An interesting search we worked on wasn’t about a lack of candidates. The brief looked straightforward: a Head of Sales (South UK) role for a well-established spirits business. Popular brands and a good market presence but the role had been advertised for some time. Examples of reasoning to explain: a tight labour market, senior commercial leaders well-established in their roles. But as we spent more time with the business, the actual problem was clarity.
The original job spec was too complex; multiple reporting lines, lots of responsibilities but no clear understanding of what success looks like – the “why”. This mapped to confused candidates saying & hearing different things in the interviews. This also reflected on the company as at this role level candidates won’t take on a senior challenge unless they can see clear and aligned decision-making within a business.
Alongside this, the base salary was slightly lower than market range (although there was some flexibility) and no existing bonus structure. Actually whoever took on this role was expected to implement a sales-focused bonus structure. This is not uncommon in scaling businesses. Generally this detail won’t be mentioned on the job spec and often this type of detail can be glossed over as unimportant. But you are no longer simply hiring someone to operate but to participate in building part of the company. This is a different type of candidate; someone who thrives with uncertainty and ownership. Plenty of candidates won’t be suited to this environment at all (and there is no problem with that btw) and the latter is why Vinokelly gets calls saying “our direct hire hasn’t worked out a few months in and we don’t know why”.
Direct advertising/networking had produced candidates from larger spirits or FMCG businesses; strong brand exposure and established commercial track records. But this isn’t where we mapped or found our shortlist. The business itself was fast-paced with high-energy and suited people who could do more with less. People who liked to get the action out and tweak it along the way; people from smaller or scaling businesses.
Before going back to market, we spent time with the internal team. Bringing together the hiring managers, simplifying & clarifying reporting lines and defining priorities. We also introduced personality-based assessment early in the candidate shortlisting process. Only once this was all clear could the search begin. And once it began it moved quickly and easily.
This search reflects a common pattern within the drinks industry. Roles become more complex because of growth/fast-changing markets. Their definition doesn’t keep up. “There are no decent candidates!” – there are always great candidates but the role needs to be defined correctly so that the candidates can see themselves in the role.
Often hiring problems are thought to be caused by factors outside the company (“tight job markets! just no decent candidates (we know everyone)!”) But many failed hires actually happen because of problems inside the company. When everyone is clear and understands what is really needed the hire is more likely to succeed.
If you are hiring in the drinks industry, Vinokelly Drinks Recruitment helps companies clearly define roles and match their hiring plans with what is really happening in the market.
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