supply chain council presentation 1-25-16 odw (1) · top!10!myths!...
TRANSCRIPT
Presenter: Brian Woods January 25, 2016
h#p://www.supplychainquarterly.com/topics/Strategy/20151027-‐the-‐top-‐10-‐myths-‐of-‐supply-‐chain-‐talent-‐development/
Top 10 Myths of Supply Chain Talent Development
How did WE get here? University of Tennessee Supply Chain Forum Study (62 companies)
1. Impending reKrements of a huge number of “baby boomers 2. Expansion of global SCM requirements 3. ConKnual shortage of employee skill sets 4. MisconcepKons about SCM careers 5. Lack of educaKonal outreach to HS parents/students/faculty
6. High employee turnover related to the word “LOGISTICS” 7. Who is out there?
Top 10 Myths 1. Talent development is HR’s responsibility.
• Develop a talent strategy. • Must create focused partnerships b/w HR and SCM focused employees.
2. Returns on talent development cannot be measured.
• Realize that hiring someone with criKcal knowledge of an area has financial impact.
• Establish connecKon b/w talent investments and quanKfiable returns (KPI’s).
3. The cost of invesKng in talent development is too high.
• Searching/Training cost to replace professional posiKons are usually two to four Kmes the annual salary.
• Talent acquisiKon/training should be analyzed and complete with a cost-‐benefit analysis.
Top 10 Myths
4. Talent development is primarily about teaching supply chain content.
• FuncKon specific training is short-‐sighted. Need broader educaKon opps. • Intersect training with other areas (finance, accounKng, markeKng, etc).
5. A one-‐sized-‐fits-‐all training soluKon will be effecKve.
• Generalized approaches limit ways in which SCM can create addiKonal value. • Best training is tailored to the SCM org and its mission inside the company.
6. Internal or external resources are always be#er.
• Picking one or the other is outdated in today’s rapidly changing environment. • Recognize the posiKves and negaKves of both and structure accordingly.
Top 10 Myths
7. Talent development primarily happens in a classroom.
• “Flipped” classrooms are more effecKve. AcKve discussion / hands on learning. • Best programs use “on job” training coupled with formal instrucKon.
8. Talent development will happen naturally and informally.
• “We learn something new every day” is true, but are we learning the right things?
• SCM leaders must have clear and measurable talent building strategy.
9. Talent development is less important than the “issue du jour” / soup of the day
• Too many managers task their employees to figure out today’s problems only. • Do companies want to be be#er tomorrow than they are today? If so, then talent development wins!
Top 10 Myths
10. It’s too late to start a talent development program.
• Failure to recognize and act will result negaKvely on mulKple fronts. • Its clear that companies who focus on SCM talent development are set to have sustained growth in the future.
What now? How should companies go about developing a supply chain
pipeline? -‐ Increased focus on colleges and universiKes -‐ Recent growth in academic supply chain programs -‐ Training program growth (classroom, hands-‐on, on-‐the job) -‐ Mix of home grown talent with experienced professionals
