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Beyond Resumes: Why Purpose Alignment Drives Hiring Success
Debbie Morrison • May 21, 2023

In today's rapidly evolving business landscape, purpose has emerged as a powerful driving force behind successful organisations. It is no longer enough for leaders to possess technical expertise and industry experience; hiring candidates who share your company's purpose and vision has become a critical factor in driving business performance. This blog explores the reasons why purpose has become a focal point in the hiring process, the impact of purpose-driven leaders on business performance, and the combined power of diverse experience, soft skills, and shared purpose in building high-performing teams.



Why has purpose become such a focal point in the hiring process?

Today's workforce seeks meaning and fulfilment in their professional lives. A sense of purpose serves as a powerful motivator, driving individuals to go above and beyond and fostering a deep sense of commitment to their organisation's mission. This shift in employee expectations has forced businesses to prioritise purpose in the hiring process.


Candidates who align with your company's purpose are more likely to be engaged, motivated, and committed to the organisation's goals. They bring a genuine passion for the work they do, which translates into higher levels of job satisfaction and productivity. According to a study conducted by
Deloitte, 73% of employees who say they work for a purpose-driven organisation are engaged, compared to just 23% of those who don't feel a sense of purpose.

Of course, simply hiring staff aligned with your company’s purpose isn’t enough. The leadership team must fully embody the organisation's mission, leading from the front in demonstrating their commitment to the cause through their decisions, actions and culture.



How do leaders who share your company's purpose impact business performance?

Purpose-driven leaders have a profound impact on business performance and overall organisational success. When leaders embody the company's purpose, they inspire and motivate their teams to reach higher levels of achievement. Their passion is contagious, creating a culture of commitment and excellence.


Furthermore, purpose-driven leaders excel at attracting and retaining high-performing talent. In a highly competitive job market, candidates are increasingly seeking out organisations that align with their values and purpose. A strong purpose can act as a powerful magnet, attracting like-minded individuals who are driven by a shared mission. This not only enhances the quality of the talent pool but also increases employee retention rates. A survey by
LinkedIn found that 71% of professionals would be willing to take a pay cut to work for a company with a mission they believe in.


Additionally, purpose-driven leaders foster a customer-centric mindset within their organisations. By connecting the company's purpose with the needs and aspirations of customers, they create products and services that resonate deeply with the target audience. This alignment results in stronger customer loyalty, higher satisfaction levels, and increased market share. In fact, a study by
Ernst & Young revealed that purpose-driven companies outperform their peers in the stock market by a factor of 10 over a 15-year period.


Why is a combination of diverse experience, soft skills, and shared purpose more powerful?

While hard skills and industry experience are undoubtedly important, they are no longer sufficient on their own. The complex challenges faced by businesses today require leaders who can adapt, innovate, and collaborate effectively. A combination of diverse experience, soft skills, and shared purpose is what sets leaders apart and drives extraordinary results.


Diverse experience brings a fresh perspective to problem-solving. Leaders with varied backgrounds and experiences are more likely to think creatively, challenge assumptions, and identify unique opportunities for growth. This diversity of thought leads to greater innovation and adaptability, enabling organisations to thrive in a rapidly changing environment.


Soft skills, such as emotional intelligence, communication, and collaboration, are critical in building strong relationships, motivating teams, and driving effective decision-making. Leaders who possess these skills can navigate complex interpersonal dynamics, inspire trust and respect, and foster a culture of collaboration and high performance.


When combined with a shared purpose, diverse experience and soft skills take on even greater significance. When leaders and team members share a common purpose, it creates a sense of unity and cohesion that fuels collaboration and drives everyone towards a common goal. This shared purpose acts as a guiding force, aligning individual efforts and fostering a sense of belonging and collective responsibility.


Consider the example of Patagonia, a renowned outdoor clothing and gear company. Their purpose stated as "Build the best product, cause no unnecessary harm, use business to inspire and implement solutions to the environmental crisis," attracts individuals who are passionate about sustainability and environmental conservation. By hiring leaders who share this purpose, Patagonia has built a team of like-minded individuals dedicated to their mission. This shared purpose not only strengthens the company's culture but also drives innovation in sustainable practices, leading to remarkable business success.


Furthermore, a combination of diverse experience, soft skills, and shared purpose enables leaders to navigate complex and uncertain times with resilience and agility. The ability to adapt to changing market dynamics, embrace new technologies, and effectively lead diverse teams has become paramount in today's business landscape. Leaders who possess a deep sense of purpose and a diverse set of skills are better equipped to face these challenges head-on, make informed decisions, and guide their organisations towards sustainable growth.


It's important to note that this upholds the importance of hard skills and industry experience. These attributes still hold value and provide a foundation of expertise. However, in an era of disruption and rapid innovation, organisations must prioritise purpose-driven leaders who can leverage their diverse experiences and soft skills to navigate uncertainty, drive innovation, and create sustainable competitive advantages.


Purpose rightfully needs to be a focal point in the hiring process.

Leaders who share your company's purpose and vision have a significant impact on business performance, inspiring and motivating teams, attracting top talent, and fostering a customer-centric mindset. When combined with diverse experience and soft skills, shared purpose becomes even more powerful, driving innovation, collaboration, and adaptability. As organisations strive to thrive in an ever-changing business landscape, purpose-driven leaders are the catalysts for success. By prioritising purpose in the hiring process, businesses can build high-performing teams that are capable of achieving extraordinary results.


At ELR Executive we have over 20 years of experience helping FMCG and Food and Beverage organisations identify and attract the right talent to help achieve better business outcomes. If you'd like to learn more about how we can help you help build purpose into your candidate screening and interview process, speak to us today.

By John Elliott March 24, 2025
Emotional intelligence is one of the most valued traits in executive leadership today.  It’s also one of the most misunderstood. In interviews, every candidate knows how to speak about empathy, collaboration, and “bringing people on the journey.” But when does that emotional intelligence start to look more like emotional avoidance? If you’re hiring into a senior role in consumer goods or food and beverage manufacturing, this distinction matters. Hiring someone who avoids hard conversations risks building a culture that performs around problems, not through them. The leaders delivering the best outcomes in 2025 understand how to build trust and rapport — without dodging the accountability that comes with real leadership. Emotional Intelligence: What It Gets Right In complex, fast-paced industries like FMCG and food production, leaders need more than technical expertise. They must influence, de-escalate tension, manage change, and build alignment across functions. That’s where emotional intelligence shines. High-EQ leaders are more likely to: Retain talent through strong, trust-based relationships Remain composed in high-stakes environments Reduce conflict through proactive, clear communication Drive psychological safety while still pushing for results The research backs this up. According to a 2024 EHL Insights report , emotionally intelligent leaders improve employee satisfaction, engagement, and collaboration — all essential in manufacturing settings where coordination between departments is critical. But there’s a fine line between emotional intelligence and emotional overcorrection. When Emotional Intelligence Becomes Emotional Avoidance The risk is subtle: leaders who over-index on empathy may begin to avoid the discomfort of conflict altogether. That looks like: Letting underperformance linger to “keep the peace” Over-relying on collaboration instead of making firm decisions Avoiding direct feedback Prioritising harmony at the expense of clarity A 2024 Forbes article described how emotionally avoidant leaders — despite good intentions — often undermine the very culture they’re trying to protect. Accountability erodes, decisions slow down, and high performers become disengaged. We’ve seen this play out in executive search mandates across the sector. On paper, a candidate may appear ideal: emotionally intelligent, highly personable, well-liked. But dig deeper, and a pattern emerges — reluctance to address performance issues, vague language around past team challenges, and a track record of avoiding direct confrontation. That’s not emotional intelligence. That’s fear, dressed as empathy. Emotional Intelligence Is a Must — But It’s Not the Full Picture More organisations are making emotional intelligence a key leadership trait in hiring — and for good reason. In high-change environments, emotionally intelligent leaders: Build trust across teams quickly Navigate transformation without losing people along the way Stay composed under pressure Handle interpersonal complexity with clarity But some of the most costly mis-hires we see come from leaders who present as highly empathetic, but struggle to lead through tension. Not because they lack EQ — but because they confuse it with keeping everyone comfortable. The difference? The leaders delivering the best outcomes in 2024 and 2025 are doing both: Holding people accountable while building engagement Delivering hard feedback without defensiveness Balancing calm with courage These are the leaders who retain high performers, protect standards, and still earn trust across the business. Hiring Outcomes Are Better When EQ Is Tested in Context The most effective hiring processes we’re seeing in the market today aren’t just asking, “Is this leader emotionally intelligent?” They’re asking: Can this person hold accountability and empathy at the same time? Have they delivered under pressure without letting performance slide? Do they create safe cultures that are also high-performing? The difference in outcomes is clear: More resilient leadership teams Better cultural fit Fewer surprises post-placement What to Look for in Executive Interviews Hiring emotionally intelligent leaders isn’t just about what they say — it’s about how they’ve acted in real moments of challenge. The most effective hiring panels are getting beyond rehearsed narratives by asking sharper questions: To probe real emotional intelligence: “Tell me about a time you had to lead a team through a change that wasn’t popular.” “How do you approach a conversation when someone on your team is underperforming?” “Describe a time you disagreed with your CEO or board. What did you do?” Watch for signals: Are they clear and specific, or vague and diplomatic? Do they show respect and resolve? Do they accept responsibility, or redirect it elsewhere? In reference checks, ask: “How did they manage pressure or uncertainty?” “Were they able to deliver difficult feedback directly?” “Did they avoid difficult decisions in the name of team cohesion?” When emotional intelligence is genuine, it shows up in results — not just relationships. Why This Matters Now Organisations in the consumer goods and food manufacturing sectors are undergoing constant disruption — from digitisation to regulatory shifts to cost pressures. In this environment, leadership soft skills aren’t optional. But it’s not enough to hire likeable leaders. The ones delivering real impact are those who bring empathy and edge. They’re able to sit with discomfort, hold the mirror up, and still bring people with them. That’s what true emotional intelligence looks like in 2025. So when you’re hiring your next senior leader, don’t just ask if they care. Ask if they can care and confront — with courage, with clarity, and with conviction. Because your culture doesn’t need more harmony. It needs more truth.
By John Elliott March 18, 2025
AI is Changing Business—So Must Its Leaders
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