DC Velocity - May 2012

about shipping product; it’s about managing relationships—with fellow employees as well as with other departments, suppliers, partners, and customers.

Indeed, companies highly value logistics
professionals with communication and
management skills, says Rider. “The soft
skills of managing and motivating people
are a huge priority for companies,” she says,
“particularly as young millennials are prov-
ing to be challenging for older generations
from a management perspective. How you
work with the younger workforce is differ-
ent. You can’t continue to do what you’ve
always done and be successful.”
Another factor that may be contributing
to job satisfaction is logistics’ growing
influence in many companies. Just under 70
percent of respondents reported that the
number of functions they manage has risen
in the past three years. Many said their
favorite thing about their job was the level
of autonomy that they had and the ability
to make decisions that affect the company’s
bottom line.

But that added responsibility comes with a downside. When asked what they didn’t like about their jobs, respondents cited long hours, too much travel, and increased stress. Forty-five percent of respondents said they work more than 50 hours a week, and 37 percent said the number of hours they work has increased. And while many enjoy a feeling of autonomy, others are still fighting to get the ear of C-level executives.

EXHIBIT 7

Salary by region

Region

New England West South Midwest Southeast Middle Atlantic

Average
salary 2012

$97,120

$99,212

$101,817

$103,989

$107,058

$109,278

Average
salary 2011

$117,504

$108,503

$103,292

$96,093

$104,443

$103,417

Median
salary 2010

$80,000

$91,340

$87,000

$78,000

$90,000

$84,500

TAKE COMMAND!

KEEP ’EM HAPPY

The relatively high pay is indicative of the fact that people with logistics and supply chain expertise are in a unique position at the moment. Despite all the talk of a “jobless recovery,” logistics and supply chain skills are still in high demand. Indeed, as business rebounds, companies may need to take a closer look at what they need to do to hold onto good employees.

Rider says that for younger workers, quality-of-life factors are more important than they’ve been to previous generations. While older workers may not care so much about whether there’s an Xbox in the break room or whether the company has a soccer team, a fun work environment that creates a sense of camaraderie is important to younger workers. And workers of all ages are more interested in flex time and alternative working arrangements, such as the flexibility to work from home, says Rider.

The good news for employers is that what people want is not necessarily more money. “It’s appreciation, challenge, and culture,” says Rider. “And these are things that are easy for companies to do if they focus on it.” ;