DC Velocity - IdeaBook 2016

turn raw prospects into key contributors to a team’s success.

Similarly, success is neither immediate nor guaranteed for supply chain professionals. They require ongoing training support to build the essential skills for their current roles, and they need developmental opportunities to gain the experience needed for promotions. However, the traditional model of 70 percent on-the-job learning, 20 percent mentoring and feedback, and 10 percent formal training is no longer adequate to prepare supply chain professionals for today’s expanded roles in the organization. In addition, an overreliance on self-directed learning can create the perception that leadership is not investing in talent development. This leads to employee frustration and turnover.

To avoid these potential problems, SCM and HR leaders must alter the traditional learning and development strategy. They must supplement job-based training (skills that promote efficient completion of tasks) with the development of broader business competency (capabilities, knowledge, and behaviors that contribute to overall success). This adjustment builds a stronger supply chain workforce that is consistently capable of supporting long-range plans and delivering results on key strategic initiatives.

This approach was the driving force behind the recent revision of the SCM personnel-development process at a consumer packaged goods (CPG) company. The company moved to a universal development framework for supply chain personnel that included broad managerial competencies, technical mastery requirements, and a consistent career-progression process. Employees now have greater clarity about the capabilities required for a long-lasting and productive career with the company. Other important outcomes include greater job satisfaction, empowerment, and retention among the company’s supply chain workforce.

It should be noted that competency-based devel-
opment is not a “cookie-cutter” method, where
everyone goes through an identical training program.
Skill levels vary from person to person, and training
opportunities should reflect those differences. A log-
ical approach is to first assess each employee’s poten-
tial and performance in regard to the key competency
and technical skills requirements. From this assess-
ment, the employee and a senior manager can jointly
craft an individual development plan (IDP) designed
to promote professional growth.

Realizing that a plan is only beneficial if it is executed, a global logistics services provider uses IDPs to build a calendar of internal and external training activities for its employees. By converting the goals into a financially supported action plan with a timetable for completion, the organization helps individuals make annual progress toward readiness for positions of greater responsibility.

CALL TOP PROSPECTS UP TO THE BIG LEAGUES Success in training camps and minor-league games does not guarantee that a player will prosper when promoted to the professional ranks. The level of competition, combined with the pressure to win when important games are on the line, can be very stressful. To breed confidence and familiarity, professional teams will temporarily promote prospects to the big leagues. Preseason football games, soccer exhibitions, and late-season baseball games (for teams out of playoff contention), where winning may not be the primary focus, are valuable opportunities for up-and-coming players to gain experience. They can be evaluated under game conditions, receive exposure to new systems, and play different positions. As a result, they will be better prepared when long-term roster spots become available.

Short-term projects can also be used to build the skills and confidence of emerging supply chain talent. Rather than promoting a promising employee into an unfamiliar role with a steep learning curve, companies can take a measured approach to advancement. They can temporarily assign greater professional responsibilities to promising supply chain personnel, monitor their progress, and use that knowledge to revise the employees’ IDPs.

An electrical products and services provider deploys this strategy by assigning high-potential supply chain professionals to special projects. While they work on the projects, they are exposed to key business challenges, engage with members of the executive team, and meet influential people in the industry. The young leaders also participate in cooperative learning ventures with other top firms and academic institutions.