DC Velocity - February 2014

some recommendations on better ways to find qualified candidates.

IN SEARCH OF “THE PURPLE SQUIRREL”

Peruse a selection of logistics and supply chain job listings, particularly those for managerial and higher-level positions, and one thing will quickly stand out: Many companies are asking for the moon. Or, as Don Jacobson, president of Optimum Supply Chain Recruiters, puts it, “They’re looking for what in my company we call the ‘purple squirrel’—something that doesn’t exist.” These days, it’s common to see job postings with excruciatingly specific descriptions of “must have” functional experience and expertise, personal characteristics, “soft” skills, product knowledge, educational experience, technical skills, and more, Jacobson says. The likely consequence of setting such exacting criteria is that very few people could possibly meet them.

A more realistic approach is to clarify which skills and experience are truly a “must have” and which could be classified as “desirable” or “preferred.” Jacobson suggests considering candidates who have had exposure to, but not direct responsibility for, “desirable” or “preferred” areas, which are relevant to but not crucial for the job.

Pinpointing the necessary skills and experience should be a group exercise, say Gibson, Cook, et al. A best practice identified by their survey of more than 900 supply chain and human resources (HR) professionals: Assign specific HR people to supply chain management (SCM) and logistics, and have them work directly with hiring managers to develop job descriptions and postings. “This bolsters recruiters’ knowledge of SCM talent requirements and ensures that candidates are recruited by people who can speak the language of SCM,” the authors write.

Many companies make industry- or product-specific experience a “must have.” But Jacobson advises being open-minded about a candidate from another industry who has all the right management skills, functional knowledge, and personal characteristics. He or she could not only be a perfect fit for the job but also bring valuable new perspectives and ideas to the table.

Finally, when it comes to figuring out what is really necessary to fill a position, don’t limit your thinking to the individual job opening. “Assess your team’s current skills and identify gaps, and use that to help determine what you need, not just for the specific position but for the organization or group,” urged one respondent to the CSCMP survey. “Who do we have and what do we need, not just now but in the future?”

GETTING THE WORD OUT

Once you’ve come up with a realistic, accurate picture of the skills and experience required, the question then becomes how to let qualified candidates know about the job opening. Employers today use a variety of methods.

Some rely on electronic platforms, such as companies’ own websites, general career websites, specialized supply chain and logistics career websites, and social media. Others use more traditional, face-to-face communication through such means as executive recruiters, professional networking, internship and co-op programs, and collaborating with academic institutions.

Online job postings are often the first, and possibly only, place many job seekers today look for open positions. Each of the platforms mentioned above has its advantages. For example, companies can design the careers section of their own websites however they like, and they have free rein to promote the company and its culture. General job boards like Monster.com and Careerbuilder.com are household names and attract large volumes of both postings and site traffic. Social media can be a good way to reach a young, entry-level audience. Specialized job boards have an advantage because they specifically target a logistics and supply chain audience.

There are potential disadvantages to electronic methods as well. It can be tedious for job seekers to scan a large number of company-specific websites; unless they are targeting