For a global dairy cooperative rooted in rural communities, talent acquisition is both a business imperative and a strategic challenge. In conversation with Avature Founder and CEO Dimitri Boylan at AvatureUpfront APAC, Keith Muirhead reflects on Fonterra’s decision to move from an outsourced recruitment model to full ownership. The discussion reveals how an in-house recruiting strategy has brought talent closer to the business, strengthened workforce planning and redefined the role of recruiters inside the organization.
5 key takeaways from Fonterra’s HR innovator on building an in-house recruiting strategy
- An in-house recruiting strategy creates deeper business alignment, transforming recruiters from service providers into partners.
- Owning the “front door” strengthens employer brand and data integrity, especially in candidate-driven markets.
- Technology enables scale without sacrificing humanity, automating administration while preserving connection.
- Internal mobility thrives when candidate experiences are unified, regardless of whether talent comes from inside or outside.
- Recruiter ownership and specialization reduce burnout, elevating both performance and engagement.
Ownership as a Catalyst for Transformation
For Muirhead, the decision to bring recruitment in-house wasn’t about fixing a broken model—it was about unlocking strategic potential. Under the previous RPO approach, distance gradually emerged between recruiters and the realities of the business. By contrast, Fonterra’s in-house recruiting strategy reconnected talent acquisition with workforce planning, succession conversations and long-term capability building. Recruiters are now embedded in discussions that look five to ten years ahead, balancing immediate operational needs with future skill demands.
That shift has been reinforced through technology. By investing in a flexible, data-rich platform and supporting its adoption with dedicated internal expertise, Fonterra has been able to simplify processes without losing the human touch. Feedback from hiring managers and candidates alike informs continuous improvement, while automation frees recruiters to focus on strategic work—advising, coaching and building relationships rather than managing logistics.
Internal mobility has become a natural extension of this model. With nearly half of hires now coming from within, Fonterra has placed renewed emphasis on getting to know its people better: their skills, aspirations and potential next moves. Unified experiences, better data and career coaching have helped turn internal movement into a strength rather than an afterthought. In doing so, talent acquisition has evolved from a transactional function into a long-term steward of the cooperative’s future.
Ownership of the front door, ownership of the brand, ownership of the data and the technology—all those things need to make sense.”
Keith Muirhead
General Manager of Talent Acquisition, Fonterra
Listen to the full episode to hear Keith Muirhead and Dimitri Boylan discuss how Fonterra’s in-house recruiting strategy is reshaping talent acquisition, internal mobility, and long-term workforce planning.
