The Importance of Candidate Experience in Executive Hiring: Crafting a Brand Through People
Debbie Morrison • November 27, 2023

In executive hiring, the nuances of the candidate experience often spell the difference between attracting exceptional leadership talent and settling for mediocrity. 


As companies compete fiercely for skilled leaders, the importance of a positive candidate experience has moved from a 'nice-to-have' to a critical component of an organisation's employer brand. But what makes this experience so pivotal in executive hiring, and how can it shape your company's future?


In the high-stakes arena of executive hiring, particularly in dynamic sectors like consumer goods and food & beverage, the candidate experience isn't just a step in the process; it's a pivotal chapter in your organisation's story. 


As companies vigorously compete for the very best leadership talent, the nuances of this experience transition from a 'nice-to-have' to a decisive factor in shaping your employer brand. 


It’s about more than filling an executive position; it’s about attracting a visionary capable of steering the organisation towards uncharted territories of innovation, sustainability, and customer engagement.


This journey, often undervalued, is where your organisation's narrative meets the aspirations of leading professionals. It's not merely a procedural pathway; it's a golden opportunity to communicate your values, culture, and vision to those who can amplify them. 


First impressions and sustained interactions make or break crucial decisions, understanding and optimising the candidate experience is not just beneficial; it's essential for securing the right leadership that aligns with and propels your company's ambitions forward. So how can boards ensure the candidate experience is positively contributing to their hiring objectives?


First Impressions Count: Crafting the Initial Touchpoints

The adage "You never get a second chance to make a first impression" holds profound truth in executive recruitment. The initial touchpoints between a prospective candidate and an organisation set the stage for the entire recruitment journey. This phase includes the outreach strategy, the clarity, and appeal of job descriptions, and the professionalism in early communications.


A LinkedIn report revealed that 69% of professionals agree that a company's reputation as an employer is essential when considering a new job. This statistic underscores the significance of first impressions in the recruitment process. When reaching out to potential candidates, it’s crucial that organisations convey their values and culture through every interaction, starting with the job description itself.


The position description or hiring brief should be more than a list of responsibilities and qualifications; it should narrate the story of your organisation, its vision, and where the candidate fits into this picture. It should feel inviting, engaging, and reflective of the company's ethos.

A compelling position description is a unique opportunity to make a powerful first impression, one that not only informs but also captivates potential candidates. It’s about storytelling — conveying the narrative of your organisation, its vision, and how the candidate can be an integral part of this journey.



Crafting the Narrative


Start with Your Company’s Story:
Begin the position description by painting a vivid picture of your organisation's history, mission, and values. This isn’t just about facts and figures; it's about sharing your ethos and the passion that drives your company forward.

Vision Casting: Clearly articulate where your company is headed. Candidates, especially at the executive level, want to know they're joining a forward-thinking and evolving organisation. Share your vision for the future and how the role they are applying for will contribute to this vision.

Role within a Story: Describe the role not just in terms of responsibilities but as a part of your company's larger narrative. How does this role contribute to the company's goals and objectives? For example, “As our Chief Technology Officer, you will be the driving force behind our technology strategy, shaping the future of innovative solutions that empower thousands of businesses worldwide.”

Culture and Fit: Emphasise the cultural aspects of your workplace. What is the work environment like? How does the team interact? What are your core values? This is particularly crucial for executive roles, as cultural fit is paramount.


Engage with Authenticity: Avoid jargon and overly complex language. The tone should be professional yet conversational, giving a sense of the human element behind the corporation.


Transparency and Communication: Building Trust with Candidates

Clear and consistent communication throughout the hiring process isn’t just a courtesy; it’s a cornerstone of building trust with candidates. A CareerBuilder survey found that 81% of job seekers say continuous communication is essential to keep them in the loop. This transparency is even more crucial when dealing with executive-level positions, where the stakes and expectations are significantly higher.


Communicating openly about the company's expectations, the specifics of the role, and the culture helps candidates understand what it would be like to work at your organisation. Regular updates about their application status and detailed feedback demonstrate respect for their time and effort, fostering a positive perception of your brand regardless of the outcome.



The Interview Experience: Reflecting Company Culture

The interview process is a mirror reflecting the company's culture and values. For executive roles, where the fit is as much about leadership style and cultural alignment as it is about skills, the interview process becomes even more critical.


It’s not just what you ask, but how you ask it. The structure of the interview, the demeanour of the interviewers, and even the setting can speak volumes about your organisation. A Harvard Business Review article emphasises the importance of interviewer training to ensure they can effectively assess candidates while also being ambassadors of the company culture.


Moreover, incorporating elements like meeting with potential team members or a tour of the office can provide candidates with a tangible sense of the working environment and ethos. Such experiences are invaluable in helping them visualise their future with the company.


Feedback and Follow-Up: Demonstrating Respect and Professionalism

Post-interview communication is often where companies falter. Providing constructive feedback, regardless of the hiring decision, is a practice that many organisations overlook. A survey by Glassdoor indicated that 94% of job seekers want to receive feedback after an interview. For executive roles, where the professional stakes are higher, this feedback becomes even more critical.


Feedback should be timely, specific, and constructive. It should aim not only to inform the candidate of their status but also to provide insights that can aid their professional growth. Such practices foster a reputation for respect and professionalism, enhancing your employer brand.



Onboarding and Integration: Beyond the Hiring Decision

The journey doesn’t end with the acceptance of the job offer. Onboarding and integration are where the promises made during the recruitment process are put to the test. A structured onboarding process for executive hires is crucial. This process should not only cover the functional aspects of the new role but also immerse the new hire in the company culture and introduce them to key stakeholders.


According to SHRM, organisations with a strong onboarding process improve new hire retention by 82% and productivity by over 70%. For executives, a tailored onboarding experience that addresses their unique role and influence within the organisation can significantly impact their effectiveness and longevity in the role.


The candidate experience in executive hiring is a powerful tool that shapes your organisation's employer brand. It’s about crafting a journey that reflects your company’s values, culture, and vision. From the first touchpoint to the final onboarding steps, each phase of the recruitment process needs to be handled with care, professionalism, and a keen understanding of what top-tier candidates seek in their next role. 


The Strategic Role of Executive Search Firms

Specialist executive search firms bring a wealth of expertise, particularly in the nuanced and high-stakes world of C-suite recruitment. Their understanding of the market dynamics, coupled with an extensive network of potential candidates, positions them uniquely to guide organisations through a meticulously tailored hiring process.


One of the key strengths of these firms lies in their ability to create a compelling first impression. This is crucial in industries where brand perception and leadership are deeply intertwined. Executive search firms excel in crafting personalised, direct, and targeted outreach strategies. They don’t just present a position description; they tell the story of your company, its vision, ethos, and the potential impact the candidate can have. This narrative is vital in captivating the attention of high-calibre executives, who are often not actively seeking new opportunities but would be open to a compelling proposition.


In the consumer goods and food & beverage industries, where trends, consumer preferences, and sustainability issues are constantly reshaping the landscape, the ability to succinctly and powerfully convey a company's vision and values is invaluable. Executive search firms facilitate informative and confidential discussions that not only highlight the opportunity at hand but also align it with the aspirational goals and values of potential leaders.


Creating a Narrative That Resonates

The ability to craft a compelling narrative can only come through and in-depth understanding of both the company’s needs and the candidate's motivations and strengths. It’s about positioning your company not just as a workplace but as a platform where transformative leadership can thrive, particularly in industries driven by innovation and consumer satisfaction.


By having these focused and strategic conversations, executive search firms ensure that the potential leaders are engaged and intrigued from the outset. This approach is particularly effective in the consumer goods and food & beverage sectors, where leadership demands a blend of creativity, strategic thinking, and an innate understanding of consumer behaviour.


Setting the Stage for Long-Term Success

Furthermore, the role of executive search firms doesn’t end with the hiring. They often play a crucial part in the onboarding and integration process. Their deep understanding of both the candidate and the company puts them in a unique position to facilitate a smooth transition, setting the stage for long-term success. This aspect is particularly critical in executive roles, where early alignment with company culture and strategic objectives can significantly impact performance and team dynamics.


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.