing, operations, training, development and supply chain plan).
• Establish and implement effective business plans with franchise owners in the district.
• Provide necessary counsel and assistance to ensure the plans include specific objectives and strategies in support of company’s Operations and Marketing Plan.
• Provide leadership in developing and managing marketing performance through effective partnerships with appropriate departments, vendors and franchisees.
• Implement strategies to assist franchisees in executing human resource, training and professional development plans and programs, where appropriate.
• Consistently strive to meet or favorably exceed operating budget for department.
• Perform timely annual performance reviews.

Qualifications and Competencies:

• Bachelor’s degree in business, restaurant management or a related field.
• 4 or more years of restaurant management (multi-unit/high volume) and/or franchise operations management.
• Clean driving record is required.
• Thorough knowledge and familiarity with the Restaurant Industry (QSR preferred).
• Proficient knowledge of marketing, finance, training, human resource and development.
• Ability to provide excellent customer service to both internal and external clients.
• Relationship building skills with the ability to create mutually beneficial relationships with both internal and external clients.
• Ability to work quickly in a fast-paced environment with frequent interruptions.

Find out more about the Multi-Unit Restaurant Operations Consultant (#4984) position and apply online.

To search our comprehensive list of Food and Beverage Industry Jobs please visit www.Kinsa.com.

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.

“If the Great Recession has taught us anything, it is that uncertainty is certain.”

So say executives at Tompkins Associates, business strategy and supply chain specialists, in reference to their Top 11 Priorities for 2011.  The list identifies the following priorities food & beverage organizations should focus on on to ensure profitable growth throughout the year.  Here is a summary of the list:

1. Push for fresh and organic. Consumers are driving demand, but sourcing and quality remain challenges.  Place more emphasis on high volume growth while increasing margins.
2. Demand growth in emerging markets. Growth-oriented companies should enter the new markets that are driving international convergence through strategic acquisitions or partnerships.
3. Sustainability. Sustainable practices and waste elimination (e.g., reducing energy consumption, greenhouse gas emission, packaging, etc.) will help companies reduce costs and improve their reputations as stewards of the environment.
4. Operating cost reductions. Companies should strive to lower overall landed costs by improving methods and practices for managing suppliers through production, distribution and delivery to customers.
5. More reductions in working capital. Improving Sales, Inventory & Operations Planning (SIOP) – as opposed to simply slashing inventory – will greatly help food & beverage organizations reduce working capital.  Brand extensions and packaging innovations will continue to increase SKU account, making reductions even more difficult.
6. Food safety. Trends toward global food safety certifications are gaining steam, which will drive new technologies to improve visibility from the field to the store shelf.
7. Lean management. Companies need to focus on reducing costly process activities that do not add value to their products or enhance the customer experience.
8. Procurement contribution through sourcing availability. As commodity prices rise and emerging markets’ demands for higher value and better quality food increase, identifying and securing reliable, cost-competitive sources will become more difficult.  Food & beverage organizations should focus on accessing suppliers in diverse markets, as well as pushing purchasing departments to obtain competitive prices and ensure a reliable supply channel.
9. Distribution network rationalization. Ensure that your distribution and supply chain strategy is fully aligned with your organization’s business growth strategy and that it has the structure and facilities needed to support anticipated growth.
10. Integrating commodity purchasing and logistics strategies. Food & beverage companies should mitigate commodity price increases by taking control over inbound flows.  This will enable them to maintain a competitive cost advantage, but will require new thinking on the part of purchasing and logistics managers.
11. Growing government regulation. Food and beverage leaders should be proactive in understanding and addressing the effects (on both costs and processes) that changes in regulations, especially the Food Safety and Modernization Act, will have on their organizations.

Priorities Update

Tompkins Associates recently added the following emerging themes/updated priorities as the middle of the year approaches:

• Uncertainty is the new norm. Although each industry has its own individual priorities, there are similar trends throughout each that reveal much about general expectations for 2011. For example, many company leaders are facing a great deal of uncertainty about what 2011’s ‘new norms’ will be – it seems the only clear new norm is uncertainty itself.
• The emphasis on global supply chains is a major theme. With global operations come new priorities: risks that need managing; ever-changing regulations and taxes that must be understood and complied with across global borders; and the need for sustainable, environmentally-friendly operations.
• Innovation is also a key priority for 2011. Already, there are major market upheavals happening in the automotive and high-technology sectors due to new developments in product offerings that allow customers access to cutting-edge technology.

Ensure Profitable Growth – Hire the Best Food & Beverage Executives and Professionals with Kinsa

No matter what priorities your organization chooses to address this year, you need top-level talent to effectively create and execute your strategies.  For over 25 years, Kinsa has helped food & beverage organizations thrive in rapidly changing markets by consistently delivering “A-level” executives and professionals.  Contact us today to learn how our Unique 8-Step Recruiting Process can help ensure your profitable growth throughout 2011 and beyond.