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Does the Wine Industry Need to Rethink Job Roles Amid a Changing Landscape?

Writer's picture: Christine FifeChristine Fife

The article "It's Murky Waters for Recruiting and the Labor Market" by Katherine Martine delves into the complexities of hiring in the wine industry, highlighting a mix of experiences across wineries. As the industry navigates a post-pandemic world, labor market trends like "The Big Stay" and increased caution in hiring suggest that the old ways of staffing may no longer be effective. While the piece offers a broad view of how different wineries are responding to these labor challenges, it raises a critical question: does the wine industry, particularly in Direct-to-Consumer (DTC), need to fundamentally reconsider its typical job roles and the skills it looks for in candidates?


The Need for Flexibility in Job Roles

The wine industry, like many others, has experienced seismic shifts in the past few years. With DTC sales declining and economic uncertainties looming, wineries are finding themselves in uncharted waters. The article points out how some wineries are being forced to tighten their belts and become more cautious with hiring. Yet, this might be the perfect moment to rethink what roles are essential for success, particularly in the evolving DTC landscape.

Traditionally, winery roles have been siloed: marketing, sales, winemaking, hospitality, and so on. However, as consumer behaviors and digital technologies reshape the marketplace, wineries may need to prioritize hybrid roles or seek candidates with diverse skill sets. For instance, a DTC manager today needs more than just sales experience—they may also need to be adept at digital marketing, customer engagement, data analytics, and e-commerce, especially for boutique wineries. These roles should not be narrowly defined by traditional winery job descriptions but should instead reflect the cross-functional demands of today’s market.


Transferable Skills from Outside the Industry

Jessica Hart's observations in the article hint at another important factor: many skilled workers are leaving the wine industry for sectors like food safety or hospitality, where their skills are transferable. This raises the question: why is the wine industry losing these employees, and how can it attract new talent with these skills?

To address this, wineries need to broaden their search criteria when recruiting. Instead of looking for candidates with extensive wine-specific experience, they could seek talent from other industries where technology, consumer behavior, and service expectations are evolving rapidly. People with backgrounds in hospitality tech, digital retail, or even subscription-based business models could bring fresh perspectives to DTC roles. A winery’s ability to adapt may depend on its willingness to attract candidates who can merge wine knowledge with expertise in areas like e-commerce, data-driven marketing, and customer experience design.


Retention Through Culture and Innovation

Another key theme in the article is employee retention and its link to recruitment. While word-of-mouth hiring and employee referral bonuses remain effective strategies, they may not be enough to keep pace with the broader changes in the labor market. The wine industry’s relatively slow adaptation to new work trends, such as hybrid and remote work options, could be a barrier to attracting top talent. As the article notes, candidates are less picky about job perks, but wineries must still compete with industries that offer more modern, flexible work environments, and higher salaries.

To retain employees and make recruitment easier, wineries need to focus on creating a positive work culture, but this culture must also align with modern values—such as work-life balance, opportunities for growth, and inclusivity. Gary Mortensen of Stoller Wine Group mentions the importance of a strong company culture, and this is an area where wineries can differentiate themselves. However, the culture must evolve from being consumer-centric to employee-centric, fostering an environment where innovation, flexibility, and personal development are prioritized. When employees are happy to work for their employer, they will naturally do better in their role, ultimately giving consumers a better experience.


Preparing for the Future

Lastly, the article highlights that the labor market is in flux, and the wine industry is no exception. But rather than approaching this shift with a cautious, wait-and-see attitude, wineries should seize the opportunity to reimagine their job roles and hiring practices. Digital transformation, shifting consumer preferences, and the rise of e-commerce present a unique opportunity to bring in new talent with the skills needed to thrive in a rapidly changing market.

Wineries that continue to rely on traditional job roles and hiring criteria may find themselves left behind, struggling to keep up with consumer expectations and new market realities. Instead, forward-thinking wineries will rethink how they define roles, who they hire, and how they can cultivate a culture of innovation and flexibility to thrive in this new era. By doing so, the wine industry can better position itself for long-term success, despite the current "murky waters" of the labor market.

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