MBA TEP BATCH 6 REPORT CASE CAREERS IN SUPPLY CHAIN

Stage 1: Personnel Department(70’s/80’s)The role of this group was to hire people, pay them, and make sure they had the necessary benefits. The systems which grew up to support this function were batch payroll systems. In this role, the personnel department was a well understood business function.

Stage 2: Strategic Human Resourcesrecruiting the right people, training them, helping the business design job roles and organization structures (organization design), develop "total compensation" packages which include benefits, stock options and bonuses, and serving as a central point of communication for employee health and happiness.

Stage 3: Talent Management"competency- based" recruiting, develop managers and leaders, quickly identify competency gaps, manage people in a consistent and measurable way, identify high performers and successors, provide learning that is relevant, flexible, convenient, and timely

Evolution of Talent Management

What is Talent? (McKinsey, 1998)

Talent is the sum of:

•a person’s abilities, •his or her intrinsic gifts, •skills, knowledge,experience •intelligence •judgment, attitude,character,

drive •his or her ability to learn and

grow.

the goal-oriented and integrated process of planning, recruiting, developing,

managing, and compensating employees.

What is Talent Management?

Approaches in Talent Management

Inclusive. Regards all employees, as well as others whose skills the organisation draws on, as being part of its talent pool.

Exclusive. Talent’ is seen as being an essentially rare and highly valuable commodity that is present in only a relatively small number of employees and potential employees.

Emphasis on TMThe Talent Management Perspective

•Understands that the talent management tasks (such as recruiting, training, and paying employees) are parts of a single interrelated talent management process.

•Makes sure talent management decisions such as staffing, training, and pay are goal-directed.

•Consistently uses the same profile of competencies, traits, knowledge, and experience for formulating recruitment plans for a job as for making selection, training, appraisal, and payment decisions for it.

•Actively segments and proactively manages employees. •Integrates/coordinates all the talent management functions.

Emphasis on TMThe Talent Management Perspective

•Understands that the talent management tasks (such as recruiting, training, and paying employees) are parts of a single interrelated talent management process.

•Makes sure talent management decisions such as staffing, training, and pay are goal-directed.

•Consistently uses the same profile of competencies, traits, knowledge, and experience for formulating recruitment plans for a job as for making selection, training, appraisal, and payment decisions for it.

•Actively segments and proactively manages employees. •Integrates/coordinates all the talent management functions.

Emphasis on TMThe Talent Management Perspective

•Understands that the talent management tasks (such as recruiting, training, and paying employees) are parts of a single interrelated talent management process.

•Makes sure talent management decisions such as staffing, training, and pay are goal-directed.

•Consistently uses the same profile of competencies, traits, knowledge, and experience for formulating recruitment plans for a job as for making selection, training, appraisal, and payment decisions for it.

•Actively segments and proactively manages employees. •Integrates/coordinates all the talent management functions.

Emphasis on TMThe Talent Management Perspective

•Understands that the talent management tasks (such as recruiting, training, and paying employees) are parts of a single interrelated talent management process.

•Makes sure talent management decisions such as staffing, training, and pay are goal-directed.

•Consistently uses the same profile of competencies, traits, knowledge, and experience for formulating recruitment plans for a job as for making selection, training, appraisal, and payment decisions for it.

•Actively segments and proactively manages employees.

•Integrates/coordinates all the talent management functions.

Emphasis on TMThe Talent Management Perspective

•Understands that the talent management tasks (such as recruiting, training, and paying employees) are parts of a single interrelated talent management process.

•Makes sure talent management decisions such as staffing, training, and pay are goal-directed.

•Consistently uses the same profile of competencies, traits, knowledge, and experience for formulating recruitment plans for a job as for making selection, training, appraisal, and payment decisions for it.

•Actively segments and proactively manages employees. •Integrates/coordinates all the talent management

functions.

MAKING A CAREER IN SUPPLY CHAINS

Torbjorn Karlsson

Strategic Importance•As supply chain and its management becomes more

important to a company’s bottom line, supply chain leaders need to develop.

•Supply Chain managers ultimately aim to become Chief Operating Officers (COO)

•To be effective, they need experience in 4 supplyy chain disciplines: planning, procurement, management and logistics

•Companies still supply chain as a technical issue, not a business issue, and executives don’t see it as a lucrative career path

Case Overview

Strategic Importance

•Ideally, a supply chain career starts from engineering •Dr. John Gattorna: a supply chain career can start

anywhere, for that reason it becomes difficult to start a career

•Consulting firms become a good start of supply chain careers, as well as logistics firms

•Boyd Williams: SVP HR AsPac of DHL: breadth and depth of experience is necessary

Case Overview

Strategic Importance

•To be effective they need experience in the four key disciplines of the supply chain: planning, procurement, manufacturing and logistics

•supply chain executives…need to be resourceful in building their careers, patiently acquiring skills and building their resumes, gaining exposure to the four key supply chain disciplines.

•Finding the balance between breadth and depth is the challenge

Key Success Factors

Strategic Importance

•Planning •Procurement •Manufacturing •Logistics

Identified Core Competencies for Supply Chain Careers

How can supply chain managers help develop their careers within

large corporations?

Strategic Importance•Acquire experience in all the key disciplines of the

integrated supply chain: planning, procurement, manufacturing, and logistics.

•Avoid being typecast in a single competence as it will limit your career options.

•Assess how the company values supply chain. Ensure that management and HR are aware of your desire to gain a diverse range of supply chain experience.

•If you feel limited by your current role, push for a new internal role. If all else fails, consider joining another company.

How can supply chain managers help develop their careers within large corporations?

Strategic Importance

•Human Resource Managers should understand supply chains to help deploy tools for young supply chain career executives.

•Job rotation: encourage aspiring executives to work different parts of the supply chain.

•Heads of the supply chain mentor young executives.

•Reinforce the notion that the supply chain is a key part of the company.

How can HR managers help develop supply chain careers within large corporations?