- The supply chain sector is facing a significant talent shortage that is exacerbated by retiring baby boomers and inadequate talent pipelines. The shortage is estimated to be a ratio of 6 to 1 or even 9 to 1 demand to supply.
- Changing job requirements are the biggest driver of the shortage, as the ideal supply chain employee now needs both technical and professional skills like leadership and analytics. Finding candidates with both skillsets is difficult for most companies.
- The shortage is also impacted by the perceived lack of career growth opportunities and low status of supply chain careers. Many companies do not view supply chain as equally important as other functions.
- To address the future shortage, companies need to focus on developing strategic skills like leadership,
Companies that clearly understand the talent available in-house and effectively gauge the talent available outside the organization will be better positioned to access and obtain the workforce they need—this is what we call the ‘Supply Chain of Talent’ framework.
To gain a better understanding of your Supply Chain of Talent, KellyOCG compiled this research report with the Human Capital Institute.
The document discusses the challenges that organizations face in attracting and retaining top talent in a dynamic business environment. It notes that the availability of skilled workers is declining globally while demand is increasing, leaving companies competing intensely for talent. The imperative for organizations is to take a strategic and customized approach to talent management focusing on components like high potential development, leadership, and performance management in order to achieve competitive advantage.
Why is talent so elusive? 36% of employers world-wide report talent shortages. As the talent shortage persists, how can HR professionals bridge the gap?
Companies must synchronize supply and demand. To do this successfully, HR must play three critical roles: the supply and demand expert, the marketer and the designer.
Find out more in ManpowerGroup's latest Talent Shortage white paper.
Final Report - Powerful Connections - How Aligning Organization Design and Co...Tri Ngo
The document summarizes findings from a 2014 research study that explored how aligning organization design and compensation can help organizations better manage talent risks. Key findings include:
- Top talent risks identified were securing needed talent, talent development gaps, and leveraging workforce data. However, less than half of respondents felt they were effectively managing these risks.
- Private and public sector organizations differed in their specific talent risk concerns but neither rated their risk mitigation efforts highly.
- Organizations that effectively leverage workforce analytics and take an integrated view of organization design and compensation were better able to manage talent risks.
Agility & Talent Mobility how to enable business strategy with modern perform...Human Capital Media
Dimension Data shifted its business strategy from a focus on hardware and infrastructure to digital services and solutions. To enable this new strategy and increase agility, Dimension Data took several steps:
1) It mapped existing jobs and established core competencies for technical employees.
2) It developed a competency framework to provide clarity on skills and careers.
3) It linked the competency framework to an online careers portal for employees to self-populate profiles and explore development opportunities.
This allowed Dimension Data to better understand and develop its workforce's skills to support the new business strategy.
The Next High-Stakes Quest - Balancing Employer and Employee Priorities by To...Elizabeth Lupfer
The document discusses the challenges that organizations face in attracting and retaining critical talent. It finds that nearly three-quarters of organizations have difficulties attracting critical-skill employees, and over half have problems retaining them. Additionally, employees are experiencing high levels of stress and pressure at work. The document advocates that organizations focus on crafting an effective employee value proposition (EVP) to balance employer and employee needs. It presents a model showing that organizations that effectively communicate their EVP, deliver on EVP promises, segment their workforce, and differentiate their EVP achieve better engagement, attraction, retention and financial outcomes.
The document discusses the challenges that organizations face in attracting and retaining critical talent globally. It finds that nearly three-quarters of organizations have difficulties attracting critical-skill employees, and over half have problems retaining them. Additionally, employees are experiencing high levels of stress and pressure. The document advocates that organizations focus on crafting an effective employee value proposition (EVP) to balance employer and employee needs. It presents a model showing that communicating, delivering, segmenting, and differentiating the EVP leads to better outcomes of engagement, attraction, retention, and financial performance. Organizations are grouped based on their progress with the EVP, with the most advanced group customizing EVPs and experiencing the best results.
The document provides a summary of the 4th Annual 2015 Global Recruiting Trends report. Some key findings include:
1) Social professional networks have become one of the top sources of quality hires, increasing 73% over the past 4 years.
2) While 75% of professionals consider themselves "passive" candidates, only 61% of companies recruit passive candidates.
3) Quality of hire is considered the most valuable metric for measuring recruiting team performance globally. It is most commonly measured through new hire performance evaluation and retention.
4) Both candidates and companies are increasing their use of mobile for recruiting activities, and this trend is expected to continue in 2015.
Companies that clearly understand the talent available in-house and effectively gauge the talent available outside the organization will be better positioned to access and obtain the workforce they need—this is what we call the ‘Supply Chain of Talent’ framework.
To gain a better understanding of your Supply Chain of Talent, KellyOCG compiled this research report with the Human Capital Institute.
The document discusses the challenges that organizations face in attracting and retaining top talent in a dynamic business environment. It notes that the availability of skilled workers is declining globally while demand is increasing, leaving companies competing intensely for talent. The imperative for organizations is to take a strategic and customized approach to talent management focusing on components like high potential development, leadership, and performance management in order to achieve competitive advantage.
Why is talent so elusive? 36% of employers world-wide report talent shortages. As the talent shortage persists, how can HR professionals bridge the gap?
Companies must synchronize supply and demand. To do this successfully, HR must play three critical roles: the supply and demand expert, the marketer and the designer.
Find out more in ManpowerGroup's latest Talent Shortage white paper.
Final Report - Powerful Connections - How Aligning Organization Design and Co...Tri Ngo
The document summarizes findings from a 2014 research study that explored how aligning organization design and compensation can help organizations better manage talent risks. Key findings include:
- Top talent risks identified were securing needed talent, talent development gaps, and leveraging workforce data. However, less than half of respondents felt they were effectively managing these risks.
- Private and public sector organizations differed in their specific talent risk concerns but neither rated their risk mitigation efforts highly.
- Organizations that effectively leverage workforce analytics and take an integrated view of organization design and compensation were better able to manage talent risks.
Agility & Talent Mobility how to enable business strategy with modern perform...Human Capital Media
Dimension Data shifted its business strategy from a focus on hardware and infrastructure to digital services and solutions. To enable this new strategy and increase agility, Dimension Data took several steps:
1) It mapped existing jobs and established core competencies for technical employees.
2) It developed a competency framework to provide clarity on skills and careers.
3) It linked the competency framework to an online careers portal for employees to self-populate profiles and explore development opportunities.
This allowed Dimension Data to better understand and develop its workforce's skills to support the new business strategy.
The Next High-Stakes Quest - Balancing Employer and Employee Priorities by To...Elizabeth Lupfer
The document discusses the challenges that organizations face in attracting and retaining critical talent. It finds that nearly three-quarters of organizations have difficulties attracting critical-skill employees, and over half have problems retaining them. Additionally, employees are experiencing high levels of stress and pressure at work. The document advocates that organizations focus on crafting an effective employee value proposition (EVP) to balance employer and employee needs. It presents a model showing that organizations that effectively communicate their EVP, deliver on EVP promises, segment their workforce, and differentiate their EVP achieve better engagement, attraction, retention and financial outcomes.
The document discusses the challenges that organizations face in attracting and retaining critical talent globally. It finds that nearly three-quarters of organizations have difficulties attracting critical-skill employees, and over half have problems retaining them. Additionally, employees are experiencing high levels of stress and pressure. The document advocates that organizations focus on crafting an effective employee value proposition (EVP) to balance employer and employee needs. It presents a model showing that communicating, delivering, segmenting, and differentiating the EVP leads to better outcomes of engagement, attraction, retention, and financial performance. Organizations are grouped based on their progress with the EVP, with the most advanced group customizing EVPs and experiencing the best results.
The document provides a summary of the 4th Annual 2015 Global Recruiting Trends report. Some key findings include:
1) Social professional networks have become one of the top sources of quality hires, increasing 73% over the past 4 years.
2) While 75% of professionals consider themselves "passive" candidates, only 61% of companies recruit passive candidates.
3) Quality of hire is considered the most valuable metric for measuring recruiting team performance globally. It is most commonly measured through new hire performance evaluation and retention.
4) Both candidates and companies are increasing their use of mobile for recruiting activities, and this trend is expected to continue in 2015.
This report is for managers, human resourcing and owners of technology companies, or those responsible for a technology department. The purpose of the report is to highlight ways of retaining technical talent.
Forget the stereotypes you may have heard about millennials:
Focus, purpose and commitment are the hallmarks of this critical segment.
A paper by APICS, APQC and Supply Chain Management Review
of the supply chain workforce
IT talent is in high demand but short supply, making recruitment and retention a challenge. While most companies have not increased salaries to keep pace with the market, those that offer higher pay see benefits like reduced turnover rates and fewer open positions. One example showed a company that increased salaries by 10% experienced $800,000 in annual cost savings from lower turnover and vacancies compared to a company that did not raise pay.
Unlocking Value - Embrace Governance, Risk, and Compliance PracticesKelly Services
As more and more direct business effort must be expended toward relationships with customers, as companies feel comfortable with the reach of technology and their need to manage more amounts of highly specific data, and as more companies struggle to satisfy the career and lifestyle priorities of workers, they have warmed to the idea of outsourcing mission-critical functions.
For market leaders who are obsessed with building more company value, outsourcing has actually become a key business strategy.
Addressing the Top IT Hiring Challenges | WhitepaperACTIVE Network
This document discusses the challenges facing IT hiring managers. It outlines 7 primary challenges: 1) finding candidates with required hard and soft skills due to lack of training opportunities; 2) convincing employed candidates to change jobs; 3) complexities of using social media for recruiting; 4) decreasing effectiveness of online job boards; 5) inefficient hiring processes that can last over 2 months; 6) misaligned salary expectations as candidates demand higher pay; and 7) hiring managers having insufficient time for recruiting. The document provides details on each challenge and cites research supporting the increasing difficulties in IT hiring.
Engaging Your High Potentials: Retain Your Key Talent through Career DevelopmentThe HR Observer
• Revamping your succession planning and career development programmes to engage your HiPos
• Getting HiPo motivation right - which opportunities really engage high potentials and which act to demotivate?
• Taking the generational factor into account: strategies for assessing and engaging with your Gen Y and Millennial HiPos
David Jones, Managing Director, The Talent Enterprise
Radhika Punshi, Consulting Director, The Talent Enterprise
Let the Innovators Innovate - How rethinking the engineering support model ca...Kelly Services
The document discusses how engineering firms can achieve sustainable product innovation through rethinking their workforce models. It argues that companies must embrace innovation to survive in today's competitive global market. However, many organizations face barriers to innovation such as risk aversion, low trust cultures, and a lack of focus on implementation. Additionally, engineering talent is often not utilized effectively as engineers are asked to manage products after launch rather than focusing on new ideas. The document suggests that for innovation to truly succeed, organizational leaders must make it a top priority through establishing formal programs, cultivating a culture of collaboration and creativity, and ensuring engineers can focus on innovation throughout the development process.
It’s time for HR to step up – to introduce and
lead the enterprise to the value of talent
management. It’s time for HR to revolutionize its role.
This e-book is explaining how HR needs to work in the future.
The document discusses innovative strategies for sourcing talent. It describes challenges in finding qualified candidates due to skills shortages. It then provides examples of sourcing strategies like gamification of recruitment by adding competitive elements, engaging with candidates in educational settings, demonstrating interest in candidates' hobbies, being transparent in employer reviews, and attending industry events to find candidates in their element.
1. Hiring in India remains healthy as over 50% saw increased hiring volumes in 2012 and budgets trended similarly.
2. Competition for talent is intense as competition and compensation were the top obstacles. Respondents were most concerned about competitors improving employer branding and talent pipelines.
3. Passive talent sourcing and pipelining remain important strategies, with 65% focusing on passive talent and 87% engaged in pipelining.
This document summarizes research conducted by SCM World to identify the top 15 universities for supply chain talent. Michigan State University ranked as the #1 supply chain program based on a survey of 528 supply chain executives. The top 15 universities are largely consistent with previous years, though Michigan and Tennessee are rising programs to watch. Interviews with students at top universities found they value holistic, strategic supply chain education and hands-on learning opportunities like company-sponsored theses.
This document summarizes the key findings of a survey of nearly 4,500 job seekers in 5 countries conducted by ManpowerGroup Solutions. Some of the main trends found include:
- Candidates see "type of work" as equally or more important than compensation when making career decisions.
- Candidates increasingly do their own online research and apply directly instead of relying solely on recruiters.
- Company brand reputation is important, especially for younger candidates.
- Over 1/3 of candidates see themselves as "continuous candidates" who are always looking for next opportunities.
Why Talent Optimisation Must Be Your 2025 Imperative (Mark McKormack at Fuel5...Executive Leaders Network
Delivered at the Executive Leaders Network and Workplace X HR Leaders Event on Thursday 10th November 2022.
"Organisational resilience and workforce optimisation are now strategic imperatives in our new post-pandemic recession era. The world of work is being defined by talent shortages and the skills gaps crisis, with Reskilling, Recruiting and Retention now trending as the global HR challenges today. 80% of companies looking to future-proof their organisation need to understand their workforce better and tap into the fast-growing talent marketplace (SHRM). Join us as we enter the era of Talent Optimisation, where talents and skills will be your differentiator."
Retail's New Imperative: Supply Chain Optimization as a Growth StrategyJDA Software
At the inflection point of retail's evolution, how are visionary CEOs from around the world preparing to manage and grow their enterprises in an increasingly complex omni-channel world? To better understand their viewpoints, JDA Software recently commissioned PwC and Forbes to conduct a global retail CEO survey.
The resulting report by Forbes Insights: Retail's New Imperative: Supply Chain Optimization as a Growth Strategy, revealed that supply chain has become a mission-critical area for these CEOs to get ahead of market disruptions, adapt to the changing retail environment and establish a new foundation for growth. Download the full report.
This document summarizes the key findings of a 2015 global recruiting trends report. It finds that:
1) Hiring volumes and budgets are increasing for the first time in four years, putting pressure on recruiters to scale operations and do more with less.
2) Sourcing highly skilled talent and improving quality of hire are the top priorities for recruiters globally. Small companies prioritize these more than large companies.
3) Competition and compensation are the biggest obstacles to attracting top talent. Employer brand and retention are the top competitive threats globally.
The document discusses key trends in global recruiting for 2015 based on a survey of over 4,000 talent acquisition leaders in 31 countries. Three top trends are identified: 1) Social professional networks continue rising as a top source of quality hires. 2) Talent brand promotion grows on social media and online networks. 3) Quality of hire is the most valuable metric for measuring recruiting team performance. Sourcing highly skilled talent and improving quality of hire are the top priorities for both small and large companies. Competition and compensation remain the biggest obstacles to attracting top talent.
This document discusses key trends in global recruiting for 2015 based on a survey of over 4,000 talent acquisition leaders in 31 countries. The top trends are:
1) Social professional networks have risen significantly over the past 4 years to become a top source for quality hires.
2) While internet job boards still produce the highest quantity of hires, quality of hire is considered the most valuable metric for measuring recruiting team performance.
3) Both passive candidate recruiting and using social media/online networks to promote employer brand are growing trends, with over 60% of companies now focusing on passive talent and these channels becoming top ways to spread talent brand.
This document discusses attracting and retaining top talent. It makes several key points:
- Superior talent is much more productive, sometimes up to 800% more, than average performers. Having top talent can allow companies to achieve goals much faster than competitors.
- Top talent is scarce, and the "war for talent" will continue as baby boomers retire and skills demands increase. Most companies are not good at attracting and keeping top talent.
- To succeed, companies need to focus on attracting and retaining the 5% of roles that create most of the value. They must have an attractive employee value proposition that is distinctive, targeted, and matches reality.
- Technology like algorithms and data analytics will
This document discusses emerging trends in talent management based on a survey of employers and employees. Key findings include:
- Organizations have not adapted talent strategies for a multigenerational workforce, despite this being a top mistake cited.
- Employers and employees are out of step on what strategies work best for different generations. Flexible work is highly valued by all generations but underestimated by employers.
- There is growing demand for organizations that provide purpose beyond profits, reward performance, and foster collaboration and career growth.
- Data analytics and flexible working arrangements are increasingly important but bring challenges around productivity and employee awareness of policies. Cultural considerations and Indigenous inclusion also require more focus.
Talent: The Future Supply Chain's Missing Link - 13 AUG 2013Lora Cecere
Executive Overview
No supply chain leader will debate the importance of supply chain talent; they know that it is critical. Yet, we find that most companies are unaware of the current state and the criticality of immediate supply chain talent issues.
It is the dawn of a new era. Much to their chagrin, when companies go to the market to recruit, they are finding that the competition for supply chain talent has never been tougher. They simply are not able to find supply chain talent to backfill critical jobs.
In our study, we find five high-level findings that should be “stay awake issues” for the supply chain leader.
1. Opportunity for Improvement. In this study, more companies rate themselves as worse than their peer group in managing supply chain talent. The ratio is 2:1. In the study, when companies were asked to self-assess their capabilities to manage supply chain talent, 17% self-rated that they perform better than their peer group while 34% reported that they do worse than their peers.
2. High Turnover. There is currently a 15% turnover of supply chain employees. We believe it is increasing. In the study, 46% of companies attempt to hire from within the company and 17% fill roles primarily through recruiting talent from other companies.
3. Shortage of Talent. It is not easy to fill an open position in the open market for supply chain management due to current dynamics of demand and supply. The pain is more critical. The average company in the study has four positions open for five months. The most difficult positions to fill are in the areas of planning that require both a technical mastery of technology and an organizational understanding of the business drivers.
4. Stiff Competition for College Graduates. Today, there is a 6:1 demand to supply ratio for new college graduates in the supply chain field. Competition is intense and there is a lot of effort to attract the best and brightest.
5. Working on the Right Stuff? The current focus is on recruiting college graduates and high-performing talent. Less attention is being given to middle management where the shortage is the highest (see figure 2). Only 23% of companies responding to the study have a planned cross-functional training program for existing employees. This study points out the need for cross-functional skill development for mid-management supply chain leaders.
Latina 6 novembre 2013. Abe Eshkenazi, CEO di APICS, la piu' grande associazione al mondo nell'area Operations e Supply Chain Management si è unito a Daniele Meldolesi e Anne Simone Pfister, Partner della scuola Advance, per consegnare il "Supply Chain Award 2013 for APICS training" a 5 importanti multinazionali del territorio: Janssen Cilag, Pfizer, AbbVie, Johnson&Johnson e Haupt Pharma.
The document provides a summary of the 4th Annual 2015 Global Recruiting Trends report. Some key findings include:
1) Social professional networks have become one of the top sources of quality hires, increasing 73% over the past 4 years.
2) While 75% of professionals consider themselves "passive" candidates, only 61% of companies recruit passive candidates.
3) Quality of hire is considered the most valuable metric for measuring recruiting team performance globally. It is most commonly measured through new hire performance evaluation and retention.
4) Both candidates and companies are increasing their use of mobile for recruiting activities, and this trend is expected to continue in 2015.
This report is for managers, human resourcing and owners of technology companies, or those responsible for a technology department. The purpose of the report is to highlight ways of retaining technical talent.
Forget the stereotypes you may have heard about millennials:
Focus, purpose and commitment are the hallmarks of this critical segment.
A paper by APICS, APQC and Supply Chain Management Review
of the supply chain workforce
IT talent is in high demand but short supply, making recruitment and retention a challenge. While most companies have not increased salaries to keep pace with the market, those that offer higher pay see benefits like reduced turnover rates and fewer open positions. One example showed a company that increased salaries by 10% experienced $800,000 in annual cost savings from lower turnover and vacancies compared to a company that did not raise pay.
Unlocking Value - Embrace Governance, Risk, and Compliance PracticesKelly Services
As more and more direct business effort must be expended toward relationships with customers, as companies feel comfortable with the reach of technology and their need to manage more amounts of highly specific data, and as more companies struggle to satisfy the career and lifestyle priorities of workers, they have warmed to the idea of outsourcing mission-critical functions.
For market leaders who are obsessed with building more company value, outsourcing has actually become a key business strategy.
Addressing the Top IT Hiring Challenges | WhitepaperACTIVE Network
This document discusses the challenges facing IT hiring managers. It outlines 7 primary challenges: 1) finding candidates with required hard and soft skills due to lack of training opportunities; 2) convincing employed candidates to change jobs; 3) complexities of using social media for recruiting; 4) decreasing effectiveness of online job boards; 5) inefficient hiring processes that can last over 2 months; 6) misaligned salary expectations as candidates demand higher pay; and 7) hiring managers having insufficient time for recruiting. The document provides details on each challenge and cites research supporting the increasing difficulties in IT hiring.
Engaging Your High Potentials: Retain Your Key Talent through Career DevelopmentThe HR Observer
• Revamping your succession planning and career development programmes to engage your HiPos
• Getting HiPo motivation right - which opportunities really engage high potentials and which act to demotivate?
• Taking the generational factor into account: strategies for assessing and engaging with your Gen Y and Millennial HiPos
David Jones, Managing Director, The Talent Enterprise
Radhika Punshi, Consulting Director, The Talent Enterprise
Let the Innovators Innovate - How rethinking the engineering support model ca...Kelly Services
The document discusses how engineering firms can achieve sustainable product innovation through rethinking their workforce models. It argues that companies must embrace innovation to survive in today's competitive global market. However, many organizations face barriers to innovation such as risk aversion, low trust cultures, and a lack of focus on implementation. Additionally, engineering talent is often not utilized effectively as engineers are asked to manage products after launch rather than focusing on new ideas. The document suggests that for innovation to truly succeed, organizational leaders must make it a top priority through establishing formal programs, cultivating a culture of collaboration and creativity, and ensuring engineers can focus on innovation throughout the development process.
It’s time for HR to step up – to introduce and
lead the enterprise to the value of talent
management. It’s time for HR to revolutionize its role.
This e-book is explaining how HR needs to work in the future.
The document discusses innovative strategies for sourcing talent. It describes challenges in finding qualified candidates due to skills shortages. It then provides examples of sourcing strategies like gamification of recruitment by adding competitive elements, engaging with candidates in educational settings, demonstrating interest in candidates' hobbies, being transparent in employer reviews, and attending industry events to find candidates in their element.
1. Hiring in India remains healthy as over 50% saw increased hiring volumes in 2012 and budgets trended similarly.
2. Competition for talent is intense as competition and compensation were the top obstacles. Respondents were most concerned about competitors improving employer branding and talent pipelines.
3. Passive talent sourcing and pipelining remain important strategies, with 65% focusing on passive talent and 87% engaged in pipelining.
This document summarizes research conducted by SCM World to identify the top 15 universities for supply chain talent. Michigan State University ranked as the #1 supply chain program based on a survey of 528 supply chain executives. The top 15 universities are largely consistent with previous years, though Michigan and Tennessee are rising programs to watch. Interviews with students at top universities found they value holistic, strategic supply chain education and hands-on learning opportunities like company-sponsored theses.
This document summarizes the key findings of a survey of nearly 4,500 job seekers in 5 countries conducted by ManpowerGroup Solutions. Some of the main trends found include:
- Candidates see "type of work" as equally or more important than compensation when making career decisions.
- Candidates increasingly do their own online research and apply directly instead of relying solely on recruiters.
- Company brand reputation is important, especially for younger candidates.
- Over 1/3 of candidates see themselves as "continuous candidates" who are always looking for next opportunities.
Why Talent Optimisation Must Be Your 2025 Imperative (Mark McKormack at Fuel5...Executive Leaders Network
Delivered at the Executive Leaders Network and Workplace X HR Leaders Event on Thursday 10th November 2022.
"Organisational resilience and workforce optimisation are now strategic imperatives in our new post-pandemic recession era. The world of work is being defined by talent shortages and the skills gaps crisis, with Reskilling, Recruiting and Retention now trending as the global HR challenges today. 80% of companies looking to future-proof their organisation need to understand their workforce better and tap into the fast-growing talent marketplace (SHRM). Join us as we enter the era of Talent Optimisation, where talents and skills will be your differentiator."
Retail's New Imperative: Supply Chain Optimization as a Growth StrategyJDA Software
At the inflection point of retail's evolution, how are visionary CEOs from around the world preparing to manage and grow their enterprises in an increasingly complex omni-channel world? To better understand their viewpoints, JDA Software recently commissioned PwC and Forbes to conduct a global retail CEO survey.
The resulting report by Forbes Insights: Retail's New Imperative: Supply Chain Optimization as a Growth Strategy, revealed that supply chain has become a mission-critical area for these CEOs to get ahead of market disruptions, adapt to the changing retail environment and establish a new foundation for growth. Download the full report.
This document summarizes the key findings of a 2015 global recruiting trends report. It finds that:
1) Hiring volumes and budgets are increasing for the first time in four years, putting pressure on recruiters to scale operations and do more with less.
2) Sourcing highly skilled talent and improving quality of hire are the top priorities for recruiters globally. Small companies prioritize these more than large companies.
3) Competition and compensation are the biggest obstacles to attracting top talent. Employer brand and retention are the top competitive threats globally.
The document discusses key trends in global recruiting for 2015 based on a survey of over 4,000 talent acquisition leaders in 31 countries. Three top trends are identified: 1) Social professional networks continue rising as a top source of quality hires. 2) Talent brand promotion grows on social media and online networks. 3) Quality of hire is the most valuable metric for measuring recruiting team performance. Sourcing highly skilled talent and improving quality of hire are the top priorities for both small and large companies. Competition and compensation remain the biggest obstacles to attracting top talent.
This document discusses key trends in global recruiting for 2015 based on a survey of over 4,000 talent acquisition leaders in 31 countries. The top trends are:
1) Social professional networks have risen significantly over the past 4 years to become a top source for quality hires.
2) While internet job boards still produce the highest quantity of hires, quality of hire is considered the most valuable metric for measuring recruiting team performance.
3) Both passive candidate recruiting and using social media/online networks to promote employer brand are growing trends, with over 60% of companies now focusing on passive talent and these channels becoming top ways to spread talent brand.
This document discusses attracting and retaining top talent. It makes several key points:
- Superior talent is much more productive, sometimes up to 800% more, than average performers. Having top talent can allow companies to achieve goals much faster than competitors.
- Top talent is scarce, and the "war for talent" will continue as baby boomers retire and skills demands increase. Most companies are not good at attracting and keeping top talent.
- To succeed, companies need to focus on attracting and retaining the 5% of roles that create most of the value. They must have an attractive employee value proposition that is distinctive, targeted, and matches reality.
- Technology like algorithms and data analytics will
This document discusses emerging trends in talent management based on a survey of employers and employees. Key findings include:
- Organizations have not adapted talent strategies for a multigenerational workforce, despite this being a top mistake cited.
- Employers and employees are out of step on what strategies work best for different generations. Flexible work is highly valued by all generations but underestimated by employers.
- There is growing demand for organizations that provide purpose beyond profits, reward performance, and foster collaboration and career growth.
- Data analytics and flexible working arrangements are increasingly important but bring challenges around productivity and employee awareness of policies. Cultural considerations and Indigenous inclusion also require more focus.
Talent: The Future Supply Chain's Missing Link - 13 AUG 2013Lora Cecere
Executive Overview
No supply chain leader will debate the importance of supply chain talent; they know that it is critical. Yet, we find that most companies are unaware of the current state and the criticality of immediate supply chain talent issues.
It is the dawn of a new era. Much to their chagrin, when companies go to the market to recruit, they are finding that the competition for supply chain talent has never been tougher. They simply are not able to find supply chain talent to backfill critical jobs.
In our study, we find five high-level findings that should be “stay awake issues” for the supply chain leader.
1. Opportunity for Improvement. In this study, more companies rate themselves as worse than their peer group in managing supply chain talent. The ratio is 2:1. In the study, when companies were asked to self-assess their capabilities to manage supply chain talent, 17% self-rated that they perform better than their peer group while 34% reported that they do worse than their peers.
2. High Turnover. There is currently a 15% turnover of supply chain employees. We believe it is increasing. In the study, 46% of companies attempt to hire from within the company and 17% fill roles primarily through recruiting talent from other companies.
3. Shortage of Talent. It is not easy to fill an open position in the open market for supply chain management due to current dynamics of demand and supply. The pain is more critical. The average company in the study has four positions open for five months. The most difficult positions to fill are in the areas of planning that require both a technical mastery of technology and an organizational understanding of the business drivers.
4. Stiff Competition for College Graduates. Today, there is a 6:1 demand to supply ratio for new college graduates in the supply chain field. Competition is intense and there is a lot of effort to attract the best and brightest.
5. Working on the Right Stuff? The current focus is on recruiting college graduates and high-performing talent. Less attention is being given to middle management where the shortage is the highest (see figure 2). Only 23% of companies responding to the study have a planned cross-functional training program for existing employees. This study points out the need for cross-functional skill development for mid-management supply chain leaders.
Latina 6 novembre 2013. Abe Eshkenazi, CEO di APICS, la piu' grande associazione al mondo nell'area Operations e Supply Chain Management si è unito a Daniele Meldolesi e Anne Simone Pfister, Partner della scuola Advance, per consegnare il "Supply Chain Award 2013 for APICS training" a 5 importanti multinazionali del territorio: Janssen Cilag, Pfizer, AbbVie, Johnson&Johnson e Haupt Pharma.
The document provides a summary of the 4th Annual 2015 Global Recruiting Trends report. Some key findings include:
1) Social professional networks have become one of the top sources of quality hires, increasing 73% over the past 4 years.
2) While 75% of professionals consider themselves "passive" candidates, only 61% of companies recruit passive candidates.
3) Quality of hire is considered the most valuable metric for measuring recruiting team performance globally. It is most commonly measured through new hire performance evaluation and retention.
4) Both candidates and companies are increasing their use of mobile for recruiting activities, and this trend is expected to continue in 2015.
The document summarizes key findings from a survey of over 4,000 talent acquisition leaders in 31 countries regarding global recruiting trends for 2015. Some of the main findings include:
1) Social professional networks have risen significantly as a top source of quality hires over the past 4 years, increasing by 73%. Competition and compensation remain the biggest obstacles to attracting top talent.
2) While internet job boards remain the top source of quantity of hires, social networks are becoming increasingly important for sourcing in some countries like Canada, US, Brazil, Spain and Mexico.
3) Sourcing highly skilled talent and improving quality of hire are the top priorities for recruiting leaders globally but small companies place more importance on
The document provides a summary of the 4th Annual 2015 Global Recruiting Trends report. Some key findings include:
1) Social professional networks have become one of the top sources of quality hires, increasing 73% over the past 4 years.
2) While 75% of professionals consider themselves "passive" candidates, only 61% of companies recruit passive candidates.
3) Quality of hire is considered the most valuable metric for measuring recruiting team performance globally. It is most commonly measured through new hire performance evaluation and retention.
4) Both candidates and companies are increasing their use of mobile for recruiting activities, and mobile optimization will continue to be important.
The document summarizes key findings from a survey of over 4,000 talent acquisition leaders in 31 countries regarding global recruiting trends for 2015. Some of the main findings include:
1) Social professional networks have risen significantly as a top source of quality hires over the past 4 years, increasing by 73%. Internet job boards remain the top source for quantity of hires.
2) Competition and compensation are the biggest obstacles to attracting top talent. Employer brand and retention are the biggest competitive threats seen by leaders.
3) Sourcing highly skilled talent and improving quality of hire are the top priorities, though small and large companies differ slightly in their focus areas.
The document provides a summary of the 4th Annual 2015 Global Recruiting Trends report. Some key findings include:
1) Social professional networks have become one of the top sources of quality hires, increasing 73% over the past 4 years.
2) While 75% of professionals consider themselves "passive" candidates, only 61% of companies recruit passive candidates.
3) Quality of hire is considered the most valuable metric for measuring recruiting team performance globally. It is most commonly measured through new hire performance evaluation and retention.
4) Both candidates and companies are increasing their use of mobile for recruiting activities, and mobile optimization will continue to be important in 2015.
The document provides a summary of the 4th Annual 2015 Global Recruiting Trends report. Some key findings include:
1) Social professional networks have become one of the top sources of quality hires, increasing 73% over the past 4 years.
2) While 75% of professionals consider themselves "passive" candidates, only 61% of companies recruit passive candidates.
3) Quality of hire is considered the most valuable metric for measuring recruiting team performance globally. It is most commonly measured through new hire performance evaluation and retention.
4) Both candidates and companies are increasing their use of mobile for recruiting activities, and mobile optimization will continue to be important.
Recruiting Trends Global Linkedin - 2015Ajumal Khan
The document provides a summary of the 4th Annual 2015 Global Recruiting Trends report. Some key findings include:
1) Social professional networks have become one of the top sources of quality hires, increasing 73% over the past 4 years.
2) While 75% of professionals consider themselves "passive" candidates, only 61% of companies recruit passive candidates.
3) Quality of hire is considered the most valuable metric for measuring recruiting team performance globally. It is most commonly measured through new hire performance evaluation and retention.
4) Both candidates and companies are increasing their use of mobile for recruiting activities, and mobile optimization will continue to be important.
The document provides a summary of key findings from a 2015 global recruiting trends survey of over 4,000 talent acquisition leaders in 31 countries. Some of the main findings include:
1) Social professional networks have become one of the top sources of quality hires, increasing 73% over the past 4 years.
2) While 75% of professionals consider themselves "passive" candidates, only 61% of companies recruit passive candidates.
3) Quality of hire is considered the most valuable metric for measuring recruiting team performance globally. It is typically measured by new hire performance, retention, and hiring manager satisfaction.
4) Both candidates and companies are increasing their use of mobile for recruiting activities like job searching and optimizing career sites for
The document summarizes key findings from a survey of over 4,000 talent acquisition leaders in 31 countries regarding global recruiting trends for 2015. Some of the main findings include:
1) Social professional networks have risen significantly as a top source of quality hires over the past 4 years, increasing by 73%. Internet job boards remain the top source for quantity of hires.
2) Competition and compensation are the biggest obstacles to attracting top talent. Employer brand and retention are the biggest competitive threats seen by leaders.
3) Sourcing highly skilled talent and improving quality of hire are the top priorities for recruiting organizations, though small and large companies differ slightly in their focus areas.
The skills gap exists due to several converging factors:
- The changing nature of work and pace of innovation require continuous reskilling and upskilling of workers. Jobs are becoming more technologically advanced and specialized.
- The knowledge economy demands higher levels of STEM skills that are lacking in many current and potential workers. Digital skills are increasingly necessary across many industries.
- Rapid changes in business strategies, markets, and technologies outpace the abilities of many organizations to reskill their existing workforces or find new talent with the needed skills.
- Multiple generations now coexist in the workforce with different skills, and retiring baby boomers will take decades of experience and knowledge with them unless it is properly transferred.
The document summarizes research from a whitepaper by Badenoch & Clark on barriers to career progression toward senior leadership. It finds that many professionals lack adequate support from their employers to develop leadership experience and advance. In particular, those aged 34-49 feel frustrated by the lack of opportunities, and women believe men have greater access to support structures. While large companies offer some programs, leadership experience is widely seen as both most essential for senior roles but also a chief limitation. Overall, the research suggests employers could do more to foster future leaders through clear career paths, training, mentoring, and tailored support at all stages of employees' careers.
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2. DHL Research Brief: The Supply Chain Talent Shortage2
The supply chain sector is facing a talent shortage that is quickly escalating from
a gap to a potential crisis. The U.S. Bureau of Labor Statistics reports that jobs in
logistics are estimated to grow by 26 percent between 2010 and 2020 while one
global study estimates that demand for supply chain professionals exceeds
supply by a ratio of six to one.1
Others put those numbers even higher. “For every graduate with supply chain
skills there are six holes to be filled, and it could be as high as nine to one in the
future,” warns Jake Barr, CEO of BlueWorld Supply Chain Consulting. The
situation is exacerbated by the exodus of baby boomers from the workforce.
Some studies assert that 25 to 33 percent of the current supply chain workforce
is at or beyond retirement age, and the backfill pipeline is inadequate to satisfy
replenishment demand.
Leading companies understand they must act to resolve this situation, or face
the effects of having the wrong kind of talent to run their supply chains. The
potential consequences are worrying – in some industries the talent gap could
threaten the ability of companies to compete on the global stage.
So, what are organizations doing to address the problem? To find out, DHL
Supply Chain surveyed over 350 supply chain and operations professionals in the
five major regions of the world. This report summarizes the key findings.
1 Christopher Craighead and Kusumal Ruamsook, “A Supply Chain Talent Perfect Storm?” Supply Chain Management Review, 2014.
THE SUPPLY CHAIN TALENT SHORTAGE:
FROM GAP TO CRISIS
By Lisa Harrington, president, lharrington group LLC and
senior research fellow, Robert H. Smith School of Business,
University of Maryland.
“For every graduate with supply
chain skills there are six holes to be
filled, and it could be as high as
nine to one in the future”
Jake Barr, CEO
BlueWorld Supply Chain Consulting
3. DHL Research Brief: The Supply Chain Talent Shortage3
SURVEY RESULTS:
HIGH-LEVEL TAKEAWAYS
nn The factor with the greatest impact on the
talent shortage is changing job
requirements.
nn Today, the ideal employee has both tactical/
operational expertise and professional
competencies such as analytical skills. Fifty-
eight percent of companies say this
combination is hard to find. But
tomorrow’s talent must also excel at
leadership, strategic thinking, innovation
and high-level analytic capabilities.
nn Nearly 70 percent of survey respondents list
“perceived lack of opportunity for career
growth” and “perceived status of supply
chain as a profession” as having a high or
very high impact on their ability to find,
attract and retain talent.
nn Only 25 percent of the survey participants
say their company views supply chain as
equally important as other disciplines. In
contrast, 40 percent see supply chain
talent’s value in a situational context – i.e.,
either a commodity or corporate asset,
depending on the level and position.
nn Leading companies are working on the
shortage problem. They are taking steps to
create more robust talent pipelines, and
develop their supply chain workforce –
through clear career pathing, education,
cultural adaptation, talent development
partnerships and other means.
nn One third of companies surveyed have
taken no steps to create or feed their
future talent pipeline.
4. DHL Research Brief: The Supply Chain Talent Shortage4
HIGH
DEMAND
IS NOT
THE MAIN
REASON
FOR THE
SHORTAGE
5. DHL Research Brief: The Supply Chain Talent Shortage5
SURVEY RESULTS:
A CLOSER LOOK
Causes and effects
Without question, the overall demand for supply chain talent is driving a global
shortage. Sixty-seven percent of respondents to the DHL survey cited this as a
high or very high factor.
But, high demand is not the main reason for the shortage.
According to the responses, changing job requirements is the biggest single
driver behind the shortage. Eighty-six percent of respondents ranked this factor
at either a four or five – high or very high – in terms of its effect on companies’
ability to find the right talent.
It is relatively easy to find people who are technically fit for jobs – only 10 percent
of survey participants say they have a problem in this area. Finding talent with
solid professional competencies is a bit tougher – 27 percent indicate difficulty.
But the real challenge today comes when organizations try to find talent with
both sets of attributes. Here, 58 percent report having had trouble.
In terms of experience level, entry level people are easy to attract and hire.
Middle management is harder to find – 46 percent of respondents indicate a
high level of difficulty. But executive level beats both, with 73 percent ranking
this category a five – most difficult.
HOW EASY OR DIFFICULT IS IT TO ACQUIRE TALENT WITH THESE SKILLSETS?
0%
20%
10%
40%
30%
60%
50%
0.59
4.45
0.89
1 – Easy
5.35
19.29
3.86
2
20.18
35.91
10.68
3
46.29
29.67
26.41
4
27.30
10.09
57.86
5 – Difficult
0.30
0.30
0.59
N/A
Talent with both sets
of competencies
Professional compe-
tencies (leadership
skills, analytical
thinking, innovation)
Technical/operational
competencies
6. DHL Research Brief: The Supply Chain Talent Shortage6
A related survey question asked what variables impact organizations’ supply
chain talent sourcing and retention. Interestingly, the top scoring elements on
this question all revolved around supply chain’s image as a career.
The industry has known for years that it has an image problem. The widespread
perception, especially in emerging markets, is this: Supply chain is not as “good”
a career as one in finance, operations, manufacturing, product development,
marketing or sales. While the industry has worked hard to change this
perception, judging by the DHL survey results, it still has a way to go.
Nearly 70 percent of respondents list “perceived lack of opportunity for career
growth” and “perceived status of supply chain as a profession” as having a high or
very high impact on their supply chain talent management endeavors. In a related
finding, 59 percent of survey participants report having difficulty retaining talent.
Companies themselves may be part of the problem. Only 25 percent of the
participants say their company views supply chain as equally important as other
disciplines. In contrast, 40 percent see supply chain talent’s value in a situational
context – i.e., either a commodity or corporate asset, depending on the level
and position.
Another issue that may affect acquisition and retention is that organizations
appear to struggle with integrating “old” and “new” ways of working. Sixty-
two percent of survey participants report “culture clashes” around such issues as
how talent wants or expects to work, what kind of environment employees are
willing to work in, and how they expect to be managed.
WHICH STATEMENT BEST CHARACTERIZES YOUR COMPANY’S PERCEPTION
OF SUPPLY CHAIN TALENT?
Other 2.1%
Supply chain talent is equally important as other
disciplines – e.g., manufacturing, sales, finance
25.0%
Supply chain talent is a strategic corporate asset 12.9%
Supply chain talent is both an operational
commodity and a strategic corporate asset,
depending on the level and position
39.7%
Supply chain talent is an operational commodity 20.0%
30 4010 200
7. DHL Research Brief: The Supply Chain Talent Shortage7
Finally, despite dire headlines about the lack of a talent pipeline to backfill for
the baby boomer retirement bubble, only 37 percent of the DHL survey pool
rated an “aging workforce” as having a high or very high impact on their
organization’s talent management environment.
Skills and strategies for tomorrow
Looking to the future, what skills will be required for the supply chain
professional of 2020? Interestingly, compared to the competencies valued highly
today, future requirements look very different. The primary emphasis broadens
to include more strategic abilities. When asked to rank the most important skills
a supply chain manager of the future must have, the top three responses were:
1. Leadership
2. Strategic and critical thinking
3. Problem-solving skills, creativity and imagination
How confident are companies that they will have the right logistics talent,
technical and strategic competencies to meet their strategic objectives in 2020?
Forty-one percent of respondents are moderately certain they are prepared for
this issue, but only four percent are extremely confident.
PLEASE RANK THE SKILLS YOUR SUPPLY CHAIN MANAGER OF THE FUTURE (BY 2020) MUST HAVE
1 – Highest 2
Technical,
analytic skills 8.20% 11.80% 11.80% 20.98% 22.95% 24.26%
People development/
mentoring/coaching skills 9.51% 20.98% 21.64% 18.69% 15.74% 13.44%
Problem solving skills,
creativity and imagination 15.08% 17.05% 23.61% 18.69% 14.75% 10.82%
Operational
expertise 16.39% 11.15% 11.80% 14.43% 19.43% 26.89%
Strategic/critical
thinking 21.31% 20.33% 18.69% 16.07% 10.49% 13.11%
Leadership and strategic
management skills 29.51% 18.69% 12.46% 11.15% 16.72% 11.48%
3 4 5 6 – Lowest
8. DHL Research Brief: The Supply Chain Talent Shortage8
What talent-related steps are businesses taking to ensure their 2020 supply
chain? Here, the survey suggests both good and bad news. The good news is
that nearly 50 percent of respondent organizations have recognized that
logistics and the supply chain are strategic assets, although only one third of
them are organizationally aligned along a clear talent roadmap.
The bad news is that 32 percent of the companies surveyed “have not taken any
steps to create or feed their supply chain talent pipeline” for the future. In a
competitive environment, where human capital provides the intellectual,
strategic and operational excellence that differentiates winners from losers, such
inaction seems a risky course indeed. Forty-two percent do not have a talent
management strategy in place to support their needs over the next three years,
and 15 percent don’t know whether such a strategy exists in their organization.
WHICH OF THE FOLLOWING STEPS HAS YOUR ORGANIZATION TAKEN TO CREATE AND FEED ITS
SUPPLY CHAIN TALENT PIPELINE?
Gained executive buy-in/commitment
into talent strategy for next three years
28.2%
Have not taken any steps to create or
feed the supply chain talent pipeline
31.7%
Other 5.9%
Created strategic talent partnerships/
alliances to feed talent pipeline (e.g.,
collaboration with universities, logistics firms)
28.9%
Established a clear talent development roadmap
and aligned organization to support it
35.5%
Adapted culture to support changing
demographics, workforce needs and preferences
36.9%
Recognized logistics/supply chain as a
strategic asset with an attractive career path
within the organization
49.8%
5030 4010 200
DOES YOUR ORGANIZATION HAVE A TALENT MANAGEMENT STRATEGY IN PLACE DESIGNED TO
MEET YOUR NEEDS OVER THE NEXT THREE YEARS?
Don’t know 15.2%
No 41.5%
Yes 43.2%
30 4020100
9. DHL Research Brief: The Supply Chain Talent Shortage9
For those companies with a plan for growing their supply chain workforce,
what tactics do they deploy? The top-scorers include:
nn 65 percent of companies encourage professional development through
such means as certifications and in-house training
nn 44 percent of companies are creating an adaptive, flexible work environment
nn 34 percent provide clear opportunities for career growth
nn 32 percent have established job rotation programs
Looking at the issue of attracting and retaining talent for the long term, what
should companies offer to attract and keep talent? On an aggregated score,
compensation and benefits took first place. Notably though, “management
commitment to talent development” ranked second.
A powerful opportunity
The supply chain industry has a clear challenge ahead of it in tackling the talent
shortage issue. Companies have made progress, but there’s still a long way to
go. As such, there are tremendous opportunities for improvement. And the
rewards are worth the effort. As a Boston Consulting Group study recently
found, companies that excel in talent management increased their revenues 2.2
times as fast and their profits 1.5 times as fast as “talent laggards.”2
PLEASE RANK THE FOLLOWING ATTRIBUTES IN TERMS OF THEIR IMPORTANCE TO A TALENT
DEVELOPMENT/RETENTION PROGRAM
4 52 310
5.7
Management
commitment to talent
development
5.6Clear career path
5.3Training and
development
5.4Work environment
4.9Recognition awards
5.8Compensation &
benefits
2 “ https://www.eremedia.com/tlnt/study-finds-link-between-talent-leadership-and-financial-performance/
10. For further information
For the latest supply chain
insight and resources, visit
dhl.com/supplychain
supplychain@dhl.com