Recently in Food Recruitment News Category

A recent press release from the Food and Drink Federation informed us that "Demand for skilled workers in the food and drink manufacturing sector continues to rise, despite the economic downturn, and FDF believes that recruiting apprentices is a great way to ensure the sector has a skilled workforce for the future. More and more food and drink companies are taking on apprentices, and the industry's sector skills council, Improve, predicts food industry apprentice numbers in England will increase five-fold from just 400 in 2007 to 2,000 in 2012."

Improve has redesigned the apprenticeship framework for the food and drink sector into a single, flexible framework which offers a choice of more than 500 units of assessment covering skills needed in all sectors and all operational areas of the industry. Apprentices can choose to specialise in meat and poultry processing, retail butchery, craft bakery, plant bakery, retail and service support and production control, choosing specific units as they go to make sure they develop the skills needed in their line of work.

The benefits to employers of providing an apprenticeship scheme are obvious. Apprentices learn while they work, so their knowledge is up-to-date. Training is on-the-job and the practical skills apprentices gain are the ones that are right for your business. Government funding is available and employee job satisfaction will increase as they learn new and relevant skills.

The food and drink industry in the UK employs around half a million people. In the current cut-throat market, continual upgrading of employee skills has to be a key priority in order to keep pace with consumers' changing needs, shopping and purchasing patterns and spending habits.

Apprenticeship schemes can meet current demands, but what happens after the training ends? Are employers doing enough to ensure their employees receive continued training and support?

Despite the credit crunch, food sales are still rising according to the British Retail Consortium, albeit with heavy discounting from the retailers, and with all the excitement about other sectors in the past such as IT, technology or cars, it's easy to forget that the one sector that continues to slowly edge on is the food industry.

People may be tightening their belts, but they still need to eat, and this opens up a whole new range of possibilities for food industry personnel. As we look for cheaper ways to feed the family this is a great time for development chefs to put their skills to good use, creating new and exciting recipes. Also for operational teams to drive business efficiencies, and commercial teams to find long-term solutions to price competitiveness.

Once the festive season is over and life returns to a semblance of normality, many food companies will be facing up to harsh business realities that will need strong and experienced managers to drive a sustainable future.

What is also interesting at this time is that Focus Management are currently working internationally across three continents - exporting British food industry talent to the rest of the world.

So I know the heading is a little corny, but my view is that there will be demand for the best; there will be opportunities and I accept that there will be casualties along the way, but we as consumers, let alone the retailers themselves, need a strong manufacturing supply base producing great cost effective products across all ranges.

In 2009 we may not buy a new television or car...but we will be buying a pizza, and a sandwich and biscuits and baked beans and drinks...and therefore we will still be recruiting the best talent.

Improve, in conjunction with IFST and DEFRA, held an event recently to establish what actions needed to be in place to ensure that there is an adequate supply of skilled food science and technologists in the UK. The afternoon session consisted of a series of workshops to identify and discuss how industry stakeholders can work closer and better together to ensure the required supply of food science and technologists in the UK.

Although the workshops identified many issues within the sector, the most common response was that both industry and education must work closer together to identify what is required to address the skills shortages. The objective of this closer working would be to become more proactive and creative about the provision and quality of courses, but to also increase the awareness and perception of the opportunities available in the sector with school children and students at all levels and stages. At the core of this outcome, is the involvement of the careers service and advisors, subject teachers and parents in understanding the opportunities and options available to FST graduates/qualified people.

After identifying the problems, the workshops focussed on possible short, medium and long-term solutions. As well as tackling educational awareness, solutions put forward included raising the profile of the industry through media events and making food factory clothing more stylish and functional. You can read full details of the findings here.

Everyone is in accord that more needs to be done to raise the profile of the food industry, but will the proposed measures be enough? What attracted you to a career in FST and how would you encourage more people to follow in your footsteps?

In the current economic climate, is this the right time to be searching for a new job? Not only is the country drawing closer to recession but a new wave of graduates has just hit the job market. So what are the prospects for those looking for a career change? The answer, at least for food scientists and technologists, is EXCELLENT!

The lack of qualified food professionals is now so critical that on 10 September there is a summit to enable food and drink manufacturers to discuss the crucial issue of the shortage of food scientists and technologists in the sector.

Food and drink sector skills council Improve has joined forces with the Institute of Food Science and Technology (IFST) and Defra, to host an employer event looking at the implications of the shortage, and discussing opportunities for collaborative action.

Research from Improve has highlighted the fact that one in four food science and technologist roles in the industry remains unfilled - a shortage of more than 2,000 qualified professionals. With fewer young people choosing to study food science, and many of those that do ultimately pursuing careers in different sectors, it is a problem that's set to worsen unless urgent action is taken.

Although recruitment in other industries may be slowing down, food is fashionable, we love it and more importantly, we need it. For those wanting to change jobs within the food industry, there may never be a better time. Why not check out the wide range of opportunities currently available on the Focus site?

As a food professional, why not share your views on this topic. We're always happy to receive your comments...

Come on, where are you all? They say that a majority of veg buyers are traders and not strategic procurement specialists. Who are 'they' and are 'they' right? There is real pressure for food retailers to source their veggies from developing countries and of course from good old Blighty which takes skill, knowledge, expertise and strategic planning. Yes, we like a skilled negotiator who doesn't shy away from challenging dialogue with suppliers. Surely though, if a French bean takes 60 days from planting to harvest in Kenya and then a further 48 hours before the likes of you and I can take if off the shelf in Sainsburys, the Buyer needs more than just a "good deal". Don't they also need to understand the challenges faced by the grower, crop programmes, seasonality, customer demand, shelf life and on and on. So, help me out here you Fresh Produce buyers and tell me about your specialist, niche and sophisticated skills. Silence isn't always golden or delicious!

I was inspired to see the great support at the 15th Annual Craft Guild of Chefs Awards, which took place at the Royal Courts of Justice recently and was proud that the "Check On" Chef Division of Focus Management was sponsoring the Development Chef category. It is truly inspirational to see so much support and pride for the industry's craft skills. It goes to show that cooking is certainly not just a job; it's a genuine passion that takes tremendous commitment and dedication and I applaud the Craft Guild of Chefs as it encourages this from entry level to senior management.

This year's winner was Tony Murphy from UK catering and support company Eurest and as head of our Check On division, which specialises in finding development chefs, I would like to send him my personal congratulations.

The Craft Guild of Chefs Awards are the chefs' 'Oscars', designed to recognise and reward the leading talent working in kitchens all across the UK.

The role of the development chef is one of the most dynamic and exciting in the whole food sector. Chefs we have placed are developing hundreds of new recipes each year for manufacturers who supply own label products for the major retailers like Tesco and Marks & Spencer.

The Craft Guild of Chefs Awards have become a major industry event with over 500 culinary professionals in attendance under one roof for a glittering ceremony which is a fixture of the food sector calendar. The nominees need not be a member of the Craft Guild, just exceptional professionals, excelling in their chosen field.

Think about the last person you hired. Did you really take the time to select an individual who was hungry and ambitious, not just for a new job but to learn about a new sector where they could build their career? Or did you quickly flick through the CVs and pick the candidate who was a close match to that of the incumbent?

Known in the trade as "pigeon-holing", this may be a quick solution that makes everyone round the interview table feel comfortable, but is it really in the interests of your business to opt for the same breed time and again? What about the fresh talent that brings new ideas, invigorates your environment, drives change and challenges the status quo.

Clearly, there have to be transferable skills and experiences for the match between client and candidate to take place. Also, if you have a position to fill in your business you want a fast, seamless transition and for the new recruit to hit the ground running.

So try challenging your normal recruitment processes. The next time you are short listing for interview, take a bold step and fill one of those slots with a different animal - you may be surprised. Who knows, they could be the one to make a difference; that breath of fresh air you need in what we expect will be demanding times. If nothing else, at least you won't have to interview pigeons all day!

With the ever-changing nature of the food industry, brought about by acquisitions, mergers and the increasing demands of the retailer there is a growing need for specialists, particularly among interim managers who are increasingly being deployed to overcome skill shortages.

Interim managers may be needed for technical audits or to write particular customer product specifications. Closures and relocations bring their own resource imbalance, as well as the usual reasons such as: maternity cover and the "interim with a view to permanent" trend (the try before you buy option!).

This can be a very lucrative way to earn a living if you do decide to make it a career choice, indeed some people think that interim managers are overpaid. However, when companies have a skill shortage and their need is immediate, getting someone with a proven track record, who can hit the ground running and bring about a solution quickly is worth every penny. A good interim manager can be a great value option.

What people need to understand is that the life of an interim manager does come at a price for the individual as well. You need to be flexible to potentially work away from home. There could be gaps between assignments and you need to be prepared to establish yourself quickly in a company. The hours could be longer than usual to fit an assignment into a given timeframe and the pressure is really on to deliver.

On the upside it broadens your experience with clients and disciplines immensely and gives you the flexibility to fit work around personal circumstances.

So, as an employer it makes good sense to have a proven interim professional who can bring a wealth of experience with no preconceived ideas or internal politics and who can focus on the demands of your business.

As a candidate, if you are fed up with the usual repetitive routines, need the stimulation of constant challenges and want to be in control of your working life, then interim management is certainly worth considering.

Potential clients often ask me the question: What should I look for in a good recruitment consultancy? Short of the tempting, if facile reply: "Look no further!" I thought it would be useful to provide a checklist of my personal views on the subject. Here goes:

1. Check out the consultancy's reputation across similar businesses and sectors - do they have strong testimonials from past and present clients and candidates?
2. How willing are they to invest in a long-term relationship with you - will they take the time to really understand your business and its recruitment needs?
3. Are they up to date on the latest trends in your market sector?
4. Are they growing and therefore able to keep up with your resourcing needs and ahead of their competitors?
5. Look at the calibre of their consultants and their specialisations across your industry sector. Also, how long have they been with the consultancy? A high turnover of consultants should sound an early alarm bell.
6. Research - do they have a dedicated research team to keep abreast of the movers and shakers in your specific sector?
7. Are they able to work to your processes and timescales? Can they deliver results on time, every time?
8. Are they up to date and in line with current recruitment laws such as the completion of required documentations, e.g. EAA forms for proof of candidate identity etc.
9. Ask what their standard operating practices are. Will they interview potential candidates face to face?
10. Do they invest in thoroughly preparing each candidate for interview? Will they prepare a role-specific short list of exact matches?

If you have answered Yes to the majority of these questions, then you are on the right path. If No, then take care as your recruitment partners are an extension of your own business out there in the market and they can both enhance or damage your reputation.

Chefs, according to a recent survey by City and Guilds, are among the happiest workers in the UK and that's not because they are earning the most it's because they have an interest in what they do. Not only does a keen interest in the work attract them to the position in the first place but interest is key to them sticking around. Sounds obvious but employers still put too much faith in the pay packet as being the only happiness factor which according to C&G comes fourth in the list of important criteria:

• 57 per cent of us have remained with our present employer as a result of a strong interest in what we do for a living
• 56 per cent stay because of good relationships with colleagues
• 48 per cent of the UK's workforce appreciates their work / life balance
• In contrast, only 44 per cent of us remain in the job as a direct result of salary

There is some good advice for employers in general in the press release from C&G but I would highlight Professor Cary Cooper's tips to introduce variety and flexibility. For me that almost defines the job of a development chef.

One of the main reasons for chefs to leave the hospitality sector is to balance their home / work life - after years of working split shifts, doing 14hr + days, struggling to find skilled staff, striving for rosettes and stars, keeping up to date with food trends and issues, most still love cooking, working with produce and ingredients. It becomes so much more than just a job. It's a lifestyle, which demands a huge amount of personal commitment. Many will not have had a Christmas at home for years; will have missed children's birthdays, school parents' evenings and wedding anniversaries. Transferring those well-developed craft skills into a new environment - New Product Development - can be a refreshing, brings new challenges and develops personal skills outside of a normal kitchen remit. It may also just be the passport to a better work-life balance. Chefs love a challenge and most raise their game and thrive. NPD keeps them close to what they love - Food - but offers new career options beyond conventional kitchens.