Beyond Resumes: Why Purpose Alignment Drives Hiring Success
Debbie Morrison • May 21, 2023

In today's rapidly evolving business landscape, purpose has emerged as a powerful driving force behind successful organisations. It is no longer enough for leaders to possess technical expertise and industry experience; hiring candidates who share your company's purpose and vision has become a critical factor in driving business performance. This blog explores the reasons why purpose has become a focal point in the hiring process, the impact of purpose-driven leaders on business performance, and the combined power of diverse experience, soft skills, and shared purpose in building high-performing teams.



Why has purpose become such a focal point in the hiring process?

Today's workforce seeks meaning and fulfilment in their professional lives. A sense of purpose serves as a powerful motivator, driving individuals to go above and beyond and fostering a deep sense of commitment to their organisation's mission. This shift in employee expectations has forced businesses to prioritise purpose in the hiring process.


Candidates who align with your company's purpose are more likely to be engaged, motivated, and committed to the organisation's goals. They bring a genuine passion for the work they do, which translates into higher levels of job satisfaction and productivity. According to a study conducted by
Deloitte, 73% of employees who say they work for a purpose-driven organisation are engaged, compared to just 23% of those who don't feel a sense of purpose.

Of course, simply hiring staff aligned with your company’s purpose isn’t enough. The leadership team must fully embody the organisation's mission, leading from the front in demonstrating their commitment to the cause through their decisions, actions and culture.



How do leaders who share your company's purpose impact business performance?

Purpose-driven leaders have a profound impact on business performance and overall organisational success. When leaders embody the company's purpose, they inspire and motivate their teams to reach higher levels of achievement. Their passion is contagious, creating a culture of commitment and excellence.


Furthermore, purpose-driven leaders excel at attracting and retaining high-performing talent. In a highly competitive job market, candidates are increasingly seeking out organisations that align with their values and purpose. A strong purpose can act as a powerful magnet, attracting like-minded individuals who are driven by a shared mission. This not only enhances the quality of the talent pool but also increases employee retention rates. A survey by
LinkedIn found that 71% of professionals would be willing to take a pay cut to work for a company with a mission they believe in.


Additionally, purpose-driven leaders foster a customer-centric mindset within their organisations. By connecting the company's purpose with the needs and aspirations of customers, they create products and services that resonate deeply with the target audience. This alignment results in stronger customer loyalty, higher satisfaction levels, and increased market share. In fact, a study by
Ernst & Young revealed that purpose-driven companies outperform their peers in the stock market by a factor of 10 over a 15-year period.


Why is a combination of diverse experience, soft skills, and shared purpose more powerful?

While hard skills and industry experience are undoubtedly important, they are no longer sufficient on their own. The complex challenges faced by businesses today require leaders who can adapt, innovate, and collaborate effectively. A combination of diverse experience, soft skills, and shared purpose is what sets leaders apart and drives extraordinary results.


Diverse experience brings a fresh perspective to problem-solving. Leaders with varied backgrounds and experiences are more likely to think creatively, challenge assumptions, and identify unique opportunities for growth. This diversity of thought leads to greater innovation and adaptability, enabling organisations to thrive in a rapidly changing environment.


Soft skills, such as emotional intelligence, communication, and collaboration, are critical in building strong relationships, motivating teams, and driving effective decision-making. Leaders who possess these skills can navigate complex interpersonal dynamics, inspire trust and respect, and foster a culture of collaboration and high performance.


When combined with a shared purpose, diverse experience and soft skills take on even greater significance. When leaders and team members share a common purpose, it creates a sense of unity and cohesion that fuels collaboration and drives everyone towards a common goal. This shared purpose acts as a guiding force, aligning individual efforts and fostering a sense of belonging and collective responsibility.


Consider the example of Patagonia, a renowned outdoor clothing and gear company. Their purpose stated as "Build the best product, cause no unnecessary harm, use business to inspire and implement solutions to the environmental crisis," attracts individuals who are passionate about sustainability and environmental conservation. By hiring leaders who share this purpose, Patagonia has built a team of like-minded individuals dedicated to their mission. This shared purpose not only strengthens the company's culture but also drives innovation in sustainable practices, leading to remarkable business success.


Furthermore, a combination of diverse experience, soft skills, and shared purpose enables leaders to navigate complex and uncertain times with resilience and agility. The ability to adapt to changing market dynamics, embrace new technologies, and effectively lead diverse teams has become paramount in today's business landscape. Leaders who possess a deep sense of purpose and a diverse set of skills are better equipped to face these challenges head-on, make informed decisions, and guide their organisations towards sustainable growth.


It's important to note that this upholds the importance of hard skills and industry experience. These attributes still hold value and provide a foundation of expertise. However, in an era of disruption and rapid innovation, organisations must prioritise purpose-driven leaders who can leverage their diverse experiences and soft skills to navigate uncertainty, drive innovation, and create sustainable competitive advantages.


Purpose rightfully needs to be a focal point in the hiring process.

Leaders who share your company's purpose and vision have a significant impact on business performance, inspiring and motivating teams, attracting top talent, and fostering a customer-centric mindset. When combined with diverse experience and soft skills, shared purpose becomes even more powerful, driving innovation, collaboration, and adaptability. As organisations strive to thrive in an ever-changing business landscape, purpose-driven leaders are the catalysts for success. By prioritising purpose in the hiring process, businesses can build high-performing teams that are capable of achieving extraordinary results.


At ELR Executive we have over 20 years of experience helping FMCG and Food and Beverage organisations identify and attract the right talent to help achieve better business outcomes. If you'd like to learn more about how we can help you help build purpose into your candidate screening and interview process, speak to us today.

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.