Perfectly imperfect
Debbie Morrison • January 11, 2021

Perfectly imperfect.


Why the ideal candidate mightn’t always seem ideal at first.

No-one aspires for mediocrity in business. But while it’s great to have high standards, it’s important to stop and ask yourself, how high is too high?


Time and again we see employers set the bar so unattainably high that even potentially great job candidates have little hope of clearing it. Baulked by a perception of unrealistic expectations, many walk away and look elsewhere. While others never even apply in the first place.


Despite what plenty of so-called HR experts may try to tell you, at ELR Executive we believe there’s no such thing as ‘the perfect candidate’. But that doesn’t mean there aren’t plenty of great ones. The sooner you make this subtle change in recruitment mindset, the better your chances of finding them will be!


Not perfect…yet.

Often the quest for the ‘perfect’ candidate sees employers overlook fantastic candidates who are already within their business. Maybe the person is a little less senior than you were thinking. Or perhaps they’re inexperienced in some facets of the role to be filled. Question is, with some training and mentoring, could they turn out to be the best candidate for the role? Often the answers is, yes. Of course, the added bonus of recruiting from within your team is it can significantly reduce recruitment costs.


Ask an expert.

If you are recruiting externally, do you have the right people to find you the best candidate? Many employers like to control the process by keeping things in house, especially for senior and/or strategically critical roles. But sometimes it’s far more cost-effective, and successful, to outsource the recruitment process to a specialised recruitment consultancy who can devote the time, energy and skills the role deserves.


Better job descriptions, better candidates.

This seems obvious, right? Sadly plenty of great candidates are lost due to incomplete, unclear or intimidating job descriptions that, frankly, scare them away. Getting the job description right is critical to finding the most suitable candidate. By all means be accurate, but also be realistic about the type of person you need, the culture of your company and the environment they’ll be working in. Also make sure you’re advertising on the right job site/s for the role.


Know what you’re looking for.

Hand-in-hand with an accurate job description is having a clear idea of the type of candidate you need (and want) for your role. This will come in handy both when screening resumes and also during interviews. While a candidate may not fit your ‘perfect’ profile 100%, can they be mentored or moulded? It’s also important to separate mandatory skills, qualifications and qualities from those which are ‘nice to have.’


Beware the ‘perfect’ interviewee.

There’s plenty of research to suggest candidates are rarely their true selves in job interviews. Whether it’s due to nerves, experience, coaching or just their personality, some people interview a whole lot better than others, so be careful. You’re looking for a great candidate, not just a great interviewee.


Hesitation can be an indication.

Even if you think you’ve found the ‘perfect’ candidate, things can unravel quickly, especially at the negotiation stage. If they’re slow to sign and return their contract, or have gone unusually quiet, it’s essential to ask yourself why? By all means concerns should be discussed and addressed, but unexplained hesitations up front are often an indicator for commitment issues later. While frustrating to lose a good candidate at such a late stage, it’s always better to find out before they start.


Keeping a great candidate.

Perhaps the only thing more frustrating than losing a great candidate before they sign, is losing them at the end of the trial period because of a poor onboarding experience. It’s so important to provide good structures to ensure they feel welcome and supported in their new role – or you may be back to square one again!


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.