​The toughest part of any leadership role isn’t the strategy, the forecasts, or the commercial planning; it’s the people. More specifically, it’s having the right people in the right roles. In the fast-paced world of FMCG, where agility, consumer understanding, and commercial sharpness are non-negotiable, your team is the driving force behind every success.

At Signature Career Management, we’ve spent years partnering with UK FMCG businesses across sales, marketing, and eCommerce. One truth is consistent in every high-performing organisation: the best results start with hiring people who believe what you believe.

Why Belief Alignment Matters More Than a Perfect CV

When you recruit, the goal should be to hire people who share your principles, buy into your vision, and genuinely believe in the “why” behind your business. Skills can be trained. Systems can be taught. But authentic alignment with your values? That’s far harder to instill.

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If your team doesn’t truly buy into your mission, you’ll always hit a ceiling. When people are aligned, motivated, and connected to your purpose, that’s when you unlock what your business is really capable of achieving.

Great teams aren’t built accidentally. They’re built intentionally, through hiring people who share your principles, then developing, coaching, and holding them to the standards that support your vision.

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Set Your Scene - The Interview Experience Matters

Think about the best interview you’ve ever had.

Now think about the worst.

You may not remember every question that was asked, but you remember how the interviewer made you feel.

This is exactly why the interview experience you create matters. Candidates will remember:

• Did you make them feel respected?

• Did you make the conversation meaningful?

• Did they leave feeling energised or deflated?

• Did they gain clarity on your purpose, culture, and values?

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If you're trying to attract people who believe what you believe, then the interview must give them the space to see themselves in your mission.

That’s where structured, thoughtful, value-centric interviews come into play, and this is an area where we support hiring managers every day.

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How Prepared Are You Before You Walk Into the Interview?

Before assessing candidates, leaders should ask themselves:

• What preparation have I done?

• What experience am I creating?

• What questions will help me understand who this person is, not just what they’ve done?

• How am I assessing alignment with our success profile, not just capability?

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Most interviews focus heavily on skills, which are important, but not enough.

You can meet someone who has delivered an exceptional JBP, smashed their category targets, or built award-winning brand campaigns, yet still carries a poor attitude.

Skill without the right mindset is a bad hire waiting to happen.

Differential Situations: Where High & Low Performers Separate

The smartest hiring managers use differential situations during interviews. These are real scenarios where the differences between high and low performers are clear, distinct, and measurable.

Ask questions such as:

• “Describe a time when you had no authority but still had to influence the outcome.”

• “Talk me through a moment when a retailer relationship was breaking down, what did you do?”

• “Tell me about a decision you made that wasn’t popular but was necessary.”

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These situations expose:

• Initiative

• Resilience

• Ownership

• Integrity

• Emotional intelligence

• True motivations

If both high and low performers can answer a question similarly, it’s not a useful question. You already know what “good” and “not-so-good” looks like in your organisation; your interview should surface that difference.

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Are You Hiring for Attitudinal Characteristics?

Every organisation should have clear Attitudinal Characteristics, defining the behaviours, traits, and values that predict high performance.

When interviewing, ask:

• Does this person believe what we believe?

• Do their values align with how we work?

• Can they create meaningful impact?

• Will they strengthen the culture we’re building?

If the answer isn’t a confident “yes,” then it’s not the right hire, no matter how impressive the CV looks.

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And What About Your Current Team?

Before bringing in new talent, leaders must also ask the uncomfortable but necessary question:

“Do I have the right people in place today?”

You cannot afford to have individuals simply occupying roles; they must be in the right roles and contributing positively to your mission. If changes need to be made, those decisions are tough but essential. The wrong person in the wrong job can hold an entire function back.

Great leaders don’t shy away from the difficult decisions; they make them in service of the overall team’s success.

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Final Thought

Hiring the right people isn’t just a task; it’s a strategic advantage. In FMCG, where pace is high and competition fierce, the right people aren’t just contributors; they are your differentiator. If you’re ready to build teams that believe in your mission and drive meaningful impact, we’re here to help you make that happen