Our fourth and newest tool is the Supply Chain Develop-
ment Process (SCDP), an internal, sustainable and consistent means to develop leadership competencies and ensure motivated, business-savvy individuals become frontline, op- erational and future transforma- tional leaders in Supply Chain. Modeled after Halliburton’s successful Hire-to-Country- Manager Process—which focuses on rapidly developing talent for operations manage- ment positions—SCDP focuses on fi ve primary professional competencies that are identi- fi ed at the beginning of the process and subsequently built
upon and enriched. t Employee Development:
encouraging positive contributions to Supply Chain’s perfor- mance through continual individual and team development.
t Conscious Communication: conveying information and ideas to individuals and teams in a clear, concise and compelling manner that inspires them to act and achieve the desired objectives.
t Operational Excellence: promoting sustainable progress of business metrics through cross-functional applications of problem identifi cation, data analysis, project management, and process improvement.
t Voice of the Customer: understanding customer expecta- tions clearly, and prioritizing activities according to impor- tance and satisfaction with alternatives.
t Business Strategy: recognizing Supply Chain’s role and the impact of its fi nancial decisions on the company, and building strategies that align customer targets and contrib- ute to achievement.
SCDP comprises four phases based on job title and asso- ciated skills: (1) Individual Contributor (team lead, coordinator, specialist, analyst, etc.); (2) Frontline Leader (supervisor, func- tional lead, etc.); (3) Operational Leader I (functional manager, business unit manager, etc.); and (4) Operational Leader II (center manager, senior functional manager, etc.). The positions cited parenthetically are not inclusive, but merely a sampling of roles typically associated with the phases. Candidates for SCDP must demonstrate superior techni- cal knowledge vis-à-vis their peers, be able to articulate
Each phase concludes with a rigorous assessment to pro- vide candidates with a measure of their progress and confi rm they have suffi ciently enhanced their command of the fi ve competencies. Advancement, however, depends upon both successful assessment at each phase and the availability of the subsequent higher position in the company. The expected time frame to complete the entire process averages seven to nine years, but this may vary depending upon an individual’s own skills, availability of subsequent positions, and other factors. Additionally, an employee may leave SCDP to pursue other company roles and return to it later and pick up where he or she left off. Fundamental to SCDP as well as all of our professional development programs is sustainability and measuring ef- fectiveness. SCDP provides employees with a template for documenting their aspirations and specifi c career goals, and based on feedback we’ve gotten the tool has been effective in preparing them for career planning discussions with their managers and mentors. Halliburton’s leadership believes that investment in its people, is an investment in its continued success.
Lynsey Ritchie, Human Resources Develop- ment Manager - Supply Chain, Halliburton, Houston. Ritchie graduated from Texas Tech University with a master’s degree in systems and engineering management. She is certifi ed as a Global Professional In Human Resources.
process improvements, be willing to invest in professional development, desire advancement to senior leadership roles, and, once in the process, advance consistently through the phases with meritorious assessments.
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