John Healy : Talent Supply Chain Management is a discipline built from the proven models, tools and practices in the Supply Chain profession
Laurence Karal speaks to the Vice President and Managing Director, Global Talent Supply Chain, APAC at Kelly OCG to find out the best TSCM model to help ensure organisations have access to the talent needed.
Q: Why do organisations manage their most critical asset – talent – with a short-term focus, as compared to raw materials, pricing or inventory, to which they take a long term view?
John : Many organisations do take a long term view towards their overall talent strategy, where there is a gap is in looking at the entire population of talent – internal and external – thats allow them to execute their business strategy.
For most organisations, the Human Resources function takes a strategic view towards workforce planning – both short and long term – but they limit the focus of those plans to the internal workforce of their company.
For most organisations, the Human Resources function takes a strategic view towards workforce planning – both short and long term – but they limit the focus of those plans to the internal workforce of their company. As the percentage of the workforce, that are not direct employees, but rather temporary agency workers, consultants, independent contractors, employees of service providers contracted through a statement of work (SOW), increases to 40 – 50 percent for many organisations, the flaw in this approach is becoming more evident.
Q: What is the best/ideal TSCM (Talent Supply Chain Management) model that should be used to ensure organisations have access to the talent needed to operate at peak performance while minimising risk and cost?
John : The model comes by recognising first, that if you are to look at your workforce holistically, there are three main constituents that must be part of the conversation and the collaboration to design the right solution.
(1) The Human Resources team that is responsible for talent acquisition and for the policies associated with workers who have access to your facilities;
(2) The Procurement team that is responsible for ensuring you maximise the value of contracts and protect the interests of your organisation as it relates to any third party resources that are utilised; and
(3) The Operations team that is accountable for completing the projects to which the talent is assigned.
Once the stakeholders are engaged, the ideal model is built around workflows that will allow you to achieve your organisational and departmental objectives. Process flows are designed to simplify effort, to maximise adoption and to ensure compliance with the internal and external policy and those processes are automated through a variety of SaaS (Software as a Service) based solutions.
There is not a single model that is ideal for every organisation. Just as the objectives of every organisation vary, the key is to develop a solution that is fit for purpose, has a vision towards the future, and is governed by a team responsible for ensuring that the solution adapts to the ebbs and flows of the business.
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