Category Archives: Talent

Want a Skilled Workforce? Train It!

I thoroughly enjoyed this recent article in Industry Week on “Crafting a Skilled Workforce” that describes Blum Inc’s Apprenticeship 2000 program that develops many of the skilled manufacturing technicians that Blum may otherwise be unable to find. While the four-year program costs Blum $100,000 per apprentice on average, 80% of graduates, who are guaranteed a job with a minimum salary of $34,000 a year on graduation, stay with Blum. In otherwords, for ony $125,000, Blum obtains a highly capable manufacturing technician, with journeyman certification from the North Carolina Department of Labour, who will provide the company with years of valuable service. Given that recruitment of even an entry-level technologist can easily exceed $10K to $15K, and that training of a new recruit can take 6 months or more and tens of thousands of dollars of time of a senior mentor, and that there’s no guarantee that the technologist will have the skills, work out, or stay with the company any length of time, investing $125K to produce a highly skilled employee with company loyalty is a small, and brilliant investment.

As SI has said before, Apprenticeship is the Answer.

If You Have to Hire, Maybe You Should Hire At Home (Bonus NPX Take Away 2)

Yes, the doctor is back on his home-sourcing horse, but there are good reasons. It’s now literally cheaper to “off-shore” in Oklahoma, Alabama, and Michigan than to go to Maharastra, Andhra Pradesh, or Rajasthan. At both the Hackett Group Conference and the NPX gathering put on by The Mpower Group, I heard a number of top executives from Fortune 500 companies note how it was cheaper to bring certain operations and services back home than keep them in India where labor rates are still increasing in the double-digits year after year.

And if this isn’t enough to convince you, this fact should really make you think twice. Not only are American companies hiring at home, but now Indian companies are hiring American citizens on American soil to fulfill the outsourcing contracts granted to them by American companies. And this is happening in Procurement, Finance, and Legal. That’s right! There are so many unemployed lawyers now that it’s cheaper for Indian firms to hire unemployed American lawyers than to try and recruit lawyers that know American law because they are few and far between, in great demand in India outsourcing shops, and command ever increasing salaries.

So hire at home before India (and, in short order, China) scoop up all your talent!

You Can’t Hire 100 People At a Time (Bonus NPX Take Away 1)

One of the things I heard at the NPX exchange put on by The Mpower Group is that there are companies out there looking to hire 50, 100, and even 200 Supply Management professionals — right now. What, what, what? I can’t believe I just heard that. While I’m sure most of you are saying that’s great news because, in your opinion, that means jobs are returning and/or faith in Supply Management is finally getting to what it needs to be, I can assure you this is not great news.

What this really signifies is that there is a deep fundamental problem in the organization in question. A well-run company should not suddenly need 200 people in its Supply Management organization. The first thing one has to ask when hearing that a company needs that many people is why. And “we’re centralizing operations” or “we’re expanding our global footprint” are not good reasons.

A company doesn’t have to hire more people to centralize operations, even if it is moving Supply Management headquarters. It simply has to relocate some staff on location and everyone else can work wherever they are. Now that most people have affordable video conferencing on their desktop, and it’s quick and easy to get just about anywhere in the world within two days, there’s no excuse for not letting people work where they are. (And any HR professional worth their salt will tell you that it’s much cheaper to relocate talent than to hire new talent and get them up to speed.) If the organization needs new people because it just got rid of a bunch, one needs to ask why. Did it really have that many people who couldn’t cut it and, more importantly, couldn’t be trained to cut it? If so, there is something fundamentally wrong with its hiring practices and talent management and it’s probably not somewhere anyone would want to work.

A company doesn’t have to hire that many more people to expand its global footprint either. It just has to hire a few local resources in the region and open an office. That’s 20 people, tops, not 200. If it needs more, then it’s expansion plans are too aggressive. There’s no way you can parachute 50 to 200 people into an organization and not expect everything to come to a screeching halt for 6 months. Even if you can figure out where to put 200 people, you need to get them equipment, train them on general organizational processes, assign them specific jobs, train them on the appropriate technology and specific processes, hold their hands until they know how to do their daily jobs, and have mentors readily available to answer questions for up to two years as they learn the ins and outs of the more complex aspects of their assignment.

In short, jobs returning to Supply Management are a good thing, but only if they are added in moderation.

Ariba Vision 2020: Today’s Blues

The following six predictions from “Vision 2020 – The Future of Procurement”, which would have been good if made before 2005 for 2010, are outdated and clearly come from Procurement professionals in organizations that are still in the laggard category as they define situtations that should either now be, or be in the process of becoming, standard modus operandi for a leading Supply Management organization.

04. Communities collaborate

Not only have we had virtual communities since 1996 when Geocities (which launched as BHI in 1995) hit the scene, but we have had collaborating communities in the enterprise for over 10 years now. Even Innocentive has been around since 2001! And while it’s true that communities haven’t been around nearly as long in Supply Chain, with the help of Ariba (and the Ariba Exchange), Kinaxis (and the Supply Chain Expert Community), RollStream (and its social supply chain solution that was recently acquired by GXS), communities are now normal operating procedure in leading Supply Managment organizations.

17. Talent competition heats up

The Talent Competition is already at the boiling point. Now that the economy is recovering, the last of the baby boomers are about to recover in droves at a time when there aren’t enough Supply Management professionals to begin with (as there are no programs out there that mint new Supply Management professionals for your organization to hire, as per SI’s post on the derth of Supply Chain Education). In fact, by 2014, the problem will be so bad that it will be #1 on every CPO list. And any organization that is struggling that does not address the problem now will not be around by 2020 to deal with it.

19. Enter the extended enterprise

For many global multi-nationals and leading Supply Management organizations that have outsourced, offshored, and rightshored over the last few years, the extended enterprise is already here and part of daily operational life. And this holds true for a number of product and service companies in the Global 3000.

22. Bye products, hello solutions

The crunch of the last few years resulted in many suppliers adopting a solution focus as they attempted to retain what little business their was. They went beyond simply providing a product to providing a solution around that product, including repair and warranty services, training services, and, in some cases, even consulting services. They embraced not only VMI (Vendor Managed Inventory) but VMS (Vendor Managed Services) in an effort to make themselves indispensible to their clients.

28. Contracts motivate

Well designed contracts that offer the right incentives and allocate the risks appropriately already motivate top tier suppliers to perform better to get a larger slice of the pie. If a contract offers a supplier a 10% reward for a 3% increase in service level, then, as long as it doesn’t increase the supplier’s costs by 10% to achieve a 3% increase in service level, it happens. It might take a while, but motivated suppliers get the job done when monetary rewards are involved.

29. Firms wake up to supply risk

The recent volcanic eruptions of Eyjafjallajökull and Puyehue that have grounded flights across the better part of a continent, the recent tsunami that devastated Japan and resulted in nuclear disasters in addition to long term supply disruptions, and the recent increase in droughts, fires, and hurricanes (thanks to global warming) that have resulted in decreased crop levels and huge spikes in basic food commodity costs have already woken up any supply management professional that is still breathing to supply risk and the need to address it. And even though most firms may not yet have the answers, they know they need them.

The next post will address Tomorrow’s Shoes.

Apprenticeship is the Answer

Back in March when I asked if we can fix supply chain education because academic programs, third-party programs, private programs, and vendor programs are, for the most part, not meeting our needs, I pointed out that the answer was to go back in time to when apprenticeshipos were common. When students studied on the job under the guidance of a master who prepared them for the job they had to do, not to advance an understanding of purely intellectual pursuits devoid of a real world application.

While I didn’t get much of a public reaction, I did get some very positive feedback from some old-school folks who have tried everything and realized that work-alongside training is the best answer. But a few old coots, as brilliant as they may be, do not deliver enough critical mass to get the idea out there. However, it seems that India is proving my point. As per this recent article over on Global Services that asks if “everything we know about offshoring innovation is wrong”, not only does an appropriately designed test prove to be a better indication of ability than a University degree, but intensive on-the-job training under a skilled expert tends to produce a better worker in months than is typically produced by years of higher education.

In other words, apprenticeships are the answer.