Supply Chain Management
Supply Chain Management for Effective People Management: Issues and Challenges
Indranil Mutsuddi*
Managing people in the highly volatile and turbulent business environment has always been an issue of concern for Human Resource (HR) heads and industry captains. This has particularly become challenging with organizations facing high attrition rates, on the one side, and businesses demanding talent supplies having newer and more cross-functional skill and competency sets to meet the changing needs of their businesses, on the other. Hence, HR professionals need to maintain a steady supply chain of their talent resources in order to remain competitive where rival organizations may poach their employees with impressive compensation packages and Human Resource Development (HRD) policies that would encourage them to find better career and development options in such organizations. This paper makes an attempt to examine and understand the nature, relevance and peculiarity of the supply chain function in HR practices. The paper also discusses the interrelation and roles of issues related to and the challenges of implementing supply chain management for effective people management.
Introduction
Retention and management of human capital and particularly the identification, selection, development and retention of the ‘talents’ professionals and employees in an organization had become a daunting task for the Human Resource (HR) captains (Mutsuddi and Mutsuddi, 2008). HR think-tanks and eminent academicians like Peter Cappelli of Wharton Management School are of the opinion that failing to retain and manage talent needs is equivalent to failing to manage the organization’s supply chain (Knowledge@Wharton, 2008). It has been argued that frequently the role of HR captains has become similar to those of supply chain managers who are constantly developing new strategies that enable them to match supply and demand at affordable costs. With more and more businesses going
Indranil Mutsuddi*
Managing people in the highly volatile and turbulent business environment has always been an issue of concern for Human Resource (HR) heads and industry captains. This has particularly become challenging with organizations facing high attrition rates, on the one side, and businesses demanding talent supplies having newer and more cross-functional skill and competency sets to meet the changing needs of their businesses, on the other. Hence, HR professionals need to maintain a steady supply chain of their talent resources in order to remain competitive where rival organizations may poach their employees with impressive compensation packages and Human Resource Development (HRD) policies that would encourage them to find better career and development options in such organizations. This paper makes an attempt to examine and understand the nature, relevance and peculiarity of the supply chain function in HR practices. The paper also discusses the interrelation and roles of issues related to and the challenges of implementing supply chain management for effective people management.
Introduction
Retention and management of human capital and particularly the identification, selection, development and retention of the ‘talents’ professionals and employees in an organization had become a daunting task for the Human Resource (HR) captains (Mutsuddi and Mutsuddi, 2008). HR think-tanks and eminent academicians like Peter Cappelli of Wharton Management School are of the opinion that failing to retain and manage talent needs is equivalent to failing to manage the organization’s supply chain (Knowledge@Wharton, 2008). It has been argued that frequently the role of HR captains has become similar to those of supply chain managers who are constantly developing new strategies that enable them to match supply and demand at affordable costs. With more and more businesses going