Hiring for Diversity & Inclusion
Debbie Morrison • March 18, 2022

For many consumer goods companies, the impact of the pandemic forced them into simply surviving - priorities shifted to navigating supply chain issues, managing remote working and depleted workforces, panic-buying and safeguarding employees and customers. Understandably, long term goals issues such as diversity and inclusion dropped down the list of priorities, at least for the short term.


A report by McKinsey, analysed more than 1,000 large companies across 15 countries prior to the pandemic and found a divide in approach. Only a third of the companies had achieved “real gains in top-team diversity” in the past five years. The majority made little or no progress – some had even gone backwards.


Interestingly though, research by IGD in October involving interviews with senior HR staff across more than 30 major retailers, food service providers and medium to large-sized branded manufacturers found more than 80% claimed inclusion and diversity was still part of their senior leadership conversations. A quarter even said they had used the past year to start creating a formal strategy.


The events of the last few years have made clear that Diversity, Equity and Inclusion is no longer just a fluffy HR initiative, but a necessity. Employees and potential candidates aren’t just asking for it, they are leaving when an organisation’s culture doesn’t meet their expectations. Employees understand that no one has to be unhappy at work anymore.


Consumers and employees are looking for long-term impact, sustained efforts and meaningful contributions. The most successful leaders are brokering meaningful strategic partnerships and working to attract talent that supports their journey toward inclusion.

Furthermore, customers are looking for clues that companies are serious and committed to racial equity, or if these actions are simply empty PR stunts. 


Adobe’s Diversity in Advertising survey revealed 62% of Australian consumers are more likely to purchase products and services from brands with diverse advertisements. While 56 % of consumers surveyed said lack of diversity would impact their perception of a brand.

Whilst there is enough evidence that Diversity and Inclusion is not only a worthwhile societal imperative but also makes good practical business, knowing what to strive for is only half the battle. Few organisations are yet to implement practical strategies.


Much of this might be due to the fact that Diversity and Inclusion are about much more than gender, ethnicity, or sexual orientation. The ideal approach to Diversity and Inclusion aims to shape the constitution of an organisation; employees, representatives – to more accurately reflect the customer base and broader society. 


So how do organisations create a successful Diversity & Inclusion strategy?


Expand your talent pool

It stands to reason when organisations limit the talent pool from which they hire, not only do they stand a much lower chance of hiring the best people but they also limit their ability to cultivate a diverse and inclusive culture. Diversity and inclusion start with the position description and should form an intrinsic part of the advertising, communication (internal and external) and interview process.

 

Embrace new perspectives

The most successful companies are the ones that remain innovative in the face of rapid change. A diverse workforce – one where different perspectives, new ways of thinking about problems or challenges are celebrated and encouraged can provide organisations with a competitive edge.


The key to success here is flexibility. Diversity on its own is not enough for employees to express themselves. Employees must be empowered and encouraged to express themselves. By striving to be open and objective to the new perspectives and thinking that comes with having a diverse workforce, organisations can help foster a culture of inclusivity. 

Ensure customers and employees can identify with you

Today’s consumer wants to buy from companies they can identify with. The products they buy and the companies from which they purchase form an integral part of how they express their identity and plays a significant role in brand loyalty. As such, it’s important that organisations reflect the values of their customers through their attitudes and actions on cultural, social and environmental issues.


Diversity & Inclusion needs to be a priority of the c-suite

Whilst both a diverse workforce and the freedom of employees to express their ideas on defining company strategy, and empowering them to take action that drives organisations towards their goals is crucial, Diversity and inclusion must be a continuous priority for executives and board rooms for the benefits to be realised.


How ELR Can Help

At ELR Executive, we understand that Diversity and Inclusion is an essential aspect of any organisation that must be considered in every decision. most especially in the search for leadership. We work closely with our partners to help them create a culturally diverse and inclusive environment, opening the floor to a wider variety of voices and backgrounds by embedding diversity into the hiring process.


If you’re interested in understanding how we can help develop a talent pool of future leaders, you can arrange a confidential discussion with one of our experts today by clicking this link '
chat'.

By John Elliott June 26, 2025
You don’t hear about it on the nightly news. There’s no breaking story. No panic. No protests. Just rows of vegetables being pulled out of the ground with no plan to replant. Just farmers who no longer believe there’s a future for them here. Just quiet decisions — to sell, to walk away, to stop. And if you ask around the industry, they’ll tell you the same thing: It’s not just one bad season. It’s a slow death by a thousand margins. 1 in 3 growers are preparing to leaveIn September 2024, AUSVEG released a national sentiment report with a statistic that should have set off alarms in every capital city: 34% of Australian vegetable growers were considering exiting the industry in the next 12 months. Another one-third said they’d leave if offered a fair price for their farm. Source: AUSVEG Industry Sentiment Report 2024 (PDF) These aren’t abstract hypotheticals. These are real decisions, already in motion. For many, it’s not about profitability anymore, it’s about survival. This isn’t burnout. It’s entrapment. Behind the numbers are people whose entire identity is tied to a profession that no longer feeds them. Many are asset-rich but cash-poor. They own the land. But the land owns them back. Selling means walking away from decades of history. Staying means bleeding capital, month by month, in a system where working harder delivers less. Every year, input costs rise, fuel, fertiliser, compliance. But the farmgate price doesn’t move. Or worse, it drops. Retail World Magazine reports that even though national vegetable production increased 3% in 2023–24, the total farmgate value fell by $140 million. Growers produced more and earned less. That’s not a market. That’s a trap. What no one wants to say aloud The truth is this: many growers are only staying because they can’t leave. If you’re deep in debt, if your farm is tied to multi-generational ownership, if you’ve invested everything in equipment, infrastructure, or land access, walking away isn’t easy. It’s a last resort. So instead, you stay. You cut your hours. Delay maintenance. Avoid upgrades. Cancel the next round of planting. You wait for something to shift, interest rates, weather, prices and you pretend that waiting is strategy. According to the latest fruitnet.com survey, over 50% of vegetable growers say they’re financially worse off than a year ago. And nearly 40% expect conditions to deteriorate further. This isn’t about optimism or resilience. It’s about dignity and the quiet erosion of it. Supermarkets won’t save them, and they never planned to In the current model, supermarket pricing doesn’t reflect real-world farm economics. Retailers demand year-round consistency, aesthetic perfection, and lower prices. They don’t absorb rising input costs, they externalise them. They offer promotions funded not by their marketing budgets, but by the growers’ margins. Farmers take the risk. Retailers take the profit. And because the power imbalance is so deeply entrenched, there’s no real negotiation, just quiet coercion dressed up as "category planning." Let’s talk about what’s actually broken This isn’t just a market failure. It’s a policy failure. Australia’s horticulture system has been built on: Decades of deregulated wholesale markets Lack of collective bargaining power for growers Retailer consolidation that has created a virtual duopoly Export-focused incentives that bypass smaller domestic producers There’s no meaningful floor price for key produce lines. No national enforcement of fair dealing. No public database that links supermarket shelf price to farmgate return. Which means growers, like James, can be driven into loss-making supply contracts without ever seeing the true economics of their product downstream. But the real silence? It’s from consumers. Here’s what no one wants to admit: We say we care about “buying local.” We say we value the farmer’s role. We share those viral posts about strawberries going unsold or milk prices being unfair. And then we complain about a $4 lettuce. We opt for the cheapest bag of carrots. We walk past the "imperfect" produce bin. We frown at the cost of organic and click “Add to Cart” on whatever’s half price. We’re not just bystanders. We’re part of the equation. What happens when the growers go? At first, very little. Supermarkets will find substitutes. Importers will fill gaps. Large agribusinesses will expand into spaces vacated by smaller players. Prices will stay low, until they don’t. But over time, we’ll notice: Produce that travels further and lasts less. Fewer independent growers at farmer’s markets. Entire regions losing their growing identity. National food security becoming a campaign promise instead of a reality. And when the climate throws something serious at us, drought, flood, global supply shock, we’ll realise how little resilience we’ve preserved. So what do we do? We start by telling the truth. Australia is not food secure. Not if 1 in 3 growers are planning to exit. The market isn’t working. Not when prices rise at the shelf and fall at the farmgate. The solution isn’t scale. It’s fairness, visibility, and rebalancing power. That means: Mandating cost-reflective contracts between retailers and suppliers Enabling collective bargaining rights for growers Building transparent data systems linking production costs to consumer prices Introducing transition finance for smaller producers navigating reform and climate pressure And holding supermarkets publicly accountable for margin extraction But more than anything, it means recognising what we’re losing, before it's gone. Final word If you ate a vegetable today, it likely came from someone who’s considered giving up in the past year. Not because they don’t care. But because caring doesn’t pay. This isn’t about nostalgia. It’s about sovereignty, over what we eat, how we grow it, and who gets to stay in the system.  Because the next time you see rows of green stretching to the horizon, you might want to ask: How many of these fields are already planning their last harvest?
By John Elliott June 20, 2025
If you're leading an FMCG or food manufacturing business right now, you're probably still talking about growth. Your board might be chasing headcount approvals. Your marketing team’s pitching a new brand campaign. Your category team’s assuming spend will bounce. But your customer? They’ve already moved on. Quietly. Like they always do. The illusion of resilience FMCG has always felt protected, “essential” by nature. People still eat, wash, shop. It’s easy to assume downturns pass around us, not through us. But this isn’t 2020. Recessions in 2025 won’t look like lockdowns. They’ll look like volume drops that no promo can fix. Shrinking margins on products that no longer carry their premium. Quiet shelf deletions you weren’t warned about. The data’s already there. According to the Australian Bureau of Statistics, consumer spending is slowing in real terms , even as inflation eases. The Reserve Bank confirmed in May: household consumption remains subdued amid weak real income growth . And over 80% of Australians have cut back on discretionary food spending , according to Finder. They’re still shopping, just not like they used to. A managing director at a national food manufacturer told me recently: “We won a new product listing in April. By July, it was marked for deletion. The velocity wasn’t there, but neither was the shopper. We’d forecasted like 2022 never ended. Rookie mistake.” That one stuck with me. Because I’ve heard it before, just in different words.