by Elizabeth Hines | Nov 19, 2013 | Blog, Leadership, Strategy, Talent
Career Builder identified Supply Chain Manager as a Top Growth Job for 2013. Why did supply chain manager make the short list (just 18 jobs made the list)? Supply chain manager has experienced an 8 percent job growth since 2010 and there is just one active candidate for every five posted jobs. Colleges and universities have recognized the demand – and opportunity. The Wall Street Journal recently reported that supply chain management is the “hot new MBA” and that “more than a half-dozen universities have recently introduced undergraduate majors, M.B.A. concentrations and even entire degree programs dedicated to procurement, inventory management and global supply-chain strategy.”
Finding the right person for a job opening is essential. Hiring the wrong person is a costly mistake not only financially, but also in terms of team morale and productivity. Given the demand for supply chain talent, the dearth of experienced talent, and an increasing number of newly graduated talent entering the job market – how do you find and hire the right person? Here are a few tips on how to hire.
Look across the industry
Look across the industry and identify individuals who are a good match to your company and the role.
Look within the company
Look inside your company. Is there someone who would thrive in a new role – even if the role is outside of their current field?
Look outside the industry
While this may seem counter intuitive, bringing in a talented professional from outside the industry could provide the fresh ideas and insight that your company.
Work with colleges and universities
Develop a relationship with colleges and universities. Work with the schools to identify upcoming or recent graduates who are/were stars. Another option is to establish an internship program with a school.
Work with a strategic advisory firm
Working with a strategic advisory firm is an option as well. This type of partnership, such as the ones I build with our clients, can make identifying the right talent for the right position easier. An advisory firm often has the pulse on where the most talented people are in the supply chain and logistics industry. This type of partner can launch a successful candidate search process, get new hires up and running, and help retain talent for the long run.
Be creative and have vision
Throughout the hiring process remember that creativity and vision are key.
Offer an out
Here is a great example of offering an out. Zappos pays new employees to quit. You read that right – the company pays new employees to quit their jobs. Once new employees have completed their 4 wee training program they are given “The Offer.” That is, they can choose to remain with the company or quit. If they choose to quit they will be paid for the time they worked and given an additional $3,000. The employee has 24 hours to decide. Why does the company do this? If the employee is not happy in the new position and not committed, it makes sense for both parties to cut and run.
by Fronetics | Sep 10, 2013 | Blog, Logistics, Strategy, Supply Chain
This post is written by our Marketing Analyst Intern, James Kane. James is a senior at the University of New Hampshire’s Whittemore School of Business and Economics.
A recent article by Patrick Burson in Logistics Management discussed the use of 3PL providers. The article noted that 86 percent of domestic Fortune 500 companies use 3PLs for logistics and supply chain functions, and that the average customer utilizes multiple 3PLs. For example, companies such as General Motors, Procter & Gamble and Wal-Mart each use at least 50 3PLs.
I decided to take a closer look at the use of multiple 3PLs. What I discovered is that companies utilize multiple 3PLs to minimize risk, and to maximize efficiency and revenue; the decision to engage each 3PL is strategic.
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What do 3PLs think about the use of multiple 3PLs? It turns out the majority are ok with it. A growing number of 3PLs see value in companies working with more than one 3PL. A Market Insight Survey found that 51.2 percent of 3PLs polled believe customers should have more than one service provider. Thirty-nine percent of respondents reported that they feel customers should work with just one 3PL and 9.8 percent reported that outsourcing strategies should depend upon the customer and the scope of the venture.
I’m interested. With how many 3PLs does your company engage?
by Elizabeth Hines | Aug 13, 2013 | Blog
Done right, an internship program can be a positive experience for the student and for your company.
An internship, done right, will serve to prepare the student for their first job. It will teach them about responsibility, accountability, and about the industry. Done right, an internship program should bring value to your company as well. Done right, the program will foster new talent, bring in new ideas, and serve as a channel for bringing well-prepared talent to you team.
Here’s how to do it right:
Sit down with the intern on the first day and establish a game plan. Ask the student what they hope to gain from the experience. Ask them what their career aspirations are. As the conversation continues and you lay out the tasks and responsibilities for which the intern will be responsible, point to how these tasks and responsibilities will serve to help them on their stated career path.
I mentioned, giving the intern tasks and responsibilities. These should be real tasks and responsibilities. The internship is an opportunity for the student to gain skills, and to learn how a company works, and how to navigate the workplace. Asking the intern to make coffee, copy papers, or pick up your dry cleaning will not benefit the student or the company (if you choose to hire them after the internship) in the long run.
To this end, it is important that you hold the intern accountable. They should show up on time, meet deadlines, and they should dress in an appropriate manner for your office. If this is not happening, a conversation is necessary. Overlooking these issues is at cross purposes with a valuable internship.
Also essential – providing the intern with the tools they need to succeed and acting as a mentor throughout the internship program. Answer questions. Set up regular check-ins. Introduce the intern to others in the office.
One more thing to consider when doing an internship right – the laws which govern internships.
In June a federal district judge in Manhattan ruled that Fox Searchlight Studios had broken New York and federal minimum wage laws by failing to pay two interns who had worked on the set of the film “Black Swan.” Given that there are more than one million unpaid internships in the US each year, this ruling has opened doors for additional lawsuits and has companies taking a close look at their internship programs to determine if they are in fact legal. For clarification, companies are turning to the Department of Labor. The Department of Labor lists six criteria which an internship must meet in order for the internship to be an unpaid internship. In a 2010 New York Times article, Nancy J. Leppink, then acting director of the Department of Labor’s Wage and Hour Division, is quoted: “If you’re a for-profit employer or you want to pursue an internship with a for-profit employer, there aren’t going to be many circumstances where you can have an internship and not be paid and still be in compliance with the law.”
Interestingly, Intern Bridge’s 2012 Internship Salary Survey found that 51.3% of students surveyed had internships that were unpaid and that the number of paid internships declined by 3.6% from the previous year.
Another interesting piece of information – a 2013 survey conducted by the National Association of Colleges and Employers (NACE) found that paid interns were more likely to get at least one job offer and obtain a higher starting salary than students who had had an unpaid internship or no internship. Specifically, 63.1% of paid interns reported that they had received at least one job offer compared with 37% of students who had participated in an unpaid internship and 35.2% of students who hadn’t participated in an internship. With respect to salary, students who had participated in a paid internship reported a median starting salary of $51,930 as compared to $35,721 for unpaid interns and $37,087 for students who did not participate in an internship.
