When searching high and low for supply chain talent, companies employ tactics such as using multiple channels to reach candidates, o ering opportunities for training and advancement, and focusing on development and retention. By Karen Kroll W hen recruiting job candidates, it can be tempting to seek those who check every box in a job description and are subject matter experts in multiple functions. That approach, however, often investment in talent, it will attract talent that wants to continue to grow,” Noble adds. This is good news, given the currently
tight labor market. More than three- quarters of supply chain and logistics leaders surveyed are experiencing notable workforce shortages, nds a recent Descartes study. In addition, 58% say the shortages have impacted customer service. Knowledge workers and managerial positions are hardest to ll, given the increased emphasis on data analysis and arti cial intelligence across many sectors, which heightens competition for these candidates, says Chris Jones, executive vice president with Descartes. Despite the statistics, supply chain organizations can attract quali ed candidates. That includes early-career candidates, or those just starting out. Paths to Advancement Members of Gen Z, or those born roughly between the mid-1990s and the early 2010s, are very interested in paths for advancement, says Tom Clark, partner and supply chain and logistics leader with Direct Recruiters, Inc. Companies that can demonstrate clear career paths and advancement opportunities for entry-level employees tend to have an edge. This can include acknowledging employees who’ve left for other opportunities. Many organizations hesitate to highlight employees who did well and then took another job. However, doing so can boost a company’s appeal.
proves as effective as looking for “purple squirrels,” says Rodney Apple, founder and managing partner with SCT Talent Group, a supply chain talent solutions rm. Conversely, simply “posting and praying” is rarely effective either, Apple says. Given the current imbalance between open supply chain positions and candidates, many quali ed individuals are employed and not actively looking for other jobs. “Companies that just post openings tend to miss out on the majority of candidates,” he adds. What’s more effective? “Knowing what you can get, what you can’t get, and having exibility and an open mind,” Apple says. While compensation remains important in attracting candidates, it’s not the only factor. “Top talent today isn’t just looking for a job,” says Timothy Noble, president and managing partner with Avery Point Group, an executive search and recruitment agency. A de ned career path, development and training opportunities, and a corporate mission that aligns with employees’ values also are essential, he adds. The investment of time, energy and resources required to offer these programs can pay off. “If your organization is willing to make an
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