News & Updates

Australia’s health, wellness, and supplements sector isn’t just growing. It’s exploding. From functional drinks to adaptogenic gummies, wellness brands have gone from niche to mainstream in record time. The industry is now worth over $5.6 billion, up from $4.7 billion in 2020 — a 19% growth in just three years. IBISWorld projects continued expansion with a CAGR of 5.3% through 2028. But behind the glossy packaging and influencer campaigns, something else is happening: the regulators have arrived. And most wellness brands? They’re underprepared. From Trend to Target The boom brought founders, fitness coaches, nutritionists, and marketing entrepreneurs into the supplement space. What many built was impressive. But what most forgot was how fast wellness moves from enthusiasm to enforcement. With more than 40 infringement notices and administrative sanctions in Q1 alone, the Therapeutic Goods Administration (TGA) strengthened enforcement of the Therapeutic Goods Advertising Code in early 2024. Prominent companies were named in public. Soon after, the ACCC revised its guidelines for influencer marketing disclosures and launched a campaign against the use of pseudoscientific terminology in product marketing. TGA head Professor Anthony Lawler noted in March 2024: “We’re seeing an unacceptably high level of non-compliance, particularly around unsubstantiated therapeutic claims.” In short: credibility is the new battleground. Why Sales-First Leadership is Failing Too many brands are still led by executives whose playbooks were built on community engagement, retail hustle, and Instagram fluency. That got them early traction. But it won’t keep them compliant — or protect them from an investor exodus when the lawsuits begin. The biggest risks now are not formulation errors. They’re: Claims breaches Compliance negligence Advertising missteps Unqualified health endorsements Reputational collapse through regulatory exposure And these aren’t theoretical. The TGA pulled 197 listed medicines from the market in 2023 alone — a 42% increase on the previous year — due to non-compliant claims or sponsor breaches. What the Next Wellness Leader Looks Like This is where many boards and founders face a difficult transition. The next generation of leadership in wellness isn’t defined by hustle. It’s defined by: Deep regulatory fluency Cross-functional commercial leadership (eComm, retail, pharma, FMCG) Reputation management under pressure Ability to scale with scrutiny, not just speed The leadership profiles now needed aren’t coming out of marketing agencies — they’re coming out of pharmaceuticals, healthtech, and functional food. They’ve sat on regulatory committees. They’ve built compliance-first commercial strategies. They understand how to win trust, not just impressions. Yes, this might feel like a shift away from the founder-led energy that made these brands exciting. But it’s not about slowing down. It’s about making sure you’re still standing when the music stops. Where the Gaps Are The underlying problem isn’t just non-compliance. It's immaturity in structural leadership. The majority of wellness brands haven't developed: An accountable governance structure; a scalable compliance architecture; a risk-aware marketing culture; and any significant succession planning beyond the founder. In fact, a 2023 survey by Complementary Medicines Australia found that only 22% of wellness businesses had dedicated compliance leadership at executive level, and just 14% had formal succession plans in place. This isn’t sustainable — not at scale, and certainly not under scrutiny. Final Thought The wellness boom isn’t over. But the rules have changed. Rapid growth is no longer enough. The brands that win from here will be those with: A compliance culture baked in Leadership teams built for complexity A board that sees regulation not as a barrier, but a brand advantage Those who don’t? They could be one audit away from crisis.

Australia’s meat sector is facing a leadership vacuum. Explore the hidden crisis behind staffing, succession, and ESG risk in food manufacturing.

Comfort has become the silent killer of executive performance. In an era defined by disruption, volatility, and shrinking margins, too many leadership teams are still optimising for control, not adaptability. They talk about transformation, but build cultures of stability. They prize clarity, yet avoid the ambiguity where real growth lives. The problem isn’t capability. It’s discomfort intolerance. The solution? Start hiring and promoting leaders who deliberately seek discomfort—not just those who can tolerate it when it arrives. Growth Mindset Isn’t Enough Anymore You’ve heard the term "growth mindset" countless times. It’s become a leadership cliché. But it’s not wrong—it’s just incomplete. A growth mindset says, "I believe I can learn." Discomfort-driven leadership says, "I will actively seek out the hardest experiences because that’s where I’ll grow fastest." The distinction matters. Leaders with a growth mindset tend to thrive when external change forces them to adapt. But leaders who embrace discomfort create those conditions on purpose. They invite hard feedback. They question their own success. They take action before external pressure arrives. According to a 2023 study by Deloitte, only 22% of executives say their leadership team is “very prepared” for the future—despite record spending on transformation programmes (Deloitte Human Capital Trends, 2023). That gap exists because most teams are trained to manage change , not lead into uncertainty . Ask yourself: Are you hiring leaders who wait for disruption—or ones who walk towards it? Discomfort Is the Driver of Strategic Advantage Companies don’t fall behind because they make bad decisions. They fall behind because their leaders avoid the hard ones. In high-stakes industries like FMCG, where regulatory pressure, margin compression, and shifting consumer loyalty are accelerating, comfort is dangerous. It fosters: Short-termism Decision paralysis Lack of innovation Cultural stagnation McKinsey found that organisations with a strong tolerance for ambiguity—where leaders frequently challenge their own assumptions—are 2.4x more likely to be top-quartile performers on total shareholder returns (McKinsey & Company, 2022). In other words: embracing discomfort isn’t a trait—it’s a multiplier. Let’s take an example. When COVID hit, Lion Brewery—one of Australia's largest beer producers—was forced to rethink logistics and supply overnight. But smaller craft breweries who had already diversified through direct-to-consumer models adapted faster. Why? Their founders had already been operating in discomfort. They were trained for volatility. What Discomfort-Driven Leaders Actually Do Differently You can spot these leaders. They don’t always look like the most confident in the room—but they’re always the most effective in a storm. They: Seek feedback from critics, not fans Prioritise strategy over popularity Tackle underperformance head-on—even if it means conflict Ask hard questions that slow down groupthink Regularly step out of their functional lane to challenge assumptions They also act . Not rashly—but decisively. In a recent Australian Institute of Company Directors (AICD) survey, directors ranked “resilience and adaptability” as the #1 trait they now seek in new appointments—outranking experience for the first time (AICD, 2024). That’s not a trend. It’s a shift in what leadership now demands. The Real Cost of Hiring for Comfort Not hiring discomfort-driven leaders isn’t just a missed opportunity—it’s a risk. Here’s what it’s costing you: Strategic Drift: Without challenge, strategies become stale. Your team optimises yesterday’s model. Talent Exodus: Top performers disengage when they see leadership avoiding tough calls. Innovation Bottlenecks: Safe cultures don’t take smart risks. New ideas die in committee. Crisis Fragility: Leaders who haven’t been tested won’t perform when stakes are high. Bain & Company found that companies with decision-making cultures built around speed and tension—not consensus—were 95% more likely to deliver sustained value creation (Bain, 2023). Ask yourself: Is your executive team equipped for bold calls—or just built for calm waters? How to Identify Discomfort-Driven Leaders in Interviews Everyone talks a good game in interviews. But few have the scar tissue that comes from operating in real discomfort. The trick is to go beyond surface-level success stories. Here’s how: Ask Better Questions: “What’s the most uncomfortable decision you’ve made in the last 12 months—and how did it play out?” “Tell me about a time you got strong pushback from your team. What did you do?” “What’s a belief you held strongly that you’ve now abandoned?” “When have you chosen a path that was harder in the short term, but better long term?” Look for: Specificity (vagueness = theory, not lived experience) Self-awareness without self-promotion Signs of humility: they talk about learning, not just winning Evidence of risk-taking: role changes, cross-functional moves, or failed experiments Pro tip: Ask referees how the leader handles ambiguity. Not just performance. This will tell you more about how they lead under pressure. What to Do Now: Practical Actions for Executive Teams If you want to build a leadership culture of discomfort, you have to engineer it. It won’t happen organically in high-performing, risk-averse teams. Here’s how to start: Audit Your Current Team: When was the last time each leader took on something that scared them? Rethink Talent Criteria: Shift from stability and experience to adaptability and action under pressure. Redesign Development: Stretch your execs with ambiguous, cross-functional challenges—not just workshops. Model It at the Top: If the CEO isn’t embracing discomfort, no one else will. You don’t need to create chaos. You just need to stop insulating your leaders from discomfort—and start asking them to seek it. The Discomfort Dividend You can’t build a future-ready business with comfort-first leadership. The next generation of strategic advantage will come not from better processes or faster tech—but from bolder human decisions. From leaders who are willing to feel awkward, wrong, or out of their depth—because they know that’s where the value is. So next time you're hiring a leader, ask yourself: Are they looking for clarity—or ready to lead without it? Do they want the role—or are they ready for the risk that comes with it? Are they seeking comfort—or prepared to create discomfort for progress? Because in 2025, comfort is a luxury your business can’t afford .

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.

AI is Changing Business—So Must Its Leaders

Technology continues to be one of the biggest catalysts for change and growth. It stands to reason that Food and beverage manufacturers who fail to embrace technology risk falling behind. But here’s a question: How crucial is it for a CEO to truly understand technology and how it can transform business? Isn’t this the responsibility of the CIO? Yes. But I’m finding that technology isn’t just for the IT department anymore—CEOs and senior leaders must understand how AI, IoT, and automation can reshape everything from supply chains and customer experiences to sustainability and regulatory compliance. Perhaps it’s time to ask yourself: Do you have a CEO who just oversees operations, or one who sees tech as a strategic enabler for growth? Do they see AI, automation, and data as critical growth drivers? Do they have a history of using technology to improve operations and customer experiences? How comfortable are they relying on data and real-time analytics to make Data-Driven Decisions? Do they understand how technology decisions impact compliance and industry regulations? Do they work effectively across all departments to ensure alignment of technology with business goals? If the answer to these questions is no. It might be time to ask – Can a CEO still be effective without tech expertise? Or does a lack of it risk stalling innovation?  Contact us today for a confidential discussion on how ELR Executive can can deliver leaders that can drive your business forward.

ELR Executive breaks down the difference between contingency and retained recruitment and why retained recruitment is ultimately the wiser choice.

FMCG trends come and go with the blink of an eye, requiring leaders to go beyond traditional management practices. Todays’ FMCG executives are confronted with a new set of challenges from rapid technological advancements and shifting consumer preferences to an ever-increasing focus on sustainability. With the FMCG sector seeing growth, there is a greater emphasis on the unique leadership qualities that define success in this dynamic environment. We examine the critical leadership skills—adaptability, digital fluency, and sustainability-focused decision-making— essential for steering FMCG companies towards a prosperous future. Our goal is to provide future leaders with the insights to not only survive but thrive in the competitive FMCG industry by exploring essential qualities that will shape leadership in one of the world's most fast-paced sectors. Defining Leadership in the Modern FMCG Environment The FMCG’s leadership landscape has undergone a dramatic transformation, driven by two major forces: digital innovation and shifting global markets. How businesses operate and interact with consumers is shaping the way FMCG leaders are required to adapt, dememanding greater agility and foresight to deliver results in a highly competitive market. The Impact of Digital Innovation Digital innovation has fundamentally changed the playing field for FMCG companies. From how products are developed, marketed and sold. Digital technologies have introduced new opportunities and challenges. It’s expected that leaders in this sector are digitally fluent, not just familiar with digital tools and platforms but also adept at leveraging these resources to enhance business operations and consumer engagement. For instance, the ability to use of big data and analytics to make informed decisions quickly, predicting market trends and customer behaviours with greater accuracy is vital. The integration of e-commerce platforms, social media marketing, and digital supply chain solutions are alos crucial, demanding that FMCG leaders possess a comprehensive understanding of the digital ecosystem. Global Market Dynamics The FMCG industry is also subject to a rapidly evolving global market. An environment which includes economic shifts, diverse consumer preferences in different regions and international trade regulations. Successful leaders need to demonstrate a high level of flexibility to effectively navigate these challenges. The capacity to promptly modify business strategies in response to trends or shifts in consumer preferences is a crucial skill. This adaptability was notably demonstrated during the COVID 19 when FMCG executives had to adjust operations to meet evolving consumer demands, such as the increased need, for health and hygiene products. When hiring, these attributes are vital. Beyond these fundamnental skills teh most effective leaders also possess a number of traits that enable them to drive results in challenging markets. Key Traits of Successful Leaders, in the FMCG Industry Flexibility: In today's fast-paced FMCG landscape, leaders must be able to adjust and respond to various changes with assurance and agility. Whether its adapting to shifts in consumer trends supply chain disruptions or technological advancements flexibility enables leaders to navigate uncertainties while staying focused on long-term objectives. Digital Fluency: As digital innovation drives the FMCG sector forward leaders need to possess digital acumen. This includes proficiency in data analysis, artificial intelligence and online commerce, along with the ability to leverage tools that boost efficiency and enhance customer interaction. Sustainability-Focused Decision-Making: Given the rising emphasis on sustainability among consumers leaders should embed eco-socially responsible practices across their business activities. This entails making choices that not only promote progress but also have a positive impact on society and the planet. This blend of adaptability, digital fluency, and a commitment to sustainability forms the backbone of effective leadership in today's FMCG sector, ensuring that organisations not only survive but thrive in the face of continuous change. Identifying Core Leadership Qualities: Practical Tips for Boards and HR Teams Identifying and nurturing potential leaders who possess adaptability, digital fluency, and sustainability-focused decision-making is critical for FMCG companies aiming to thrive in a rapidly evolving marketplace. Boards and HR teams play a pivotal role in this process, from the initial identification of candidates to their final selection and ongoing development. With over two decades of specialist expertise in successful international search assignments, here’s how we believe employers and talent acquisition teams can effectively recognise and cultivate these essential leadership qualities throughout the hiring process. Defining Leadership Criteria Objective Setting: Start by clearly defining what each quality means within the context of your organisation. For adaptability, this might include resilience and the ability to manage change. Digital fluency could involve specific competencies in digital marketing, e-commerce, or data analytics. Sustainability-focused decision-making would look for a track record in implementing eco-friendly initiatives or CSR programs. Practical Action: Develop a competency framework that incorporates these qualities. Use it as a baseline to assess both current and potential leaders within and outside the organisation. Sourcing Executive Candidates Targeted Recruitment: Partner with specialised recruitment agencies that focus on FMCG sectors or roles that demand high adaptability and digital skills. Platforms like LinkedIn can also be valuable for reaching out to potential candidates with demonstrated interests or relevant backgrounds and involvement in sustainability initiatives. Practical Action: Craft position descriptions and advertisements that highlight the need for these specific qualities. Emphasise real-world challenges and opportunities within the company that will appeal to highly adaptable and sustainability-conscious candidates. Assessing Executive Candidates Behavioural Interviews: Use behavioural interview techniques to understand how candidates have handled situations requiring adaptability, digital savviness, and sustainable decision-making in the past. Ask for specific examples that demonstrate these abilities. Practical Action: Incorporate scenario-based questions or simulations that require candidates to demonstrate their thinking and problem-solving skills in real-time. For digital fluency, consider assessments that gauge their ability to leverage digital tools or data. Assessment Centres/Tools: For high-level positions, consider using assessment centres that can simulate a range of scenarios candidates might face in their roles. This can include strategy exercises, role-play scenarios, group discussions, and psychometric testing. Beyond skills testing, assessments that measure cultural suitability and personality profiling ensure that potential hires not only bring the aptitude required for the role but also the vital personal qualities to effectively lead and inspire positive change. Making the Decision Collaborative Evaluation: Ensure that decision-making is collaborative, involving key stakeholders from various departments. This helps in evaluating the candidate's potential impact across the organisation. Practical Action: Use a structured scoring system based on the predefined competencies to help remove bias and focus on the qualities that are most important for the role. Executive Onboarding and Development Structured Onboarding: Design an onboarding process that supports these qualities from the start. For instance, introduce new hires to digital tools and technologies they will be using or brief them on ongoing sustainability projects. Practical Action: Plan regular training and development opportunities specifically tailored to enhance adaptability, digital skills, and sustainable decision-making. This could include workshops, online courses, or participation in relevant conferences. Continuous Evaluation and Feedback Ongoing Assessment: Leadership development is a continuous process. Regularly assess leaders on these qualities and provide constructive feedback. Practical Action: Implement a 360-degree feedback system that allows peers, subordinates, and supervisors to provide feedback on a leader's performance in relation to adaptability, digital fluency, and sustainability-focused decision-making. Adaptability - The Keystone of FMCG Leadership Adaptability isn’t just an advantageous trait—it’s a necessity for business survival and success. Some of the world's largest house-hold brands and FMCG companies have thrived through adaptable leadership strategies and provide useful insights into developing adaptability within your leadership team. The Power of Adaptability in FMCG Leadership Case Study: Unilever's Agile Response to Market Changes Unilever's journey in the FMCG sector is a testament to the power of adaptable leadership. Recognising shifts in consumer preferences towards sustainability and health-conscious products, Unilever not only adjusted its product lines but also integrated these values deeply into its business strategy through the Sustainable Living Plan . This strategic pivot wasn't just about aligning with consumer values; it also involved significant advancements in reducing environmental impacts and enhancing social responsibility. By 2020, Unilever had impressively achieved zero non-hazardous waste to landfill from its factories and reduced its greenhouse gas emissions by 46% per tonne of production. These environmental achievements were part of a broader sustainability effort that not only maintained but strengthened Unilever's market presence and consumer loyalty at a time when many competitors were struggling to adapt. The impact of these changes was also reflected in Unilever’s financial performance. With a focus on strategic acquisitions and portfolio transformation, the company reported a 1.9% increase in underlying sales growth and a 2.4% improvement in operating profit margin in 2020. This financial success underscores the effectiveness of integrating sustainable practices with business operations. Further enhancing its competitive edge, Unilever's investments in digital transformation have paid off. Partnerships like the one with Alibaba have expanded Unilever's online distribution capabilities in key markets such as China. Additionally, investments in technology startups have spurred innovation across its digital platforms, improving its ability to meet consumer demands in the rapidly evolving digital landscape. Unilever's organisational restructuring and cultural transformation initiatives have also contributed to its enhanced agility. These changes have cultivated a more entrepreneurial company culture, enabling quicker decision-making and a faster response to market shifts. This organisational agility is crucial in an industry where consumer preferences and market dynamics are continuously evolving. Through these comprehensive strategies, Unilever has not only demonstrated leadership adaptability but has also set a benchmark in the FMCG sector for how deeply ingrained sustainability can drive both business success and positive global impact. Strategies for Developing Adaptability in Leadership Teams Fostering a Culture of Continuous Learning: Implementation: Encourage leaders to engage in ongoing professional development and to stay updated with industry trends and technological advancements. This can be facilitated through attendance at relevant conferences, and regular training sessions from skills-based upskilling to communication and personal development coaching and training. Benefit: Leaders are better prepared to handle unexpected changes and can lead by example, instilling a culture of learning and flexibility throughout the organisation. Empowering Decision-Making: Implementation: Delegate decision-making authority to lower levels of the leadership hierarchy to increase responsiveness and encourage a sense of ownership among team leaders. This empowerment can be structured through clear guidelines that allow for autonomous decision-making within defined limits. Benefit: This approach not only speeds up response times but also helps leaders develop a hands-on understanding of the practical challenges and opportunities presented by market changes. Scenario Planning: Implementation: Regularly engage the leadership team in scenario planning exercises that challenge them to devise strategic responses to various hypothetical market conditions. Benefit: This prepares leaders to think critically and strategically about the future, enhancing their ability to pivot operations swiftly and effectively in response to real-world changes. Mastering Digital Fluency in FMCG Leadership Digital fluency has quickly become a fundamental aspect of effective leadership. Extending beyond basic digital literacy; it involves mastering digital tools and platforms to optimise operations, engage with consumers effectively, and drive innovation. We look at why digital fluency is critical for FMCG leaders and share practical tips for fostering these skills in senior executives, as well as insights into how executive recruitment can play a role in sourcing digitally savvy leaders. The Significance of Digital Fluency Optimising Operations: Digital tools streamline operations, from supply chain management to inventory tracking. Leaders proficient in digital technologies can leverage real-time data analytics to make informed decisions, predict market trends, and manage resources efficiently. This not only reduces costs, it also enhances service delivery. Engaging with Consumers: In an era where consumers are increasingly online, digital channels provide essential platforms for engagement. Social media, mobile marketing, and personalised e-commerce experiences are just a few avenues where digital fluency can enhance consumer interaction and satisfaction. Driving Innovation: Digital fluency fosters an environment ripe for innovation. Leaders who are comfortable with technology are more likely to innovate and implement new solutions such as AI-driven customer insights or blockchain for secure transactions. Such innovations can improve the customer experience and set the stage for industry advancements. Tips for Fostering Digital Skills in Senior Executives Continual Learning and Development: Practical Tip: Organisations that implement ongoing training programs focusing on emerging digital trends and tools tend to be on the front-foot of innovations. By encouraging participation in workshops, webinars, and courses offered by tech leaders and academic institutions helps them foster a digital-first culture. Example: Establish a partnership with technology firms or digital consultancies that can provide bespoke training sessions tailored to the needs of your executives. Encouraging a Digital Mindset: Practical Tip: We’ve found that organisations who cultivate a culture that values and rewards innovation and experimentation benefit from improved overall business performance. These organisations Encourage senior leaders to lead digital initiatives, giving them ownership and accountability for digital transformation projects. Example: Set up innovation labs where leaders can experiment with new technologies on small-scale projects without the risk of significant consequences. Hands-On Experience: Practical Tip: Besides theoretical knowledge, businesses that provide practical, hands-on opportunities to use new digital tools adapt faster to rapid digital innovations. By implementing pilot projects or shadowing programs with IT departments, these organisations improve their ability to rapidly adopt digital tools. Example: Initiate a 'digital day' where leaders are expected to work solely with new digital tools and platforms, guided by in-house or external IT experts. Assessment of Digital Skills:| Practical Tip: We’ve seen that organisations who include specific assessments to evaluate a candidate’s digital fluency during the recruitment process, can often make exceptional hires from outside of their traditional talent pools. Assessments could involve practical tasks where candidates demonstrate their ability to navigate digital tools or strategise digital solutions. Example: Use simulation software that mimics the company’s digital platforms to assess how quickly and effectively a candidate can adapt to your technology environment. Sustainability-Focused Decision-Making Impact on Corporate Reputation and Personal Values in Hiring The alignment of a candidate's personal values with corporate sustainability goals is crucial. A strong personal commitment to sustainability can significantly enhance a company's reputation by ensuring that its leaders not only advocate for but also embody the principles of sustainability. This alignment not only strengthens the company’s ethical stance but also deepens trust with consumers, investors, and regulatory bodies. Here's some factors employers should consider and look for in potential executive candidates: Demonstrable History of Integrating Sustainable Practices Experience and Impact: We believe employers should seek candidates who have a proven track record of integrating sustainable practices within business models. This includes leading initiatives that reduce environmental impact, enhance social responsibility, and ensure economic viability — the three pillars of sustainability. Executive candidates should be able to demonstrate specific instances where their leadership directly contributed to advancements in corporate sustainability. Innovation in Sustainability: Look for executives who have pioneered or significantly improved sustainability programs. Innovations might include developing new product lines that meet high environmental standards, implementing cutting-edge waste reduction processes, or initiating successful recycling programs. Such innovations indicate a candidate’s ability to lead change and make substantial impacts. Alignment with Personal Values Personal Commitment: Candidates should exhibit a deep personal commitment to sustainability, which can be assessed through their involvement in sustainability-focused organisations, personal lifestyle choices, or public advocacy for environmental issues. This personal dedication often translates into more authentic and passionate leadership in corporate contexts. Cultural Fit: It’s important that a candidate's values align with the company's culture and sustainability goals. This alignment ensures that the executive will thrive within the corporate environment and will be more effective in driving the company’s sustainability agenda forward. Leadership and Influence: Potential leaders should not only practise sustainability but should also inspire others to follow suit. Their ability to influence the organisational culture and lead by example is critical in making sustainability a core part of the business strategy. Assessing Candidate Values During the Hiring Process Behavioural Interviews: Use behavioural interview techniques to ask candidates about past experiences with sustainability. Questions might focus on challenges they have faced in implementing sustainable practices and how they overcame them. References and Background Checks: Speak with former colleagues and subordinates to understand the candidate’s true commitment to sustainability. This can provide insights into how deeply ingrained these values are in their leadership style and decision-making processes. Assessment Scenarios: Present candidates with hypothetical business scenarios that test their ability to incorporate sustainability into strategic decisions. Their responses can offer valuable insights into how they balance short-term business goals with long-term environmental and social objectives. By focusing on these areas during the executive hiring process, companies can ensure that their leaders not only drive sustainable business practices but also strengthen the company’s reputation through their personal commitment to these principles. This comprehensive approach to evaluating both professional accomplishments and personal values is essential for identifying leaders who will advance corporate sustainability effectively. ELR Executive’s Role in Identifying Adaptability At ELR Executive, we’ve fine-tuned the executive search process to support the needs of FMCG and Food & Beverage businesses across Australia and the Asia Pacific. Our method and proven SELECT methodology is both rigorous and consultative, ensuring the leaders we place propel your company towards long-term growth. We manage the recruitment process from start to finish, ensuring a seamless integration of new leaders. Tailored Assessment Processes: Our firm utilises a combination of behavioural interviews and situational judgement tests to assess a candidate’s adaptability. We look for evidence of past behaviours where the candidate has successfully navigated change, demonstrating flexibility and strategic thinking. Additionally, we engage candidates in discussions about hypothetical scenarios to observe their problem-solving and adaptability skills in real-time. We are offering a Free Executive Assessment to help employers empower better hiring practices and decision-making for senior leadership appointments. Contact our expert team to learn more . Emphasising Soft Skills: During the recruitment process, we place a strong emphasis on soft skills that are indicative of an adaptable leader, such as resilience, openness to new experiences, and effective communication. These qualities are essential for leaders who need to manage teams through periods of uncertainty and change.  Aligning Leadership Qualities with Strategic Business Goals As we delve deeper into the role of leadership within the FMCG sector, an essential question arises: How can we ensure that the development of leadership qualities is in alignment with the overall strategic objectives of a company? This alignment is crucial for fostering a leadership team that not only meets current organisational needs but also drives the company towards future success. Defining What Leaders Need to Know and Do Think of this as setting the stage for what you expect from your leaders. What skills do they need to push the company forward? This might be their knack for innovation, how well they handle digital tools, their flexibility in changing situations, or their dedication to keeping things green. Example: Suppose your company really wants to push ahead with digital transformation. In that case, you'd want leaders who are not just comfortable with technology but savvy about using data to make smart decisions and familiar with what’s involved in implementing digital transformation initiatives designed to enable real-time data analysis for rapid data-driven decision-making. Customised Learning Journeys Once you know what skills your leaders need, create specific training just for them. These aren't one-size-fits-all programs but are tailored to help them excel in areas that align with the company’s vision. Example: Google's approach to designing leadership development programs includes a mix of on-the-job training, tailored workshops, and technology-driven learning modules to address areas like sustainable business practices, cutting-edge technology skills, and leadership in digital innovation. These programs are crafted to align with Google's emphasis on continuous innovation and rapid growth within the tech industry. They offer courses on leadership through their "Grow with Google" initiative and other internal platforms that focus on developing skills in digital marketing, effective team management, and managing complex projects. This bespoke approach ensures that every leader at Google is not only technically well-versed but also prepared to lead in an environment that values creativity and forward-thinking. Setting Goals That Matter Establishing realistic, attainable goals is about making sure leaders know what targets they're aiming for, which should directly tie back to your company’s key objectives. In most organisations, this is woven into their performance evaluations. Example: If reducing your company's carbon footprint is a goal, you might measure a leader’s effectiveness by how well they implement new green policies or cut down on waste against agreed time-frames and budgets. Planning for the Future Preparing for the future by identifying and training potential leaders is crucial. Surprisingly, a significant portion of Australian businesses have not prioritised this critical aspect. A recent survey by Robert Half Talent Solutions found that about 27% of Australian businesses do not have a succession plan in place. Many see it as a lower priority or are not planning to leave soon, which might explain the lack of preparedness. Given these statistics, a competitive advantage awaits those leaders who proactively identify high-potential employees and equip them with the necessary skills to take on leadership roles in the future. This means not just recognising talent but actively developing it through targeted training programs that align with the company's strategic goals. These programs should focus on areas crucial for future leadership, such as sustainable business practices and advanced digital marketing strategies. Example: Regular reviews and development sessions are a good starting point if you have no formal succession plans in place. This can start the process for preparing up-and-coming leaders. Engaging with a specialist executive search firm to assist in the succession planning process can significantly improve the success rate of your leadership development programs by identifying potential leaders and advising on leadership development pathways, executive search firms can help fast-track their professional growth. Tailored Executive Search in FMCG Niches: Meeting Unique Leadership Needs In the diverse world of FMCG, each sub-sector presents unique challenges that require leaders with specialised skills and knowledge. Specialist executive search firms are pivotal in meeting these specific executive hiring needs through highly nuanced approaches and specialised industry knowledge. Understanding how these firms tailor their strategies to effectively address the leadership requirements of various FMCG niches like Beverage Manufacturing, Retail Groceries, and Dairy Product Manufacturing is essential in helping you to identify what qualities to look for when selecting an executive search firm. What to Look for in an Executive Search Firm When considering using an executive search firm for hiring FMCG leaders, here are essential qualities to look for: Deep Industry Expertise: Choose a firm with a deep understanding of the FMCG sector and its various niches. Knowledge of specific challenges and trends in areas like beverage manufacturing or dairy production is crucial for identifying the right leadership talent. Tailored Search Strategies: Look for firms that offer customised search strategies rather than a one-size-fits-all approach. They should demonstrate how they adapt their methods based on the unique demands and strategic goals of your business. Track Record of Success: Evaluate the firm’s past success in placing leaders in FMCG roles. Successful placements in similar companies or industries are a good indicator of their ability to accurately meet your needs. Comprehensive Candidate Assessment: Ensure that the firm has a robust methodology for assessing candidates. This should include not only verifying experience and skills but also evaluating cultural fit and leadership potential. Long-Term Support and Consultation: The best firms offer ongoing support post-placement to ensure a smooth transition and continued success. They should also provide insights into market trends and leadership development. By partnering with an executive search firm that possesses these qualities, FMCG companies can ensure they find leaders who are not only capable of meeting current challenges but also driving future growth and innovation. This tailored and informed approach is key to harnessing the full potential of leadership talent in the nuanced and rapidly evolving FMCG landscape.

Hiring executives is no simple task, in the FMCG & Food & Beverage Manufacturing sectors. The competition is fierce. Changes in consumer preferences and market conditions mean companies must innovate to meet the industry’s evolving demands. Industry nuances add a greater layer of complexity to recruitment, highlighting the importance of leaders who can navigate challenges while also being forward-thinking enough to guide companies through uncertain times without losing consumer trust. Striking this balance makes strategic hiring crucial in these sectors. So how can organisations prepare themselves to overcome these challenges and attract the talent? Just how vital is candidate evaluation in ensuring a good fit not only for the present but also for the future? In this piece, we delve into strategies that employers and recruitment teams can adopt to better handle the intricacies of hiring executives. Understanding the Current Landscape The FMCG and Food & Beverage sectors exemplify dynamism and rapid change. These industries are highly responsive to shifts in consumer behaviour, technological advancements and global economic trends making them demanding environments for leadership roles. While traditional leadership skills remain important they are now one aspect of what's required for success. The current business landscape demands adaptability, the ability to foresee changes and lead effectively – crucial for organisations to remain competitive. These skills enable companies to react promptly to market shifts, embrace technologies and navigate regulatory environments. The Evolution of Recruitment Practices, in the FMCG and Food & Beverage Sectors The FMCG and Food & Beverage industries are not rapidly changing but face unique challenges in executive recruitment due to several key factors; 1. Changing Market Dynamics: These sectors operate in paced settings where consumer preferences, technological advancements and economic conditions can fluctuate rapidly often leading to impacts. 2. Regulatory Compliance: Meeting local and international regulations related to food safety, environmental standards and labelling poses challenges that require expertise in risk management and compliance. 3. Supply Chain Complexity: With supply chains and logistics networks managing perishable goods and cold chain requirements while ensuring cost effectiveness, quality assurance and timely delivery presents ongoing challenges. 4. Technological Progress: The emergence of technologies, like intelligence, blockchain and the Internet of Things (IoT) offers exciting opportunities to enhance product quality and engage customers effectively. However to effectively incorporate them one must possess an understanding of the technology's future applications, not just the technical aspect. 5. Sustainability and Ethics: The rising demands, from consumers and regulators for sustainable practices necessitate a delicate balance between economic objectives and social as well as environmental responsibilities. Implementing practices throughout a company's operations often involves investments and operational modifications. 6. Geographic Diversity: Managing operations across cultures and geographical locations requires executives to demonstrate interpersonal skills, including cross cultural communication abilities often in multiple languages. Adapting strategies to suit markets while understanding and respecting nuances can significantly enhance the pool of suitable talent. These industries experience changes in consumer preferences, technological disruptions and evolving market conditions. Such dynamics call for an approach to recruitment and retention that emphasises skills beyond conventional metrics, such as strong visionary leadership capabilities aligned with the company's broader ethical and strategic objectives. Furthermore, candidates' preferences have evolved well. Executives are increasingly seeking opportunities with organisations committed to sustainability, innovation and employee welfare. This shifting expectation, among candidates necessitates companies to reconsider how they portray themselves and engage with hires. Shortcomings of Conventional Hiring Methods Typical recruitment strategies often place an emphasis on candidates prior experiences and qualifications. While these aspects are undoubtedly crucial they may not fully capture a candidate's ability to tackle challenges or fit seamlessly into a company's culture in today's business landscape. Challenges Faced by Businesses with Traditional Approaches Rigid Skill Assessment: The traditional approach of evaluating skills often overlooks a candidates adaptability and potential for growth qualities that are vital in the evolving FMCG and Food & Beverage industries. Excessive Focus on Experience: Although having a background and proven experience in the field is valuable an excessive focus on past roles can disregard candidates who bring fresh perspectives or diverse industry insights that could be advantageous. Slow Adoption of Technological Progress: The delay in incorporating technologies into the recruitment process can impede the ability to attract and engage savvy candidates who are poised to spearhead digital transformations. Current Dynamics in the Talent Market The present talent market is undergoing changes well. Executive candidates have varying expectations and attitudes towards employers. The increasing popularity of work, the importance placed on achieving work life balance and the quest for fulfilling work are influencing how professionals perceive job prospects. A recent report, from Elevatus points out that the market is expected to grow at a rate of 5.7% from 2022 to 2023 indicating opportunities that require a workforce equipped not only with technical skills but also a forward thinking approach. Given the pace of growth and transformation, how are companies ensuring they can identify leaders who possess the ability to not just navigate but shape the future of the industry? One approach is to focus on candidate assessments. Evaluating candidates has become increasingly vital in the recruitment process ensuring an alignment between a candidate's abilities and the long term goals of the hiring organisation. The Role of Comprehensive Candidate Evaluation Employers at this level are expanding their methods for hiring executives by incorporating holistic talent assessment strategies, sometimes even replacing traditional approaches. They have come to understand that thriving in paced industries requires more than matching technical skills or work experience. Evaluating candidates comprehensively plays a role in simplifying hiring decisions by focusing on a perspective that includes cultural alignment, leadership potential and the capacity for driving innovation and change. Implementing a talent assessment framework that digs into various aspects of a candidate's profile is essential. This involves not examining their credentials but also assessing how well they align with the company’s values, their leadership approach and their ability to adapt to industry changes​ (JRG Partners LLC)​. These detailed assessments ensure that candidates possess not only the necessary skills but also the flexibility to grow alongside the company and industry. Using candidate evaluation as a means for enhancement throughout the recruitment process helps employers gain an understanding of the qualities, traits and attributes most suitable for their organisation and critical leadership roles. This improves recruitment efficiency through customised strategies that can significantly streamline the hiring process. By tailoring the search and selection process based on candidate assessments employers can ensure matches with candidates. This does not streamline the hiring process. Also enhances the chances of long term success for both the company and the hired executives. However while evaluating candidates is crucial many organisations tend to overlook the importance of nurturing an employer brand. Harnessing Employer Branding Can a robust employer brand act as a magnet for attracting talent in the industry? In essence, yes. A strong employer brand isn't an asset; it's a necessity. In today's executive talent landscape professionals seek organisations that not offer competitive salaries and benefits but also stand out for their values, culture and innovative approach. Therefore enhancing your employer brand plays a role, in attracting talent and setting yourself apart from competitors. Crafting an Appealing Employer Brand Developing a compelling employer brand extends beyond marketing tactics enticing job postings and office perks. Here are some essential factors to consider; Clearly Defining Your Mission and Values; Prospective candidates often gravitate towards organisations whose missions resonate with their values. By expressing your dedication to sustainability, ethical standards and innovation you can significantly enhance your chances of attracting and engaging talent. This alignment not only attracts candidates but also fosters a deeper level of commitment and loyalty right from the beginning. Highlighting the aspects of your company culture that embrace diversity, inclusion and employee well being can greatly boost your reputation as an employer of choice. Beyond offering work arrangements, create safe and open work environments that promote expression, creativity and innovation. Consider implementing wellness programs and continuous learning opportunities to appeal to executives seeking a thinking workplace. Strategically leveraging media platforms can be instrumental in crafting a brand narrative. By sharing insider perspectives, employee testimonials and authentic CSR initiatives you can establish an attractive brand identity. This approach lays the foundation for connecting with candidates even before the initial interview takes place. Engaging in thought leadership activities allows companies to position themselves as industry frontrunners, in the FMCG sector. Actively participating in industry dialogues publishing papers and hosting webinars are effective ways to showcase expertise and leadership within the field. Enhancing visibility and portraying the company as thinking not attracts candidates who are excited to collaborate with innovators and industry frontrunners but also establishes a positive image. Encouraging employee advocacy through testimonials can greatly boost the authenticity of your brand as an employer. Sharing stories of career growth, internal mobility and professional development, from employees serves as endorsements of your company’s culture and values enhancing its appeal. A strong employer brand goes beyond attracting talent; it boosts awareness resulting in a pool of candidates who are already engaged with your organisation's culture and values. This pre-existing engagement streamlines the recruitment process increasing the conversion rate from candidate to employee. Additionally a solid employer brand reduces hiring expenses. Enhances retention rates by fostering employee commitment to the company's vision and ensuring alignment. In a talent landscape a robust employer brand is not merely advantageous; it is indispensable. It sets a company apart, in a market. Draws visionary leaders who can drive organisational advancement forward. When it comes to deciding between external recruitment, for specialised, to fill and key leadership positions the choice can have a significant impact on organisational continuity and innovation. While opting for recruitment has its benefits like an understanding of company culture and operations there are situations where external recruitment might be the more strategic option. Advantages of Internal Recruitment Handling the executive recruitment process internally is often preferred by employers and talent acquisition teams as it offers advantages; In Depth Knowledge of Company Culture and Requirements: Internal talent acquisition teams possess an understanding of the company's culture, strategic objectives and specific needs. This knowledge allows them to pinpoint candidates who not only have the skills but also resonate with the company's values and goals. Such alignment is vital for long term success. Cost Effectiveness: Managing the executive search internally can sometimes lead to cost savings compared to engaging agencies. However prolonged hiring processes or incorrect hiring decisions could result in cost implications. Control Over Recruitment Procedures: Keeping the process in house provides companies with control over every aspect of recruitment from creating job descriptions to selecting candidates. Developing Internal HR Capabilities: Handling the recruitment of top level executives in -house is a way to enhance the skills of the HR team by exposing them to recruitment methods. This hands-on experience is beneficial. Can lead to increased efficiency and effectiveness in hiring endeavours although it does come with its own set of risks. When to Think About External Recruitment While there are advantages to managing executive hiring there are situations where seeking talent outside the organisation may be an option; Expanding the Talent Pool: By looking beyond traditional networks and local connections, organisations can tap into a diverse pool of executives and professionals who may not typically be reached through internal recruitment efforts. Attracting Passive Talent: While job postings and branding efforts can attract job seekers – who represent a small portion of the talent market – the most exceptional candidates are often not actively seeking new opportunities. Engaging with this talent requires a nuanced approach that can uncover top tier professionals who might not have otherwise considered making a career move. Conducting Comprehensive Skills and Personality Assessments: External recruitment agencies utilise assessments to evaluate candidates ensuring that those shortlisted not possess the necessary skills but also align with the values, traits and attributes essential for driving performance and enriching company culture. Infusion of Fresh Perspectives: Introducing candidates can inject viewpoints, skills and creative concepts into the company essential for adapting and thriving in the rapidly evolving FMCG market. This becomes especially valuable when aiming to enter markets or revamp strategies. An external viewpoint is crucial in spotting talent. Addressing Skills Shortages: When there's a lack of expertise or abilities within the existing workforce, turning to recruitment becomes necessary. This often occurs with advancements or when venturing into product areas where current employees may lack the necessary skills. Knowing where to locate talent and effectively presenting the opportunity to attract them is key. Promoting Diversity: External recruitment serves as a method to enrich diversity within the organisation. Bringing in leaders from backgrounds can broaden the company's perspectives and approaches fostering an inclusive workplace environment. Choosing between external recruitment strategies demands a consideration of the organisation's immediate requirements and long term objectives. While the potential cost savings associated with hiring may be appealing, external recruitment provides access to a talent pool infuses fresh vigour and introduces diverse talents beyond what traditional internal approaches can offer. Every method has its advantages and potential drawbacks and the decision mainly relies on the situation and goals of the company. Shaping the Future of Executive Recruitment, in FMCG and Food & Beverage Successfully navigating the realm of recruitment requires a mix of strategic planning, flexibility and a profound comprehension of market dynamics and corporate culture. Throughout our conversation we've examined aspects of the recruitment process each underscoring the need for strategies in a landscape characterised by swift changes and intense competition. Employers need to understand that traditional hiring methods, which often prioritise experiences and fixed qualifications, are increasingly inadequate in evaluating candidates' readiness to tackle challenges. The evolving nature of the FMCG and Food & Beverage sectors demands a hiring approach that values adaptability and thinking leadership as much as it values experience and expertise. Comprehensive candidate assessment plays an important role, by enabling organisations to delve deeper into each candidate's potential. This method not evaluates their suitability but also their ability to progress alongside the company and propel it forward amidst an industry undergoing constant change. Nevertheless it's essential to acknowledge that recruitment is one part of the process; ongoing development is equally vital. Building an employer brand and effectively managing both external recruitment resources are crucial, for attracting and retaining top talent. As we look ahead the FMCG and Food & Beverage industries need to improve these approaches seeing the challenges of their markets as chances to innovate in recruitment. By creating environments that draw in flexible and tech savvy leaders companies can not just fill roles. Also enhance their organisational culture giving them a competitive advantage. The journey towards recruitment is complex and ongoing. It requires organisations to be introspective, creative and inclusive. Industry leaders are urged to adjust their hiring strategies to align with the markets they operate in. By doing so, organisations expect to thrive in the dynamic and competitive landscapes of FMCG and Food & Beverage manufacturing. If you feel you would benefit from the expert insights gained from a professional candidate evaluation and assessment from trained professionals, enquire about our https://www.elrexecutive.com.au/free-executive-talent-assessment-2 .