Kinsa Group Blog

These days, competition for positions in the food and beverage industry is fierce.  With a greater number of candidates vying for fewer openings, you may find yourself having to say “No” more often.  Needless to say, writing rejection letters can be an unpleasant and stressful part of the hiring process.

But even when you can’t offer a job applicant the position, you can still end the interview process on a positive note.  Here are some quick tips for writing candidate rejection letters in a constructive way, to build good will with candidates and position your company as an employer of choice:

• Send out the rejection letter promptly.  If you’re certain you will not be hiring the individual, let him know that he was not selected as soon as possible.  Even when the news is bad, your timely follow-up will convey a high level of professionalism.
• Always use formal company letterhead for a rejection letter and never handwrite it.
• Address your candidate by name.  Further customize the letter with the position for which he applied, as well as a supportive comment about the applicant’s qualifications, experience or enthusiasm.  Although a rejection letter is basically a form letter, your candidate shouldn’t feel as though it is.
• Be direct, but gracious.  Make it clear that there were other candidates more qualified for the job, but do so in a respectful way.
• When appropriate, encourage further action.  If the candidate is a good culture fit, and may be qualified for other openings with your company, say so.  Encourage him to stay in touch and apply again.
• Always end on a positive note.  Thank the candidate for applying and interviewing.  Wish him good luck in his career development.  Remember, this may be the final impression this individual has of your company – make sure it’s a favorable one.
• Close the letter formally with “Sincerely,” or “Best wishes,” and sign your name.

Don’t want to write rejection letters? 

Call Kinsa national food and beverage industry recruiters with your professional placement needs.  We’ll handle every step of the process – from recruiting to assessment and initial interviews - and only present you with the most qualified candidates.  If you decide not to hire an individual we refer, just let us know and we’ll take care of the rest.

Have you ever bought something on impulse?  Ever wonder what attracted you to the item in the first place?

Whatever the reason, something about the way that product was marketed created a strong attraction in you – strong enough to make you act.

In many ways, job postings are a lot like the impulse items we all buy on occasion.  As a manager, you must ensure that the announcements you write compel the top food and beverage industry professionals you seek to take action – even if they aren’t actively seeking new jobs.

To help you in this arena, use these tips for creating irresistible job postings that are magnets for talent:

1. Tell a story to stir emotions.  Rather than beginning with dry job requirements, focus on the ways your company’s products or services impact customers’ lives, or draw from client testimonials.  Write about the way your business makes people feel, and use this to create a compelling image of your company and the available position.
2. Approach the posting from the job seeker’s perspective.  Top candidates are more interested in what a position offers them personally – high earning potential, intellectual challenge, recognition, etc. – than in your company’s business strategy.  Ensure your job posting addresses these needs by first highlighting the rewards of the position.
3. Emphasize your company’s strengths.  Everyone wants to work for a successful organization.  Put your company’s best foot forward by identifying strengths such as: organizational growth, industry track record, competitive advantages of your products/services, positive corporate culture, financial stability, awards and/or recognition.
4. Convey a sense of optimism.  Potential candidates are quick to form judgments about your company based on the tone of your listing.  Use positive language to turn downsides into opportunities (e.g., a decline in profits signals a need for innovation).
5. Keep it short.  Details are great, but a passive job seeker won’t take the time to read a lengthy listing that drones on and on like Charlie Brown’s teacher.  So as a general rule, limit job postings to two or three pages.
6. Avoid overused buzzwords and transparent euphemisms.  For the savvy job seeker, buzzwords do little to differentiate your company – so use them sparingly (balancing the need for SEO when postings are online).  Likewise, steer clear of inflating job titles (e.g., listing a coffee gopher as a Beverage Production Manager) that will only rob your company of both clout and credibility.
7. Use your in-house writing talent.  A job posting is a marketing piece.  If you’re not a Twain or Grisham by nature, enlist your marketing department’s help.  Provide them with the nuts and bolts of the job (as well as this post) and let them craft a compelling posting for you.

Attracting top talent is both time-consuming and expensive – so why do it on your own?  Call Kinsa with your job specifications, and allow us to find the best food and beverage industry professionals for you.

Implementing a faulty or sloppy employee review system can put your company at risk.  One misstep can lead a disgruntled employee to “pull the trigger” on a hairy lawsuit.  So as a responsible manager, how do you keep your company out of the crosshairs?

Here is a quick list of best practices for ensuring your performance reviews are legally defensible:

1. Develop adaptable appraisal forms.  Use flexible forms evaluators can change to suit the type of position available.  The forms should allow evaluators to: incorporate specific job criteria; weight and prioritize attributes and job responsibilities; easily keep accurate, detailed annual review records for all employees.  Should you need to protect your company in the case of a dispute, this standard documentation will provide valuable evidence that evaluators conducted all appraisals in a consistent manner.
2. Train your evaluators.  Provide written instructions on the purpose and mechanics of your review system.  Teach evaluators to base appraisals upon observed evidence – never “gut feelings” or other subjective criteria.  Include information on potential EEO problems and emphasize the importance of accuracy.  Supplement written instruction with role playing, and require evaluators to sign a statement saying they’ve received and reviewed the instructions.
3. Clearly communicate the review process ahead of time.  When review time comes around, make sure employees know:  the purpose of the reviews; the impact they’ll have on employees’ work; how the reviews will be conducted; what to expect during discussions.
4. Require employees to agree to primary job duties.  During the evaluation, ask each employee to review the job duties on which he has been rated.  To prevent later debates, require each employee to sign a statement that the list provided constitutes an accurate and complete list of his major job duties.
5. Safeguard against inaccuracy and evaluator bias.  Emphasize the importance of avoiding stereotypes based on race, sex, age or any other characteristics.  Monitor evaluators and develop a system of cross-checks to ensure evaluators do not go too easy on employees, or consistently rate a particular group lower than another.
6. Summarize and distribute reviews.  Have evaluators write up salient aspects of each employee appraisal and distribute copies to all relevant parties.
7. Have each employee review and sign his evaluation.  After being given the opportunity to review and write in his own comments, require each employee to sign and date the evaluation.  This will discourage employee attempts to dispute the evaluation down the road.
8. Keep a regular review schedule.  Like any other inconsistency in employment actions, failure to provide timely reviews can become the basis for an EEO charge or other frivolous lawsuit.
9. Provide for appeals on grievances.  Give employees the right to appeal performance reviews to a higher level supervisor.  In addition to being a goodwill gesture, this process will also undermine the case of any employee who later attacks the evaluation in an EEO or wrongful discharge claim.

Make it Easier on Yourself

Remember, our temporary employment services save you the risks, time and hassles associated with performance reviews.  Contact us today to learn more.

It’s 2010 – time to flip the calendar, wipe the slate clean, and take a look ahead.  

To help you start off the new decade right, here is a summary of some of the biggest issues likely to impact the food and beverage industry this year:

1. Increased Regulations.  The food safety bill means increased inspections of domestic food facililties and greater oversight of imports.  The proposed legislation will give the FDA enhanced authority to oversee the safety of our nation’s food supply.
2. Labeling Changes.  To ensure consumers are not confused or misled by symbols used in front-of-package and shelf labeling, the FDA is drafting new legislation for simpler labeling.  The proposed changes would require food companies to use new, consistent labels clearly defining nutritional criteria.
3. Advertising Scrutiny.  The Federal Trade Commission is scrutinizing the claims made by cereal and other food and beverage products marketed to children.  This issue continues to gain momentum as the Democrat-controlled Congress becomes more involved and Internet-connected moms speak out.
4. Consumer Skepticism.  According to a new IBM survey, less than 20% of consumers trust food companies to develop and sell safe and healthy food products.  Sixty percent question the safety of the food they purchase, and nearly half have changed shopping behavior to access fresher or better quality foods.
5. Waging War on Obesity.  Trust for America’s Health and the Robert Wood Johnson Foundation released a report identifying several recommendations to make preventing and reducing obesity a central component of health reform.  The report called for a “National Strategy to Combat Obesity,” which would define government’s role, and promote collaboration among businesses, communities, schools, and families. 

   To that end, the Healthy Weight Commitment Foundation has committed to a national, multi-year effort to help reduce obesity by 2015.  The plan will promote “energy balance” (calories consumed equalling calories expended).  For the food and beverage industry, supporting this initiative translates into product reformulation and innovation, providing smaller portions, redesigning packaging and labeling, placing calorie information on the front of products, consumer education, and in-store promotion.

6. Soda Tax.  Although a recent Yale School of Public Health study found that soda taxes have not made a difference in BMI over a 16-year period, California legislators are considering higher soda taxes as a way to curb obesity.  According to a UCLA study, adults who drink soda daily are 27% more likely to be obese.  But critics of the tax say that focusing on soft drinks will not solve the problem, citing the same UCLA study which also showed that half of adults who don’t drink soda are also overweight.

   Kelly Brownell, Director of the Rudd Center at Yale, compared the soda industry lanscape to the tobacco industry’s years ago, when governments began to increase cigarette taxes as a way to get people to quit smoking.

We’d Like to Hear From You

What are the most important issues or trends likely to affect your business in 2010?  We’d like to know.  You may leave your comment below, or contact us directly on our website.

To read the full food and beverage industry trends article by Diane Toops, visit FoodProcessing.com.

Question:  What’s the one thing you can do to motivate employees, build camaraderie, and strengthen leadership – all while helping your staff understand company goals and vision?

Answer:  Hold a team-building event.  It’s a great way to boost the morale and spirit of any group.  And (despite the collective groan I can hear echoing through cyberspace) they CAN be fun.  Just follow these seven simple steps to make sure that your event is a success and not a flop:

1. Get out of the office.  If each day looks pretty much the same for your employees, shake things up a bit.  Conduct your event off-site.  A change of scenery will refresh, recharge, and reenergize your staff (and minimize distractions).
2. Generate excitement before the event.  Encourage full buy-in by using internal communication to get everyone interested.  Use e-mails, memos, your website, bulletin boards, etc. to arouse curiosity and generate enthusiasm.
3. Mix it up.  To stimulate interest and involvement throughout the day, divide your program into several sessions including work, play, and socializing.  End the day with a mealtime activity, awards ceremony, or happy hour.  Remember to include activities that are fun and relaxing, as well as frequent breaks, so your staff can recharge.
4. Get up and move around.  Games and outdoor challenges are an excellent way to encourage team cohesiveness.  They will allow your team to burn off some energy while building trust and respect among members.  Try a ropes course, a hike, or other trust-building games.
5. Record your memories.  To make a lasting impression and extend the program’s impact, document your day.  Hire a photographer, make a video, or take pictures yourself.  After the event, hand out pictures or highlight the event in your company newsletter or on your website.
6. Allow time to process and reflect.  Throughout the day, discuss new learning and how it applies to specific jobs as well as the company.  Games and activities will be of better use if you allow your team to reflect on the purpose and meaning behind each.
7. Solicit feedback.  At the end of the day, ask participants to complete a simple survey.  It’s a great way to find out what employees liked (and didn’t like) and garner recommendations for the next event.

Let Us Help You Build a Better Team

At Kinsa, we have the resources and recruiting services to make your team even stronger.  Contact us today to learn more.

An industry leading, cutting-edge, multi-plant Wisconsin Food manufacturer is currently seeking a Director of Sales.  This employer has an excellent industry reputation and is growing rapidly.  The position is newly created and is designed to take this company to the next level!

Job Responsibilities

Drive growth in frozen food private label segment.  Develop and execute on strategic sales and marketing plans, and key customer business plans.  Manage customer profitability and new product development activities.

Job Requirements:

Bachelor’s Degree with a minimum of five years or more sales experience in the private label retail frozen food industry, as well as direct experience selling to top national retailers.

Compensation:

Salary range is $110,000 – 150,000.  Attractive benefits and relocation package.

Apply for the Director of Sales job here.  Or search for other Food and Beverage industry positions here.

Ever notice how certain people always seem to have great jobs?  You know - the ones who are always working on a consistent basis, even in shaky industries and during uncertain times.  So, what are their secrets to success?

According to Deborah Brown-Volkman, President of Surpass Your Dreams, Inc., these people make their own luck.  Rather than being reactive, and waiting for things to happen, they take a proactive approach to their careers.  And rather than blaming others for mistakes or missteps in their careers, these individuals are passionate about new possibilities.  They are excited about what they do and what they can contribute every day.  Their enthusiasm is infectious, making their superiors committed to keeping them around as team members.

Here are a few practical tips to help you “make your own luck” – and ensure you always have  a job:

1. Tell yourself that you will always be employed.  What you say matters.  Your words have power, meaning, and intention.  If you tell yourself that you are marketable and confident that you will always be working, your words can make this true.
2. Anticipate trends in your industry.  If your job is being eliminated or outsourced, you need to know about it before HR sits you down to let you go.  Research what’s going on in your industry.  Know what’s happening and what the experts say will happen.  Look for trends and train yourself in these areas.  Having the right skills at the right time ensures that, no matter what is happening around you, you will be needed and employable.
3. Keep your resume up-to-date.  Your resume is an invaluable selling tool that showcases your skills and abilities to the world.  So even if you’re not looking for work, keep your resume current to keep track of contributions and accomplishments you may otherwise easily forget.  When you eventually do need it, your resume will be up-to-date and ready to work for you.
4. Create a 30-second introduction.  You never know when a new career opportunity may present itself.  So, create a good first impression with anyone you meet in business by developing a concise introduction with clear details.  Include the following information: your name; type of position you seek specifically; your skills and strengths; your background and accomplishments.
5. Network regularly.  If you start networking only when you need something, you’ll have a lot of catching up to do.  So make networking a part of every day.  Don’t limit yourself to conferences, job expos, or meet-and-greets – networking opportunities are everywhere, even within your own company.  Keep in regular touch with your key contacts, even if only via e-mail, so that you will not feel like you’re “bothering” someone whe it’s time to reach out and ask for help.
6. Always be on the lookout for new opportunities.  Read trade publications.  Read memos from departments outside your own.  Think about what more you could be doing, or how you could be doing things better.  Get your creative juices flowing, and think positively.  Rather than telling yourself that “it cannot happen,” believe that what you want is possible and within your reach.  Then, make it happen.

Of course, registering with Kinsa Group can help ensure you always have a job.  Working with top employers nationwide, we specialize in matching talented professionals with rewarding career opportunities in the food and beverage industry.  Contact us today to find out more.

About Deborah Brown-Volkman

Deborah Brown-Volkman is the President of Surpass Your Dreams, Inc., a successful career and mentor coaching company that has been delivering a message of motivation, success, and personal fulfillment since 1998.  Deborah Brown-Volkman can be reached at www.surpassyourdreams.com, or www.career-escape-program.com.

At Kinsa Group, we realize how critical it is for you to stay on top of the latest trends, newest products, and most recent scientific innovations affecting the food and beverage industry. 

To make it easier for you to learn about relevant industry events, here are a few links to comprehensive 2010 calendars:

1. Meatingplace.com’s 2010 Industry Calendar provides links to dozens of food industry-specific conferences, expos, training workshops and forums.  Accessing this calendar requires signing up for free membership to meatingplace.com.
2. BNP Media has several comprehensive calendars of events that include links to global trade shows, summits and expos for the food, beverage, and packaging industries:

            Master Calendar of Events

            Snackfood & Wholesale Bakery Calendar of Events

            Beverage Industry Calendar of Events

            Food & Beverage Packaging Calendar of Events

 Share Your Thoughts

What events is your organization planning to attend in 2010?  Which expos, conferences, or forums do you recommend, and why?  We’d like to know.  Please leave your comments below, or contact us directly.

Just as you’d prepare a list of questions to interview a job applicant, you should also take the time to interview a potential recruitment firm.  When selecting a partner, the American Staffing Association recommends that you consider several factors.  The following list will help you choose the search firm for your needs:

1. Reliability.  Is the company well-established with a good reputation in the industries they serve?
2. Recruiting.  Is the recruiting program aggressive?  What kind of database does the firm maintain?
3. Testing.  What are the company’s testing and evaluation requirements?
4. Specialization.  Does the firm specialize in recruiting the types of talent your organization needs?
5. Professional Staff.  How experienced are the company’s staff members?
6. Knowledge of Your Needs.  When you talk with the staff, do you feel confident that they truly understand your requirements?
7. Prompt Service.  How quickly can they fill your needs?
8. Quality Control.  What type of quality control procedures are in place?  Does the search firm check back after your opening has been filled?
9. Flexibility.  Do they provide a range of recruitment service options to meet your search needs?
10. Guarantees.  Does the company offer any type of guarantee?  What happens if you are dissatisfied?

Now it’s our turn to ask you a question:  What is the most important factor you consider when selecting a recruitment firm?  You may leave your comment below, or contact us via e-mail.  The more we at Kinsa know about your needs, the better equipped we’ll be to meet them.

What business isn’t looking to control expenses? Staffing firms offer many effective solutions for reducing overhead, managing operating costs and improving organizational performance. Used effectively, staffing services can save you more than they cost.

Here are some key ways you can use staffing to reduce costs in your organization:

Convert fixed expenses to variable.
Develop a plan to staff your business strategically. Minimize the number of permanent employees on your staff to the level needed to sustain your core volume of work. Proactively plan to bring in extra help when it’s needed.

Bring in expertise on an as-needed basis.
Temporaries can deliver the experience and skills you need without impacting fixed expenses. As an added benefit, temporary “experts” are often less expensive than consultants.

Lower benefits costs.
Limit benefits expense by using temporary employees. Most temporary employees receive only limited benefits which are paid by the temporary staffing service. Companies with extensive benefits programs may not want to offer full benefits to all employees. Using a temporary staffing, payrolling or employee leasing service may make it possible to offer more limited and cost effective benefits programs to these employees.

Eliminate overtime.
Use temporary employees to reduce the amount of overtime worked by your permanent staff.

Reduce training costs.
Reduce training costs and learning curves by bringing in temporary employees who are trained and have experience using the skills you need.

Streamline recruiting.
Use a permanent placement service to eliminate the costs and time involvement associated with advertising, screening resumes, interviewing, testing and reference checking applicants.
 
Lower payroll expenses.
Administration Eliminate the costs associated with processing and administering your company’s payroll and benefits by using a payroll or employee leasing service.

Reduce unemployment claims.
Using a temporary in place of a short-term employee prevents an unemployment claim from affecting the client company.  Legally, payrolled or leased employees work for the company providing the payrolling or employee leasing service. All claims affect the staffing service’s unemployment rating, not yours.

Eliminate operating inefficiencies.
Inefficient functions can be outsourced to services that can perform the work more effectively. The outsourcing service should be able to reduce expenses and improve performance while allowing your company to focus on its core competencies.

Develop a Strategic Staffing Plan for Your Organization
At Kinsa Group, we are specialized recruiters for the Food and Beverage Industry. We help clients evaluate their current workforce and develop a strategic staffing model to help lower overall employment costs and access the skilled talent they need.  Discover more about Kinsa’s staffing and recruiting solutions.