by Fronetics | Jan 12, 2016 | Blog, Leadership, Marketing, Strategy, Supply Chain, Talent
Recruiting and retaining top talent is one of the largest issues the supply chain faces today. It has, in many ways, become an industry of gaps: skills, talent, and gender, to name a few. How can companies secure their future by acquiring, developing, and keeping employees with the potential to undertake future leadership roles?
Fronetics Strategic Advisors works with clients to understand and execute on talent acquisition, performance management, learning and development, and succession management. We also work with clients to design and develop roles and responsibilities, on leadership development, mentoring and counseling, and on performance management and compensation strategies.
Here are our most-read talent articles of 2015:
While the number of full-time women in the workforce is up 15% since 1979, the number of women in the manufacturing sector is the lowest it has been since 1971.The gender gap extends more broadly to the supply chain, as well, with 70% and 80% of positions held by men. This article examines the talent crisis within the industry as an opportunity to help close the gender gap, and offers suggestions for building that bridge. Read the full article.
This interview with Rodney Apple, founder of the SCM Talent Group and supply chain recruiter for the majority of his 19-year career within the staffing industry, examines the challenges facing the industry and opportunities to address the talent crisis moving forward. Read the full article.
The outlook seems dire: by 2025, 60 million baby boomers will exit the workforce, leaving a gigantic gap when 40 million millennials take their place. What’s more, as few as 20% of the workforce will possess the broad range of skills required of 60% of all new supply chain jobs. The good news is that this looming crisis represents an ideal opportunity for recent college grads and mid-level supply chain management. Companies hoping to appeal to top candidates in the future should be proactive about meeting their professional needs through initiatives like competitive salaries and cross-functional training — or else, they might miss out. Read the full article.
Zappos offers new hires a $4,000 bonus to quit after an initial training program — and it actually has helped them retain top talent. Offering an early out to employees can be an effective method to detect personnel issues up front and ultimately can save your company from a major financial loss in the future. Read the full article.
When it comes to your career, connections matter. This article lists five reasons why building a strong network is crucial to your professional success. Read the full article.
Millennials — or, those born after 1981 — potentially could breathe new life into the graying supply chain industry. This article examines who millennials are and how companies might attract and retain talent within this oft-misunderstood generation. Read the full article.
Promising employees expect more from their employers when they outperform their peers — and not just in terms of compensation (though that is very important). When those expectations are met with disappointment, the company is at risk for losing top talent. This article discusses strategies for mitigating the loss of talented employees. Read the full article.
According to one study, only 12.5% of companies in the supply chain industry engage in formal succession planning, or the process of identifying top internal performers with the potential to fill key leadership positions. With the dearth of talent facing the supply chain, employers would be wise to invest in succession planning (and their most promising employees) — particularly through these three aspects of the process. Read the full article.
Focusing on education and training, employee retention and growth, and rethinking the talent pool itself does not address the bigger issue in the supply chain skills gap: the industry just isn’t perceived as sexy. What can companies do to overhaul their image and attract new and qualified talent? Read the full article.
Replacing employees is extremely costly — anywhere from 50 to 400% of their annual salaries, it is estimated — yet more than 2 million people voluntarily leave their jobs each month. Companies who are not tending to their human resource assets may be taking a major financial hit. Here are five employee retention strategies to help create a culture where employees are satisfied and interested in working for you long term. Read the full article.
by Fronetics | Jun 2, 2015 | Blog, Leadership, Strategy, Supply Chain, Talent
On average, men make more than women. Here’s why we need to change this and close the wage gap.
On average, men make more money than women. This is what we call the wage gap— the financial divide between the sexes. This is a complex issue, not one that has an easy explanation, but one that is deeply rooted in history, tradition, and culture. In a field that has been dominated by men, it is no surprise that women generally paid less than men in the supply chain.
We assume women have equal rights, given the number of anti-discrimination acts that have been passed, and protection from the Civil Rights Act of 1964 which outlawed discrimination based on sex, national origin, color, race, and religion. However, somehow women are still paid less, and almost 95 years after the Equal Rights Act amendment to the constitution was introduced, and 45 years since the amendment was passed by Congress, it has still not been ratified by the necessary number of states.
Women occupy just 15% of editorial pages, corporate boards, and congressional seats, according to the OpEd Project. The US ranks 20th overall out of 142 countries in the 2014 World Economic Report Global Gender Gap Report which examines and ranks a country’s level of equality based on health, education, earning potential, and political empowerment. Breaking the data down even more, it was found that the US was ranked 65th in wage equality out of 142 countries studied. Given its status as a leading world power, and that women are gaining great strides in education, what do these rankings mean for the United States?
The complexity of the wage gap
The wage gap is complex. It’s not simply a matter of blatant discrimination. Some argue that the pay gap is not a gender gap but a motherhood gap. Women tend to work part-time more than men due to demands at home, and part-time workers get paid less on average. Because women are often tied to domestic responsibility (ranging from cleaning, cooking and childcare) they work fewer hours than men, on average. They take more breaks from continuous employment and therefore may have decreased opportunities to get promotions, and climb the ladder. According to the Wall Street Journal, “today, childless 20-something women do earn more than their male peers. But most are likely to cut back their hours after they have kids, giving men the hours, and income, advantage.”
According to Kevin O’Marah, chief content officer at SCM World, there are two factors deterring women from rising through the supply chain ranks: first is the intermittent work history some women have due to family care, “Every day is a chance to have a disaster. It’s very high pressure. Stepping out for even a couple of months makes it very hard to get back in.” Second, O’Marah points to information that shows that men apply for jobs they’re not fully qualified for, whereas women only apply for jobs for which they feel they are 100% qualified. According to O’Marah, “Men are typically promoted on potential they exhibit, whereas women are promoted on results. Men jump at opportunities, even if they don’t have the qualifications; women have a tendency to say: ‘I’m not ready for that’.” Could the “feminization of higher education” be the confidence builder and, eventually, the equalizer women need in the future?
Women are excelling in education in the US, not only in terms of enrollment numbers, but also in terms of grades. Females spend more time studying and typically get better grades, however it has been found that the return on investment on a college degree for women was lower than, or the same as, for men. According to The Economist, “Although women as a group are now better qualified, they earn about three-quarters as much as men. A big reason is the choice of subject: education, the humanities and social work pay less than engineering or computer science. But academic research shows that women attach less importance than men to the graduate pay premium, suggesting that a high financial return is not the main reason for their further education.”
Addressing the gap
We know there’s a pay gap. Why should we help lessen it, and how do we do it?
Understanding that equal pay for women is a benefit for everyone, not simply for women, is key. According to the Shriver Report, one third of American women live in poverty. This puts a strain on an entire family, and on our social support systems. If women are given the education, support, and opportunities to work we can help alleviate poverty, stimulate economic growth, strengthen the middle class, and secure our place as a leading country.
Colleges and universities can continue to recruit and encourage women to apply, matriculate, and graduate from business programs. Harvard’s Peek Program is encouraging women to get a taste of what an MBA is like as a means of encouraging growth in their program, which is currently 41% female. In 2014, for the first time, females made up more than half of Rutger’s MBA students. There are many degree and diploma programs in Logistics and Supply Chain Management cropping up across the country. Encouraging young women to pursue this interesting and lucrative field is critical. Assuming that women should be funneled into typically “female” occupations is perpetuating the assumptions, prejudice, and micro-aggressions we often find in discrimination.
In an article on closing the gender gap in the supply chain, Will Green writes of a future in which, “’forward-thinking firms’ will team up with schools to encourage girls to study science and engineering, while successful women in these jobs will act as role models.” These firms will allow for an environment that is friendly to work-life balance for women and men, permitting women to rise through the ranks, also allowing men to take more of a role in domestic life. These things combined may help to achieve a sense of equality for women in the workplace.
It will benefit everyone if we can remember that we all have a role and a stake in the health and growth of the supply chain, whether we are leaders, employers, employees, consumers, male, or female. Our ranking, our integrity, our success, and our future as a country depend on it.
by Fronetics | Jun 2, 2015 | Blog, Leadership, Strategy, Supply Chain, Talent
On average, men make more than women. Here’s why we need to change this and close the wage gap.
On average, men make more money than women. This is what we call the wage gap— the financial divide between the sexes. This is a complex issue, not one that has an easy explanation, but one that is deeply rooted in history, tradition, and culture. In a field that has been dominated by men, it is no surprise that women generally paid less than men in the supply chain.
We assume women have equal rights, given the number of anti-discrimination acts that have been passed, and protection from the Civil Rights Act of 1964 which outlawed discrimination based on sex, national origin, color, race, and religion. However, somehow women are still paid less, and almost 95 years after the Equal Rights Act amendment to the constitution was introduced, and 45 years since the amendment was passed by Congress, it has still not been ratified by the necessary number of states.
Women occupy just 15% of editorial pages, corporate boards, and congressional seats, according to the OpEd Project. The US ranks 20th overall out of 142 countries in the 2014 World Economic Report Global Gender Gap Report which examines and ranks a country’s level of equality based on health, education, earning potential, and political empowerment. Breaking the data down even more, it was found that the US was ranked 65th in wage equality out of 142 countries studied. Given its status as a leading world power, and that women are gaining great strides in education, what do these rankings mean for the United States?
The complexity of the wage gap
The wage gap is complex. It’s not simply a matter of blatant discrimination. Some argue that the pay gap is not a gender gap but a motherhood gap. Women tend to work part-time more than men due to demands at home, and part-time workers get paid less on average. Because women are often tied to domestic responsibility (ranging from cleaning, cooking and childcare) they work fewer hours than men, on average. They take more breaks from continuous employment and therefore may have decreased opportunities to get promotions, and climb the ladder. According to the Wall Street Journal, “today, childless 20-something women do earn more than their male peers. But most are likely to cut back their hours after they have kids, giving men the hours, and income, advantage.”
According to Kevin O’Marah, chief content officer at SCM World, there are two factors deterring women from rising through the supply chain ranks: first is the intermittent work history some women have due to family care, “Every day is a chance to have a disaster. It’s very high pressure. Stepping out for even a couple of months makes it very hard to get back in.” Second, O’Marah points to information that shows that men apply for jobs they’re not fully qualified for, whereas women only apply for jobs for which they feel they are 100% qualified. According to O’Marah, “Men are typically promoted on potential they exhibit, whereas women are promoted on results. Men jump at opportunities, even if they don’t have the qualifications; women have a tendency to say: ‘I’m not ready for that’.” Could the “feminization of higher education” be the confidence builder and, eventually, the equalizer women need in the future?
Women are excelling in education in the US, not only in terms of enrollment numbers, but also in terms of grades. Females spend more time studying and typically get better grades, however it has been found that the return on investment on a college degree for women was lower than, or the same as, for men. According to The Economist, “Although women as a group are now better qualified, they earn about three-quarters as much as men. A big reason is the choice of subject: education, the humanities and social work pay less than engineering or computer science. But academic research shows that women attach less importance than men to the graduate pay premium, suggesting that a high financial return is not the main reason for their further education.”
Addressing the gap
We know there’s a pay gap. Why should we help lessen it, and how do we do it?
Understanding that equal pay for women is a benefit for everyone, not simply for women, is key. According to the Shriver Report, one third of American women live in poverty. This puts a strain on an entire family, and on our social support systems. If women are given the education, support, and opportunities to work we can help alleviate poverty, stimulate economic growth, strengthen the middle class, and secure our place as a leading country.
Colleges and universities can continue to recruit and encourage women to apply, matriculate, and graduate from business programs. Harvard’s Peek Program is encouraging women to get a taste of what an MBA is like as a means of encouraging growth in their program, which is currently 41% female. In 2014, for the first time, females made up more than half of Rutger’s MBA students. There are many degree and diploma programs in Logistics and Supply Chain Management cropping up across the country. Encouraging young women to pursue this interesting and lucrative field is critical. Assuming that women should be funneled into typically “female” occupations is perpetuating the assumptions, prejudice, and micro-aggressions we often find in discrimination.
In an article on closing the gender gap in the supply chain, Will Green writes of a future in which, “’forward-thinking firms’ will team up with schools to encourage girls to study science and engineering, while successful women in these jobs will act as role models.” These firms will allow for an environment that is friendly to work-life balance for women and men, permitting women to rise through the ranks, also allowing men to take more of a role in domestic life. These things combined may help to achieve a sense of equality for women in the workplace.
It will benefit everyone if we can remember that we all have a role and a stake in the health and growth of the supply chain, whether we are leaders, employers, employees, consumers, male, or female. Our ranking, our integrity, our success, and our future as a country depend on it.
![The supply chain gender gap [Infographic]](https://www.fronetics.com/wp-content/uploads/2024/10/supply-chain-gender-gap.jpg)
by Fronetics | May 26, 2015 | Blog, Strategy, Supply Chain, Talent
The number of women who work full-time in the workforce is up 15% since 1979. In the manufacturing sector, the story is very different. The number of men working in the manufacturing sector has increased, while the number of women working in the sector has declined. The number of women in the sector now stands at the lowest it has been since 1971.
Looking more broadly at the supply chain industry, it is clear that there is a significant gender gap. Between 70% and 80% of positions within the supply chain industry are held by men and 95% of top level supply chain positions within Fortune 500 companies are held by men. By comparison, men hold 85% of all executive officer positions within Fortune 500 companies.
The dearth of women working, at all levels, in the supply chain is not because women do not have the skillset and ability to succeed within the industry. Women are as capable as men when it comes to working within the supply chain industry. Indeed, it has been put forth that women are better suited for roles in supply chain management than men. Research conducted by SCM World found that the majority of men (63%) and women (75%) believe that the natural skillsets of women differ from those of men and that these differences are advantageous for supply chain management. Similarly, new research by McKinsey & Company found that companies in the top quartile for gender diversity are 15%more likely to have financial returns above their respective national industry medians.
The talent gap; an opportunity
According to Supply Chain Insights 60% of companies within the supply chain industry have job openings and 51% of companies are seeing an increase in turnover of supply chain leaders. Looking ahead, there are an estimated 1.4 million new supply chain workers needed by 2018 and the Bureau of Labor and Statistics predicts that the number of logistics jobs is expected to grow by 22 percent by 2022 – nearly double the rate of other professions. The supply chain talent gap arguably presents an opportunity to increase the number of women in positions throughout the supply chain and close the gender gap. The big question is how.
Addressing the gender gap
Here are 4 ways the supply chain industry can address the gender gap:
1. Increase visibility and tackle the image problem
93% of most companies’ supply chain is invisible. This statistic could also be used to reflect the number of people who know what the supply chain industry is; few people outside of the industry know what the supply chain is and what career opportunities there are. This needs to change.
To attract new talent the industry needs to make people aware of the supply chain – what it is, the integral role it plays in business, and the various opportunities there are within the industry.
2. Rethink talent acquisition and promotion
Within the supply chain industry the typical path up the corporate ladder has started out on the shop floor. If the industry is going to attract women and new talent companies need to look not only beyond their four walls, but also outside of the industry itself. When it comes to talent acquisition smart companies focus on the qualities of the individual and what they can bring to the table.
3. Move from talk to action
Battalia Winston’s Susan Medina and Peter Gomez point out that: companies without a proactive diversity-building strategy will fall victim to common-pitfalls and will fall flat.
“It’s important to acknowledge that diversity building is a proven growth strategy, not a superficial endeavor. But paying lip service to diversity and inclusion without a proactive strategy will lead to failure. Organizations need to prioritize, collaborate, and think long term.”
4. Take control
Women tend only to apply for jobs that they feel they are a 100% match; men do so even when they meet no more than 60% of the requirements. Similarly, men tend to be promoted more often than women simply because they speak up and ask for a promotion.
Women need to take responsibility for themselves and for their own careers. Women need to apply for jobs with confidence, even when they don’t have 100% of the requirements. They also need to speak up and ask for a promotion.
Kevin O’Marah, Chief Content Officer at SCM World, sums up the issue of the supply chain gender gap nicely: “Women in supply chain are too few, and their path to the top is at least partially blocked. Yet we all seem to think they bring something to the party that will make it better. The time to break this problem down is now.”
by Fronetics | May 26, 2015 | Blog, Strategy, Supply Chain, Talent
The number of women who work full-time in the workforce is up 15% since 1979. In the manufacturing sector, the story is very different. The number of men working in the manufacturing sector has increased, while the number of women working in the sector has declined. The number of women in the sector now stands at the lowest it has been since 1971.
Looking more broadly at the supply chain industry, it is clear that there is a significant gender gap. Between 70% and 80% of positions within the supply chain industry are held by men and 95% of top level supply chain positions within Fortune 500 companies are held by men. By comparison, men hold 85% of all executive officer positions within Fortune 500 companies.
The dearth of women working, at all levels, in the supply chain is not because women do not have the skillset and ability to succeed within the industry. Women are as capable as men when it comes to working within the supply chain industry. Indeed, it has been put forth that women are better suited for roles in supply chain management than men. Research conducted by SCM World found that the majority of men (63%) and women (75%) believe that the natural skillsets of women differ from those of men and that these differences are advantageous for supply chain management. Similarly, new research by McKinsey & Company found that companies in the top quartile for gender diversity are 15%more likely to have financial returns above their respective national industry medians.
The talent gap; an opportunity
According to Supply Chain Insights 60% of companies within the supply chain industry have job openings and 51% of companies are seeing an increase in turnover of supply chain leaders. Looking ahead, there are an estimated 1.4 million new supply chain workers needed by 2018 and the Bureau of Labor and Statistics predicts that the number of logistics jobs is expected to grow by 22 percent by 2022 – nearly double the rate of other professions. The supply chain talent gap arguably presents an opportunity to increase the number of women in positions throughout the supply chain and close the gender gap. The big question is how.
Addressing the gender gap
Here are 4 ways the supply chain industry can address the gender gap:
1. Increase visibility and tackle the image problem
93% of most companies’ supply chain is invisible. This statistic could also be used to reflect the number of people who know what the supply chain industry is; few people outside of the industry know what the supply chain is and what career opportunities there are. This needs to change.
To attract new talent the industry needs to make people aware of the supply chain – what it is, the integral role it plays in business, and the various opportunities there are within the industry.
2. Rethink talent acquisition and promotion
Within the supply chain industry the typical path up the corporate ladder has started out on the shop floor. If the industry is going to attract women and new talent companies need to look not only beyond their four walls, but also outside of the industry itself. When it comes to talent acquisition smart companies focus on the qualities of the individual and what they can bring to the table.
3. Move from talk to action
Battalia Winston’s Susan Medina and Peter Gomez point out that: companies without a proactive diversity-building strategy will fall victim to common-pitfalls and will fall flat.
“It’s important to acknowledge that diversity building is a proven growth strategy, not a superficial endeavor. But paying lip service to diversity and inclusion without a proactive strategy will lead to failure. Organizations need to prioritize, collaborate, and think long term.”
4. Take control
Women tend only to apply for jobs that they feel they are a 100% match; men do so even when they meet no more than 60% of the requirements. Similarly, men tend to be promoted more often than women simply because they speak up and ask for a promotion.
Women need to take responsibility for themselves and for their own careers. Women need to apply for jobs with confidence, even when they don’t have 100% of the requirements. They also need to speak up and ask for a promotion.
Kevin O’Marah, Chief Content Officer at SCM World, sums up the issue of the supply chain gender gap nicely: “Women in supply chain are too few, and their path to the top is at least partially blocked. Yet we all seem to think they bring something to the party that will make it better. The time to break this problem down is now.”
