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Talent Acquisition: Internal Strategies vs. Executive Search Partnerships in Australia's Beverage Industry
Debbie Morrison • March 18, 2024

The beverage industry in Australia is experiencing a renaissance of sorts, propelled by shifts in consumer preferences toward health, sustainability, and innovation. As we navigate through 2024, the challenges of rapid market expansion and evolving consumer expectations present a unique set of challenges for executive recruitment in this vibrant sector.


Addressing the Unique Hiring Challenges in Australia's Beverage Industry

Navigating Growth and Innovation

The International Food Information Council (IFIC) forecasts that 2024 will spotlight functional beverages, with a significant uptick in botanicals and products supporting emotional wellbeing. With 74% of Americans, and a similar trend observed in Australians, believing in the substantial impact of food and beverages on their mental and emotional wellbeing, the Australian beverage industry is at the forefront of integrating these insights into product innovation. 


Regulatory and Quality Assurance Expertise

With organic beverages becoming increasingly popular due to their health benefits and lack of synthetic additives, executives in this space must possess not just a cursory understanding of organic certification and regulatory compliance but a deep, actionable knowledge to ensure product quality and authenticity. For employers, especially small to mid-sized brands or start-ups, the imperative of attracting and enticing executives with this blend of expertise, particularly those from the market leaders is critical.


Health and Sustainability Focus

Beyond the necessity of innovative products that meet strict regulatory and quality controls, the consumer shift towards products that align with health consciousness and environmental sustainability is fast becoming a movement. Anticipating and meeting the demands of more health-focused and environmentally conscientious consumers requires leaders who not only understand but are passionate about driving forward these values in product development and company ethos.


Strategic Product Development and Market Demands

The demand for eco-friendly packaging and premium, diverse organic beverage offerings is shaping strategic product development within the industry. Executives must be able to navigate these demands, understanding the nuances of market trends and consumer expectations. Yet for brands seeking to appoint senior management and executive leadership, the talent pool of industry professionals anticipating and responding to these emerging consumer preferences by innovatively developing quality, healthy product lines that satisfy regulatory controls in a way that is sustainable and environmentally friendly is small. So how do beverage brands ensure their executive leadership teams are equipped to steer this rapidly changing terrain?


The Impact on Executive-Level Talent Attraction

The unique challenges presented by the beverage industry's focus on health, sustainability, and regulatory compliance impact the talent attraction process significantly. According to LinkedIn’s January 2024 Jobs on the Rise report, 76% of Australians are considering a new role, indicating a volatile employment market ripe with opportunities but also challenges in retaining and attracting executive-level talent. 


This volatility extends to the recruitment landscape for executive talent in Australia's beverage industry, making it more competitive and complex than ever, particularly in the wake of market stabilisation. With an overwhelming majority of Australians open to new opportunities, such market dynamics are not necessarily favourable for attracting the right talent so the imperative for beverage companies to differentiate themselves cannot be overstated. The allure of traditional compensation is also waning in favour of roles offering a synthesis of personal life values, purposeful work and inclusivity. In this context, executive search firms stand out as pivotal allies for businesses aiming to navigate the intricate demands of consumer preferences, digital innovation, regulatory compliance, and sustainability.


Internal Hiring vs. Engaging an Executive Search Firm

The Cost-Benefit Analysis of Each Approach

Given the complex landscape, businesses must conduct a thorough cost-benefit analysis when deciding between internal recruitment and engaging an executive search firm. While internal promotions can boost morale and reduce onboarding times, they may lack the specific skill sets required to navigate the industry's unique challenges. 


Executive search firms bring a bespoke approach to talent acquisition, which is particularly advantageous in the fast-evolving beverage industry. These firms excel in reaching passive candidates—high-calibre professionals who are not actively seeking new roles but could be the perfect fit for your organisation's strategic goals. The expertise and broad networks of these firms allow them to identify and attract talent that remains invisible to internal HR teams' conventional recruitment strategies.


Expertise, Resources, and Strategic Importance

Deciding whether to search internally or externally for executive talent depends largely on the organisation's existing resources, networks, and the strategic importance of the role. The current market condition, highlighted by a tight labour market with unemployment below 4% and high competition for skilled leaders, underscores the need for a strategic approach to executive-level recruitment.


The Case for Executive Search Firms in the Beverage Industry

Today's beverage market is characterised by a rapid shift towards functional beverages, botanicals, and products designed to enhance well-being. Meeting these nuanced consumer preferences requires leaders who not only understand market trends but can also anticipate and innovate ahead of them. Executive search firms specialise in identifying individuals with a proven track record of such foresight and innovation, going beyond traditional metrics to assess a candidate's potential to drive growth and adaptation in an ever-changing market landscape.


Specialist executive search firms benefit from deep market insights and extensive networks and can offer significant advantages, especially when looking for executive candidates with specific skills in regulatory compliance, sustainability practices, and innovation in the beverage industry. Executive search firms excel in finding candidates with these niche skills, offering businesses a strategic advantage. These firms can navigate the competitive landscape effectively, presenting a compelling narrative to potential candidates about your company's vision, values, and strategic objectives.


Driving Innovation: Best Practices from Industry Leaders

Innovative leaders in Australia's beverage industry are setting the pace, leveraging technology, and prioritising sustainability and health. But innovation isn’t just about new products. The digital transformation sweeping across industries presents both challenges and opportunities for the beverage sector. From leveraging AI for product development to harnessing data analytics for consumer insights, the need for digital literacy at the executive level has never been more critical. Executive search firms can pinpoint leaders with the necessary digital acumen, ensuring that your company not only stays competitive but also leads in the adoption of new technologies. The key to their success lies in a clear vision, strategic agility, and a commitment to fostering a culture that embraces change and innovation.


Rethinking Executive Search and Talent Acquisition

The executive search and talent acquisition process in Australia's beverage industry often requires a nuanced, strategic approach that aligns with the beverage sector's unique challenges and opportunities. By understanding the aspirations of executive candidates in 2024, focusing on work-life integration, purpose-driven roles, and the importance of technology and innovation, organisations can build a stronger, more resilient leadership team capable of navigating the complexities of the modern market.


As we look to the future, it's clear that the beverage industry in Australia will continue to evolve, driven by consumer demands for health, sustainability, and innovation. By carefully considering the approach to executive recruitment, whether through internal channels or by partnering with an executive search firm, businesses can ensure they are well-positioned to meet the challenges of today and seize the opportunities of tomorrow.


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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