DC Velocity - September 2014

both giving and receiving feedback. Additionally, they all must make developing a team-focused organization a top priority.

Bridging the supply chain talent gap also requires employees, educators, and employers to change some perceptions about how a modern supply chain work force is organized. While it is good for educators to foster a passion for supply chain careers, students should be taught that developing the soft skills required for career growth is as important as a technical education. They must learn to work well with people at all levels of an organization, work to develop their core skills within their role, and help their organizations succeed as a whole. Employers, meanwhile, should recognize that young employees need attention and recognition when they go above and beyond what is expected. Additionally, top performers should be exposed to functions and experiences that would be beneficial to their development.

When employers focus on developing their employees,
managing expectations, providing flexibility where possi-
ble, and giving feedback, it creates a work environment that
people want to be a part of. Employees feel better aligned
with their organizations and are motivated to work harder
as a team. And finally, educators will recommend those
employers to their students, and employers will gain—and
retain—capable employees. N

Notes:

1. Francesca Di Meglio, “Supply-Chain Management: The New B-School Must-Have,” Bloomberg Businessweek, June 28, 2013, http://www.businessweek.com/ articles/2013-06-28/supply-chain-management-the-new-b- school-must-have.

2. Robert J. Bowman, “Bridging the Talent Gap in Supply-Chain Management,” SupplyChainBrain, September 30, 2013. http://www.supplychainbrain.com/content/ general-scm/business-strategy-alignment/single-article-page/article/bridging-the-talent-gap-in-supply-chain-management/.

3. “Expectations Gap Threatens Talent Search: Study,” HR Professional, February 2013, 15.

4. PricewaterhouseCoopers, University of Southern California, and London Business School, PwC’s NextGen: A global generational study, April 2013, 8–10, http:// www.pwc.com/us/en/people-management/publications/ nextgen-global-generational-study.jhtml.