How to Hire with Intention in a Challenging Market

There is no shortage of difficult headlines surrounding the wine industry right now. Demand remains challenged, margins are under pressure. Moreover, organizations are restructuring, consolidating and asking more from leaner teams. It would be easy to interpret all of that as a market that has stopped Hiring.

That’s not what we’re seeing! In the past six weeks, Intertwine has completed seven placements across the industry. Several have come from repeat clients and others have come from wineries referring us to their peers. That says something important about the current market: Wine companies are still hiring! They’re simply being far more intentional about who they hire and why.

The hiring market has changed

For several years, the conversation was largely about finding enough people. Today, the conversation is different. Executives are asking:

• Which positions will have the greatest impact on the business?
• What kind of leadership do we need for where we’re going, not where we’ve been?
• Do we have the right people to compete for today’s consumer?
• And when we do hire, how do we make certain we get it right?

Those are different questions. They require a different approach to recruiting. The wine business continues to show active opportunities spanning sales, marketing, finance, operations, human resources and hospitality. The jobs haven’t disappeared. But companies are scrutinizing structure, responsibilities and return on investment far more carefully than they did several years ago. 

Every seat matters more

In a strong market, an organization may have room to absorb a mediocre hire. In a tighter one, it doesn’t. A great leader can improve a team, strengthen culture, challenge outdated thinking, protect revenue and help an organization navigate change. The wrong hire can cost far more than compensation. That’s why recruiting in this market shouldn’t begin with a stack of resumes. It should begin with a business conversation. What does the company need to accomplish over the next three years? Where are the gaps? What capabilities are missing? What kind of person can lead through both the realities of today’s wine business and the opportunities still ahead? Only then should the search begin.

Leadership transition deserves particular attention

We’re also watching another important shift across the wine industry: leadership transition. Long-tenured executives and winemakers are beginning new chapters. Organizations are promoting the next generation of leaders. Family businesses are thinking about succession. Others are using transitions as an opportunity to bring in new capabilities and perspectives. The best time to think about the next leader is before the seat is empty. Succession shouldn’t simply replace a person. When done well, it prepares the organization for what comes next.

What we’re seeing gives us confidence

Seven placements in six weeks doesn’t mean the wine industry has suddenly returned to business as usual. It means something more interesting. Good companies are still investing. Good people are still moving. And the right match still creates opportunity, even in a complicated market.

After more than 25 years working in talent acquisition and leadership, I’ve seen enough cycles to know that challenging markets don’t eliminate opportunity. They clarify priorities. Right now, the organizations positioning themselves for the next chapter are being very deliberate about the people they put around the table. And we’re proud that more and more of them are asking Intertwine to help make those decisions.

We are experts in helping our clients through leadership transitions. Moreover, we assist with restructuring a team or evaluating whether the current talent will meet tomorrow’s needs. Let’s have the conversation before you have the opening.