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

Stressed out?  Anxious?  Jet-lagged?

For years consumers sought drinks laden with ingredients like caffeine, taurine, electrolytes and herbs to give them the extra energy boost they craved.  But lately, manufacturers have introduced several non-alcoholic concoctions that promise just the opposite – they help you unwind.

Today, it seems it’s not enough for a drink to simply quench your thirst.  Manufacturers are responding to consumers’ demands for beverages that take them to new extremes.  Red Bull was one of the first drinks to gain notoriety for extreme energy.  Now a host of relaxation drinks, with names like Mary Jane’s, Dream Water and Lazy Cakes, are pushing the limits at the opposite end of the energy spectrum.

But do relaxation drinks deliver on their claims, and more importantly, are they safe?

Several recent articles, including one posted on CNN.com, focus on rising concerns about new (and sometimes untested) anti-energy drinks.  Sold on college campuses and in grocery and convenience stores, this breed of beverage is being marketed to younger adults, soccer moms and busy professionals.

According to the CNN.com article, Ronald Peters, associate professor at the University of Texas Health Science Center at Houston, likens anti-energy drinks to street drug concoctions (laced with codeine cough syrup) urban youths have been mixing up on their own for years.  In the article, Peters called the marketing of commercialized anti-energy drinks “one of the worst things I’ve ever seen with corporate immorality.”

On the other side of the coin, Tim Barham, president of Frontier Beverage, said Unwind (his company’s anti-energy drink) is not “associated in the same realm at all” with the cough syrup mixtures.  He and other beverage makers say that their products are safe and that they are a positive alternative to drugs and alcohol.

So what’s in these drinks?  Manufacturers help consumers chill out with a variety of ingredients, including:

• passion flower
• kava
• valerian root
• melatonin
• rose hips
• GABA

An NPR.com article states that research on most of the herbal supplements going into relaxation drinks is spotty and inconclusive.  Herbs can’t be patented and the FDA doesn’t require companies to standardize ingredients or even back-up their claims with research, so there is ultimately no financial or legal incentive for manufacturers to scientifically test their products.

According to New York-based food and drug attorney Marc Ullman, “The relaxation product category is a category that’s looking for trouble.”  He recently told FoodNavigator-USA.com that relaxation beverage makers may face particular problems in light of the FDA’s draft guidance on distinguishing dietary supplements from beverages.

As consumer demand skyrockets and manufacturers continue to blur the distinction between drinks and supplements, we’re likely to hear much more on the topic.  What’s your take?  Please leave your comments below.

Kinsa Group – Your Food & Beverage Industry Recruiter

For over 25 years, The Kinsa Group has delivered the high performing food & beverage industry professionals your company needs to compete in today’s competitive and rapidly changing marketplace.  Simply put, food and beverage recruiting and assessment is all we do.  Contact us today to learn more.

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.

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 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.

What’s the number one health crisis confronting our country?

Despite what you may think, it’s not cancer, heart disease or high blood pressure.  It’s obesity.  According to an announcement accompanying the official 2010 Dietary Guidelines:

“More than one-third of children
and more than two-thirds of adults in the U.S.
are overweight or obese.”

These sobering statistics have made the obesity epidemic a prime target of the USDA and the Department of Health and Human Services’ Dietary Guidelines Advisory Committee.  This year’s guidelines, presented as a six chapter document released January 31, tackles obesity head-on with the following recommendations:

• Enjoying food, but eating less (i.e., avoiding over-sized portions);
• Balancing calories to manage weight;
• Balancing calorie intake with exercise;
• Eating more and a wider variety of fruits and vegetables, especially beans, peas and dark green, red and orange vegetables;
• Consuming more whole grains and low-fat or fat-free milk;
• Drinking water instead of sugary drinks;
• Eating a wider variety of seafood and other lean proteins;
• Substituting liquid oil for solid fats, when possible;
• Building healthy eating patterns to stay within calorie limits, meet nutrient needs and reduce chronic disease risk;
• Reducing daily sodium intake to less than 2,300 mg for most healthy people, and to 1,500 mg for those in higher risk categories.

To view or download the full 2010 Dietary Guidelines Policy Document, follow this link.

According to Agriculture Secretary Tom Vilsack, “The 2010 Dietary Guidelines are being released at a time when the majority of adults and one in three children is overweight or obese, and this is a crisis that we can no longer ignore.”  Many food & beverage processors agree and have already begun reformulation projects in response to the Report.

The Food & Beverage Processing Industry – Part of the Obesity Solution

Moving forward, the USDA and HHS Dietary Guidelines will challenge food and beverage processors to improve the “overall food environment,” by supporting Americans’ efforts to meet the key recommendations of the Report.  To help solve the obesity epidemic, food and beverage organizations can work with federal, state and local governments to ensure that all Americans have access to the recommended nutrient-dense diet by:

• Increasing nutrition education programs;
• Improving access to affordable fresh produce and food;
• Developing safe, effective and sustainable practices to expand aquaculture to increase the availability of seafood;
• Offering health-promoting foods that are low in sodium, solid fat, added sugars and refined grains;
• Adopting sound policies and responsible practices to prevent foodborne illnesses.

Kinsa Group – Your Food & Beverage Industry Recruiter

For over 25 years, The Kinsa Group has delivered the high performing food & beverage industry professionals your company needs to compete in today’s rapidly changing marketplace.  Simply put, food and beverage recruiting and assessment is all we do.  Contact us today to learn more.

Technology vs. the human touch.

When it comes to your food & beverage job search, which is better?  Job board technology is certainly efficient.  With a few clicks you easily can apply for several jobs in under an hour – all from the comfort of your own home.

But that same efficiency can work against you.  Jobs that are available to you are also available to literally anyone else with an internet connection.  When you submit your résumé, you may be one of dozens, hundreds or even thousands of applicants.  As the number of job posting applicants increases, so does the chance of your résumé being completely ignored.  How efficient is that?

Job boards do serve a purpose in connecting job seekers to employers.  But if you’re serious about your food & beverage career, here are several reasons why experienced, professional recruiters beat job boards – hands down:

Reach the hiring authority – 100% of the time. A good recruiter has the ear of prospective employers and will proactively market you directly to key hiring decision makers.  Recruiters keep your best career interests in mind and ensure your skills, experience and personal brand are presented in the best light possible to potential employers.

Access the “hidden” job market. Many food & beverage employers know that they have greater hiring success when working with a recruiter.  These companies rely on search professionals to handle the time-consuming legwork associated with finding the best candidates and skip the job board route altogether.

Get inside information on employers and their hiring practices. If you are interested in a particular employer, a recruiter can use his knowledge of an employer’s hiring processes (including interviewers’ personalities and interviewing styles) to help you successfully navigate obstacles.  Likewise, he can provide valuable insight on a company’s corporate culture, helping you more accurately evaluate career opportunities.

Maintain job search control. A top performer who plasters his résumé all over every job board may suffer unintended (and unwanted) consequences.  Unethical staffing services may find your résumé on a job board and submit it without your approval or begin hounding you with phone calls.  With a good recruiter on your side, you can maintain control over your résumé and work with a single point of contact.

Manage job search anxiety. For many, finding a new position is extremely stressful.  Recruiters are experts at the process and can help guide you through the nerve-wracking process of interviewing.  By working with a recruiter you also enjoy peace of mind, knowing that you have someone else on your job search team.

Get a personal advocate and partner in your job search. In most cases (retained searches being an exception), recruiters aren’t compensated unless they actually place candidates.  Unlike a job board, we have a vested interest in ensuring the success of your job search.

Protect your privacy. If you think your current employer won’t find out you’re actively seeking another job, think again.  Many employers set up automatic search agents on major job boards which notify them if their employees are preparing to make a move.  When you work with a recruiter, you can rest assured that you will be represented anonymously, and that your job search will remain confidential.

Access contract opportunities. If you are out of work and open to contract work, recruiters can place you in project-based opportunities that get your foot in the door and may even lead to direct employment.

The Kinsa Group – The Human Touch in Food & Beverage Recruiting

Technology is an important component in your job search, but nothing replaces the human touch.  To us, you’re more than just a résumé or an application.  You’re a critical component of our success.

We listen and take a real interest in matching you with an opportunity that suits your unique skills, needs and interests.  Contact a Kinsa recruiter today to learn more about executive and management career opportunities in the food & beverage industry.