Looking for new blood
Reading through the Canadian Supply Chain Sector Council’s 2012 HR Study Update I must admit I’m worried about the future of supply chain innovation in Canada. Innovation often comes from new blood being brought into the profession; from people who are willing and able to look at things just a bit differently than past practice would dictate.
Yet as the study’s findings indicate, attracting a sufficient amount of new blood to meet the expected demand for supply chain employees over the next five years will be a distinct challenge.
Based on the current sector total of 767,200 employees, an annual employee demand growth rate of 8.6% will result in approximately 65,979 new and vacant positions to be filled. In addition, respondents to the employer survey indicate current unmet employment demand of 3.5%, resulting in the need to fill approximately 26,852 current vacant positions within the sector. As the report points out, “this is an enormous challenge.”
Particularly discouraging is that many of the issues identified back in 2005 as keeping supply chain operations from attracting the amount and quality of new entrants remain unresolved, including:
• Low awareness and understanding of the sector (resulting in recruitment issues);
• Lack of the required skills among new recruits (particularly leadership skills);
• Small and diminishing talent pool (due to poaching and retirement);
The CSCSC got the ball rolling in terms of awareness by clearly defining the sector through development of national occupation classification (NOC) codes and by developing their corresponding job descriptions. It has also addressed awareness issues through outreach activities, such as the CSCSC led Toronto District School Board project; career presentations to conferences of professional associations in career and guidance positions; national career fairs and support of local career events; and creating a Recruitment & Retention Toolkit with speakers notes and collateral including videos for stakeholders to use in presenting to high schools
This is necessary work and more of it needs to be done. I agree with the report’s recommendation that a national strategy is required and additional resources should be sought to continue work on sector promotion and development of additional human resource initiatives. Targeting high school students, immigrants, women, mature workers who are retraining for second careers, and Aboriginal peoples in Canada also makes sense.
How does one reconcile the need for investment in such a strategy, however, with Ottawa’s drastic cuts to sector councils?
In a tight labour market it will not be sufficient to simply attract new supply chain professionals; they will need to be retained. As the report points out, this doesn’t mean just competitive salaries. Both the report and our own research show supply chain professionals are not primarily motivated by money, but rather by the opportunities the sector provides. So to hang on to these professionals, employers will need to concentrate on providing greater clarity in terms of career paths and provide, more flexible working arrangements, and accommodating membership and participation in industry associations. The research found that employees who are members of supply chain associations have better career outcomes and lower turnover.
What the report found about education and training is also a concern. The learning institutions believed the students entering the work force were well trained. However, employers believed that new entrants lack the decision making and leadership skills needed to succeed in the field. Sounds like there is not enough communication going on between employers and the education and training system, as the report points out. The CSCSC provides information about the training requirements of various occupations within the supply chain so that potential entrants are aware of the skills employers require. This needs to be continually updated if we are going to be serious about getting the right job candidates.
But again, this and the other recommendations included in the report require a commitment by government, industry and the educational institutions to a human resource strategy that is national in scope, visionary in design, consistent in application, and, just as importantly, properly funded.
Let’s continue the conversation on supply chain issues. Join me at two special events coming this
spring: the Supply Chain Canada conference, May 8-9, International Centre, Toronto (go to www.supplychaincanada.com to register), and the Carbon Economy Summit, June 6, Metro Toronto Convention Centre (go to www.carboneconomysummit.ca to register).
Have your say
This is a moderated forum. Comments will no longer be published unless they are accompanied by a first and last name and a verifiable email address. (Today's Trucking will not publish or share the email address.) Profane language and content deemed to be libelous, racist, or threatening in nature will not be published under any circumstances.
After 15 years in logitics, I recently left the industry. Started as a driver, went into dispatching and eventually became an ops manager. Took a step back down to logistics coordinat
or to fini,sh CMA and CITT studies. Why am I leaving? Well, I’m tired of owners who want me to break the law to
move freight, but don’t want to fix the equipment or always threaten your job. Plus they expect you to be on call and work weekends. The worst though is allowing drivers to threaten coworkers and th
en saying nothing because “we cant afford to lose a driver”. But you can afford to lose a logistics professional, and only want to pay min wage plus. Thats why no one wants to be in logistics. As for other careers in the supply cha
I can only hope they are better than that.
Great article….. The issue is not that people don’t want to be innovative, in most cases they are not allowed to be. 🙂
Check out my book. You may find it interesting. Available also on Amazon/Kindle format.
To attract new blood why not offer highway truck drivers the same incentive for working overtime. Time and a half, a 50% premium on top of our mileage rate after 44 hours of work during a week. Truck drivers who work over 44 hours are week without incentive are being played the fool