resources, operations, and procurement need to work together to evaluate all of the supply chains for speed, cost-effi ciency, quality, and risk. Then, based on the company’s priorities, they can determine the most appropriate methods of sourcing talent in a holistic manner that draws from multiple sources. It’s important to note that during this process, companies need to make sure they consider all available talent sources and labor categories—even if they include ones not used before. For example, incorporating talent communities can provide employers with a whole new source of engineering talent to engage with well before the need to hire arises.
Risk Mitigation
Especially in engineering, intellectual property protection is of the utmost importance. Contingent workers can play impor- tant roles in the development of new processes or products. It’s crucial, therefore, to preempt the question of ownership by ensuring that all service agreements specifi cally designate how and by whom intellectual property will be retained.[4]
ics allows them to better understand how internal and external factors infl uence the supply chain, yielding insights on how to effectively fi ne-tune and integrate it with current needs. In addition, using workforce analytics in this way also allows employers to take a step back and examine the historical context of supply chain performance. By asking how and why diffi culties or blockages occurred, employers can gain insights that can then be applied to predict future scenarios—and fi nd solutions to handle them effectively.
The Competitive Advantages of TSCM In conclusion, when properly established and carefully maintained, TSCM offers companies signifi cant competitive advantages, including: • Enhanced workforce planning. By evaluating all pos- sible sources of talent in a holistic manner and knowing how to engage workers, companies are better equipped to make sound decisions that are aligned with their over- all objectives.
• Oversight. A unifi ed talent strategy provides data about the deployment and performance of talent. When carefully analyzed and measured against industry best practices, it facilitates the fi ne-tuning of strategies to bet- ter meet organizational objectives.
• Predictive capability. Workforce analytics about the talent supply chain enables companies to predict skills and talent gaps, as well as future talent needs. This means companies can pro-actively plan their talent strategies to address these issues and ensure the timely deployment of the right talent.
That means that wherever employers source their talent, compliance and risk mitigation should be a priority. It’s key to establish talent supply chains in which vendors are trusted and maintain the same level of security as the company. Plus, processes need to be put in place to govern how to handle fallout in the event of a security breach.
The Predictive Power of Workforce Analytics Establishing TSCM offers an integrated approach to work-
force management. And when objective data about the talent supply chains is gathered and measured against industry benchmarks, companies can gain valuable insights into how their workforce strategies can be improved. Workforce analyt-
• Risk mitigation. TSCM provides complete oversight as to sourcing and deployment of talent. At the same time, it yields data about quality. This enables companies to es- tablish robust IP protection and risk mitigation policies and processes that are integrated with those of their vendors.
• Access to a broader talent pool. By considering all possible talent sources including contingent workers, even for mission-critical roles, organizations can estab- lish broader and more agile talent pipelines. Establishing TSCM is an ongoing process that needs to be done transparently and consistently across all departments of a company. And with the oversight and predictive capabili- ties that come from taking a holistic approach to workforce management, companies can create robust, resilient talent pipelines that are in line with current business objectives while remaining agile enough to adapt to future needs.
July 2015 |
AdvancedManufacturing.org 105
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72 |
Page 73 |
Page 74 |
Page 75 |
Page 76 |
Page 77 |
Page 78 |
Page 79 |
Page 80 |
Page 81 |
Page 82 |
Page 83 |
Page 84 |
Page 85 |
Page 86 |
Page 87 |
Page 88 |
Page 89 |
Page 90 |
Page 91 |
Page 92 |
Page 93 |
Page 94 |
Page 95 |
Page 96 |
Page 97 |
Page 98 |
Page 99 |
Page 100 |
Page 101 |
Page 102 |
Page 103 |
Page 104 |
Page 105 |
Page 106 |
Page 107 |
Page 108 |
Page 109 |
Page 110 |
Page 111 |
Page 112 |
Page 113 |
Page 114 |
Page 115 |
Page 116 |
Page 117 |
Page 118 |
Page 119 |
Page 120 |
Page 121 |
Page 122 |
Page 123 |
Page 124 |
Page 125 |
Page 126 |
Page 127 |
Page 128 |
Page 129 |
Page 130 |
Page 131 |
Page 132 |
Page 133 |
Page 134 |
Page 135 |
Page 136 |
Page 137 |
Page 138 |
Page 139 |
Page 140 |
Page 141 |
Page 142 |
Page 143 |
Page 144 |
Page 145 |
Page 146 |
Page 147 |
Page 148 |
Page 149 |
Page 150 |
Page 151 |
Page 152 |
Page 153 |
Page 154 |
Page 155 |
Page 156 |
Page 157 |
Page 158 |
Page 159 |
Page 160 |
Page 161 |
Page 162 |
Page 163 |
Page 164 |
Page 165 |
Page 166 |
Page 167 |
Page 168