Attracting and retaining talent in supply chain
For the last few years, employers have faced a shortage of supply chain professionals, which leads to the question: how does one attract and retain talent? While it is essential to ensure competitive salary packages, it is also important to hire the right talent for the job in the beginning. Here are three tips to recruit, develop and retain top quality employees.
Know who you need for the job
Work on fine-tuning the hiring process such that only the most compatible talent who match your corporate goals are hired. This requires clear understanding of the industry to identify the key niche areas. Some companies are known for their rather unique and progressive work culture, where focus is put on keeping its employees happy and hence maintaining productivity. However, before implementing an effective work culture, you have to hire the right people for the job.
Develop a healthy work culture where people want to work
Top talent appreciate a healthy work culture which in turn encourages satisfied employees who are likely to stay longer with a company and increase productivity. Winning the hearts and minds of employees via open communication with the management is far more effective than adopting a dictatorship approach to managing them.
These are employees who genuinely believe in the organisation's core values, are committed to the company's success and are more likely to stay during difficult times such as economic downturns. Hence, soft benefits such as timely recognition and appreciation will give employees a sense of belonging and empowerment.
Grow your employees
As important as it is to attract the right talent, it is far more crucial to help employees grow within the company by providing cross-training for multiple roles or giving them new responsibilities. This will not only provide your employees with more opportunities for advancement, but it will also give them a greater sense of job satisfaction.
As a result of the new demands in the marketplace, candidates often have to take on an expanded portfolio. We have witnessed operations managers taking on extra responsibilities such as implementing and being responsible for workplace health and safety. These additional skills have to be acquired through external qualification courses which are again dependant on the organisation’s resources.
Investing in people skills is anticipated to drive the future of logistics in China for the next three to five years and ensure sustained development. The constant networking, training and progression opportunities allow candidates to take on leadership responsibilities and additional skill sets. These will be essential in taking logistics to new levels and preparing for the industry challenges ahead.