Complex global organizations are increasingly studying—and to a lesser extent adopting—a talent supply chain management mindset. As its name suggests, TSCM is much like traditional supply chain management: directing a network of suppliers and resources to ensure the optimal mix of price, access, and risk.
But even with the growing attention to talent supply chain strategies, most organizations are years away from deploying TSCM on a global scale. Most still focus on meeting today’s talent needs instead of forecasting and planning for those that await them three years from now. What’s more, companies seem to have a limited recognition and understanding of the talent supply that operates outside the walls of the organization, nor any way to leverage it.
The problem is particularly acute because most identify talent as the basis of their competitive advantage and growth strategy. Complex global organizations would never forecast raw materials, pricing and inventory turns using only a short-term outlook, but that’s exactly what most accept for their most strategic asset: missioncritical, strategic talent.
The following research aims to uncover to what extent organizations are rethinking their approach to talent supply chain management, where their highest priorities lie, and what they find particularly challenging. We also look closely at top performers to understand what they do differently from their peers, and how others can emulate them.