Logistics Headhunter: Is It Important?
In the logistics business sector, it is not uncommon to detect symptoms of mismanagement and integration of supply chains, such as increased inventories, bottlenecks, losses, returns, losses, waste of time, among others. That usually reflects bad practices and a lack of technical knowledge or management skills among those who manage these chains.
To improve the performance of supply chains, various initiatives must be implemented, such as reengineering of processes, implementation of technological systems, design of integration strategies, among others.
However, all the previous measures require having professionals and technicians who have the knowledge and skills necessary to operate them successfully. Otherwise, the investment of time and money will yield little or no results.
Key HR Challenges In The Logistic Sector Of Every Company
The challenge is that the current supply of personnel with adequate supply chain training is minimal and usually with high turnover. The vast majority of educational institutions have limited themselves to offering supply chain programs only as a diploma and master’s option, omitting the structuring of the university and technical training programs at the bachelor level aimed at the management and operation of logistics.
Additionally, many of the university plans are misaligned to the current needs of companies and are based on outdated bibliographies, in addition to being primarily theoretical and not involving new technologies.
Therefore, the low generation of professionals and logistics technicians with adequate knowledge is a complex problem that, to solve it, requires joint actions by both the government and educational institutions and by private initiative through their areas, from Human Resources.
Expected Qualities of a Logistics Professional
Being a logistics professional requires a series of multidisciplinary knowledge in technical, economic, customs, technological, and interpersonal skills, which requires a good education and training program.
Operating a logistics network that today is strongly linked to suppliers and customers from other countries, and whose infrastructure uses technology (equipment, hardware, and software) also from other nations, undoubtedly requires command of English.
Role Of The Human Resources Area In The Development Of Human Capital
KPMG carried out the Rethinking Human Resources in a Changing World study, which gathered the opinion of 412 executives from organizations belonging to various industrial sectors, of which 37% are at the managerial level. Among the results, it is highlighted that 81% of the survey participants think that the management of human capital is a critical factor for the success of a company. However, only 17% believe that its human resources (HR) area has Sufficient effectiveness to attract and retain it.
In this sense, one of the challenges that organizations face is how to find talent when, in principle, it is scarce. Sometimes the problem starts when the profile of the supply chain executive being sought is not clear, which causes HR to obtain incorrect candidates.
It is necessary that the HR area, together with the areas involved, define, document, and understand the profiles of the positions associated with the supply chain, indicating the requirements in educational training, technical knowledge, skills, experience, salary, etc.
Will a Headhunter Help?
Once the companies are clear about the profile to look for, the next step is to locate and attract it. In this sense, organizations can no longer wait for the potential candidate to look for them. Now, they must also have a more proactive role in their monitoring, not only through traditional channels such as job offers pages, but also through networks like headhunters to conduct the recruitment activity.
What Challenge Comes Next?
Even if headhunters help to recruit top talent, another challenge for organizations is to retain it. According to a KPMG study conducted in 2012, the retention of skills and experience within the business will be the main activity to which the HR areas will focus on the following three years.
According to the study, 90% of the interviewees agree that loyalty represents up to two-thirds of the equation of the success of a company. So, it is worth noting that a committed employee can be between 27% and 37% more productive on an individual basis than one who is not.
To promote talent retention, it is vital to have an entire structure that supports employee development and stability. Within this structure several items are included, some are:
Excellent Work Environment (Without Discrimination, Harassment, Bullying, Among Others): The leading companies in talent retention have reporting lines, as well as 360 ° and organizational climate evaluations (evaluation of the boss, colleague, and subordinate on the evaluated) that allow them to monitor areas of opportunity in this regard periodically.
Balanced Workloads: Leading organizations, sometimes supported by specialists, perform resource utilization analyzes to identify areas of under or over utilization.
Career And Training Plans: It is considered as good practice that the employee has clear visibility on the future professional options and the company providing the employee with the means to develop the skills and acquire the knowledge required by the position to which they aspire to be promoted. The above through internal or external courses (continuing education and/or postgraduate).
Fair Compensation Schemes: People must be rewarded for their skills and results. An estimated seven in 10 employees value cash income but appreciate the recognition of their work, training, stability, and the future.
Innovation With Remote Work Schemes: 50% of companies have adopted a virtual or out-of-office work model.
Companies not only have to encourage the incorporation of students to carry out professional internships, social service, or as interns but also to change the focus of the use of human capital in these initiatives.
It is not uncommon to find fellows or interns in companies doing activities that do not add value or are not related to their area of study. Sometimes, companies and the students themselves see in these activities, rather than a degree requirement, an opportunity for learning and training that benefits both the student and private initiative.
The recruiting of talented human capital is, without a doubt, one of the critical elements to carry out the logistics transformation that most companies require to compete internationally. These talent hunt can be carried out by headhunters who find specific top individuals that are the best fit for your company.