供应链规划领导者必须积极制定战略，为其组织吸引、保留和发展人才。

Supply chain planning leaders must actively develop a strategy to attract, retain and develop talent for their organization.

 

人才争夺战仍在继续。组织之间甚至公司内部的竞争都很激烈，特别是在需要数据分析和统计的领域。供应链计划（SCP）的领导者想要吸引和留住优秀的人才，就必须确保他们的职能脱颖而出。

There’s an ongoing war for talent. Competition is fierce among organizations and even within companies — especially in fields that require data analysis and statistics. Supply chain planning (SCP) leaders who want to attract and retain great talent need to ensure that their function stands out from the rest.

 

为SCP制定专门的人才战略似乎是人力资源部门的一项任务，但如果没有规划领导的投入和所有权，这种战略可能无法满足真正的业务需求。

A dedicated talent strategy for SCP might seem like a task for the HR department, but without input and ownership from planning leaders, that strategy might fail to meet true business needs.

 

我们定义经过深思熟虑的战略和目标，以及实施的过程和技术，只会像执行它们的人一样强大。

 

The thoughtful strategies and objectives we define and the processes and technologies we implement are only as robust as the people that execute on them.

Gartner首席分析师Caroline Chumakov在丹佛举行的Gartner供应链规划峰会上说：“在贸易战、经济动荡、数字化和劳动力短缺的情况下，SCP领导人在制定应对这些问题的战略方面有很多优势，但最终，我们定义经过深思熟虑的战略和目标，以及实施的过程和技术，只会像执行它们的人一样强大。因此，每个规划部门都需要人才战略。”“Amid trade wars, economic volatility, digitalization and labor shortages, SCP leaders have plenty on their plates in terms of devising strategies that combat these issues,” said Caroline Chumakov, Principal Analyst, Gartner, at Gartner Supply Chain Planning Summit in Denver, CO. “But in the end, the thoughtful strategies and objectives we define and the processes and technologies we implement are only as robust as the people that execute on them. Therefore, every planning department needs a talent strategy.”

 

支柱1：基于角色的能力

Pillar No. 1: Role-based capabilities

 

你的供应链计划策略是由员工能力支撑的。这些能力由技能、知识、能力和经验组成，是在计划组织中成功扮演特定角色或一系列角色所必需的。

Your supply chain planning strategy is underpinned by the capabilities of your workforce. These capabilities are composed of the skills, knowledge, competencies and experiences required to be successful in a specific role or set of roles in the planning organization.

 

100%合适的候选人是稀有物种，因此SCP领导人应该关注在可预见的未来，组织保持竞争力所需的最关键能力的候选名单。这可能包括好奇心、协作或数据驱动决策等能力。

The 100%-fit candidate is a rare species, so SCP leaders should focus on a shortlist of the most critical capabilities the organization needs to remain competitive for the foreseeable future. This might include competencies such as curiosity, collaboration or data-driven decision making.

 

支柱2:：职业道路

Pillar No. 2: Career pathways

 

在Gartner最近的一项调查中，SCP的高级领导者认为缺乏明确的职业道路是计划人员跳槽到其他部门或完全离开组织的关键原因之一。这是一个危险信号。传统的等级职业道路已不足以吸引和留住普通计划者，尤其是对于千禧一代和Z代人才而言。

In a recent Gartner survey, senior leaders in SCP identified the lack of a defined career path as one of the key reasons why planners move on to roles in other departments or leave an organization altogether. This is a red flag. Traditional, hierarchical career paths are no longer enough to engage and retain the average planner, especially for millennial and Gen Z talent.

 

Chumakov 说：“一条职业道路不仅应该允许在计划组织内部和其他供应链职能部门之间的层级变动，还应该允许横向变动。”。“这里的挑战有两个方面：创造机会，然后确保人们意识到这些机会，并知道如何规划他们在组织中的道路。”

“A career path should allow for not only hierarchical, but also lateral, movement, both within the planning organization and across other supply chain functions,” Chumakov said. “The challenge here is twofold: Creating the opportunities and then making sure that people are aware of them and know what it takes to chart their path in the organization.”

 

支柱3：学习和发展

Pillar No. 3: Learning and development

 

在SCP中，促进成人学习和发展的最有效方法之一是采用70-20-10模式。其理念是，70%的个人发展应该通过经验学习干预在工作中实现。这些干预措施可以包括一些活动，如拓展任务或工作轮岗。

One of the most effective ways to foster adult learning and development in SCP is through the use of the 70-20-10 model. The idea is that 70% of personal development should happen on the job via experiential learning interventions. These interventions could include activities such as stretch assignments or job rotations.

 

基于关系的学习在学习活动中占20%。这可能包括指导计划以及与同行在线或离线分享最佳实践。经理指导和领导跟踪也是常见的学习干预措施。只有最后10%的学习活动是通过正式培训，如认证、课堂培训和网络学习模式来促进的。

Relationship-based learning accounts for a further 20% of learning activities. This might include mentorship programs and online or offline best-practice sharing with peers. Manager-led coaching and leadership shadowing are also common learning interventions. Only the final 10% of learning activities are facilitated through formal training, such as certifications, classroom training and e-modules.

 

支柱4：招聘和入职

Pillar No. 4: Recruiting and onboarding

 

我们必须接受这样一个事实，即招聘不仅仅是简单地写或刷新一份工作描述。SCP领导必须与其人力资源部门合作，确定能够反映其组织所需能力的人才库，然后将其外展重点放在这些人才库的关键吸引力驱动因素上。在许多情况下，这意味着要突出你所在公司可能的职业道路和发展机会。

We have to come to terms with the fact that recruiting is much more than simply writing or refreshing a job description. SCP leaders must work with their HR departments to identify talent pools that reflect the competencies their organization needs — and then focus their outreach on key attraction drivers for those talent pools. In many cases, this will mean highlighting possible career pathways and development opportunities at your organization.

 

SCP入职培训计划同样重要，应该确保每个加入组织的计划员都有一致的经验。确保新的计划人员了解他们的工作如何有助于实现公司和供应链目标。

The SCP onboarding program is equally important and should ensure that every planner joining the organization has a consistent experience. Make sure that new planners understand how their work contributes to corporate and supply chain objectives.

 

支柱5：绩效管理

Pillar No. 5: Performance management

 

绩效管理是大多数人力资源部门衡量和奖励个人对企业长期贡献的过程。SCP领导可以通过为他们的员工制定量身定制的发展计划来推动业务绩效。

Performance management is the process by which most HR departments measure and reward an individual’s contribution to the business over time. SCP leaders can drive business performance by creating tailored development plans for their employees.

 

选择正确的发展目标至关重要。对于任何一个特定的员工来说，一套完美的目标都位于业务需求、员工当前表现和职业抱负之间的交叉点。

The selection of the correct development goals is crucial. For any given employee, the perfect set of goals sits at the intersection between business needs, the employee’s current performance and their career aspirations.

 

例如，考虑一个渴望成为销售和运营计划(S&OP)的全球流程所有者的需求计划员。该员工具有很强的沟通能力，但缺乏领导项目的经验，能够建立更强的跨职能意识。与此同时，企业还需要改进S&OP流程。结合商业和职业抱负，该员工的发展目标可以是建立对价值流的理解，同时提高项目和关系管理技能。P领导者可以通过五大支柱来建立自己的人才战略。