Supply chain management talent: the role of executives in engagement, recruitment, development and retention

Purpose This paper aims to fill a void in existing research by focusing on in-company efforts to develop supply chain (SC) talent, with a specific focus on the role that executives can play in this process. This study uses the resource-based view (RBV) of the firm and theory of training motivation as theoretical background for the exploration. In addition to that, this paper provides meaningful information for executives aspiring to contribute to the development of supply chain management (SCM) talent including the primary drivers, benefits, barriers and bridges (Fawcett et al., 2008). Using this framework will lead to the development of a conceptual model to facilitate future research efforts. Design/methodology/approach This paper studies three case companies where there was an active executive engagement in the recruiting, on-boarding and ongoing development of SC talent. Findings In all three case companies’ executive engagement was high and the executives acted as champions of the SC talent development program including designing and stewardship of the program. They also got personally involved in recruiting, training and mentoring. In alignment with the RBV of the firm, all three case companies were strongly driven by a need to improve the competitive advantage of their firm through the SC competencies and capabilities. This strategic directive is driven by the executive suite and typically involved a combination of goals including improving functional capability development, internal stakeholder relationships and growth in business value contributions. This leads to the need for attracting new talent, due to talent shortages and developing more future-proof capabilities of the SC talent. Talent that is future-proof can effectively handle the current scope of work and successfully implement changes that the SCM strategy aspires to. Hence, the executive ownership is very much driven by a strategic imperative to improve the knowledge, skills and abilities and critical realization of the importance of talent recruitment and development. This study also finds that there are very specific SCM drivers, benefits, barriers and bridges in play making it important for SCM executives and teams to engage and not rely on generic human resource (HR) processes and frameworks only. Research limitations/implications We found that in the three case companies’ executive engagement in talent development had a positive impact. We also identified specific roles of the executives such as, the benefit of engagement across multiple hierarchical layers of the organization and, the risk of programs being shorter lived when focused on a narrower talent issue. Our research focus contributes to the existing supply chain literature involving talent management. It also suggests actions for supply chain executives, for the educational provision of universities and multiple research opportunities. Originality/value There is no evidence of prior research in fields of HR management, talent development or SCM related to the impact of executive engagement in this process. This paper studies three case companies where there was an active executive engagement in the recruiting, on-boarding and ongoing development of SC talent. Findings show the critical impact of personal and extended engagement of senior-level executives and their leadership teams, in SC talent development. This paper offers specific techniques and approaches, generates suggestions for further research, managerial action and university implications.

Economic Aspects of Women's Empowerment Program in Central Sulawesi, Indonesia

The goal of this research is to see how successful the Women's Empowerment Program is at improving the economy in Poso Regency. With the aim of answering research questions, such as how to motivate women in improving the economy in Poso district, the research approach used qualitative research and data processing with descriptive analysis methods. Data was gathered through library analysis and recording, observation, and in-depth interviews with a variety of informants, including Poso, Observers of Women, Women's Organizations, and three Home Industry Entrepreneurs from the Office of Women's Empowerment and Child Protection (DP3A) district. According to the findings of this report, the Women's Empowerment Program at DP3A Poso Regency is not succeeding. Since the program being introduced is not on track, implementation times are often late, there is a lack of executive engagement, there is no bureaucratic structure or standard operating procedure, and there are insufficient human resources. There is also a lack of communication both internally (inter-coordination) and externally (external coordination).