Continuous workforce transformation
In the continuously changing world of digital business, the workforce needs to keep pace. It’s much better to build a workforce that can adapt, rather than a workforce that depends on leadership to dictate changes.
Enable quicker hiring processes to grab in-demand skills from the marketplace before your competitors
“The idea of continuous workforce transformation may seem like a recipe for chaos to many people,” says Stiffler. “The key here is to create and deploy broad guidance frameworks — based on the overarching supply chain strategy — that engage with the workforce, prepare employees for continuous change and foster a more agile mindset in teams, but still keep a coherent direction.”
Agility and autonomy will come through bringing together employees and stakeholders to co-create the new strategies that affect them. Enable employees to own implementation plans, and provide tools to help them define success metrics and the details of changes.
Innovative talent sourcing and development plans
No matter how well you lead and prepare your existing workforce for continuous change, you’ll need to hire new talent and skills.
“Start by working with HR to get better at talent analytics,” says Stiffler. “You’re flying blind if you can’t audit current competencies and map what you will need in the future to the abilities or potential you have in-house.”
Prioritize digital dexterity, a combination of analog and digital skills and traits, over pure technical know-how
When you know what is needed and can’t be developed in-house, look outside the organization. As more organizations pursue digital business strategies, competition will intensify, so make sure your processes are fit for the digital age. This means looking at new sources of talent information, like social matching and data mining. Enable quicker hiring processes to grab in-demand skills from the marketplace before your competitors.
When hiring, prioritize digital dexterity, a combination of analog and digital skills and traits, over pure technical know-how. When you build an agile team, you need people with an agile mindset. Remember, you can contract in technical expertise for a price when you need it, but an agile employee who can network and connect across an organization and autonomously rise to challenges and improve processes is harder to contract in.
“Finally, forge working relationships right across business units and silos,” says Stiffler. “The more interconnected the supply chain organization is with the wider business, the better it will be able to drive growth and meet top-level priorities.”