Talent development: Driving improved company performance through an integrated global talent development model

Mark Hersh
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Mark Hersh: Clorox Services Company, USA

Journal of Supply Chain Management, Logistics and Procurement, 2020, vol. 2, issue 4, 322-341

Abstract: This paper analyses how an integrated global talent development model enables the seven key foundations of supply chain excellence and delivers sustained marketplace success. A summary of the integrated talent model is presented along with a description of the blocks within the model and how together they shape the required skills, competencies and capabilities for successful supply chain leaders across all levels, as well as increasing supply chain discipline knowledge for leaders outside the direct supply chain field. This paper sets out the value of structured learning programmes and continuous learning, and stresses the importance of executive presence, inclusion and diversity, breaking bias, digital dexterity, new employee development and overall career development. The paper also describes the critical success factors and governance for sustained success. Measurable value can be delivered across multiple vectors using this talent development framework and approach. The paper concludes with a view of what supply chain leaders need to be successful in the future and sustain a company’s competitive marketplace success.

Keywords: end-to-end supply chain; frictionless supply chain; digital supply network (DSN); executive presence; Supply Chain Strategy and Leadership Forum (SLF); Global Operations Leadership forum (GOLF); inclusion and diversity; SEEDS; employee resource groups (ERGs); Digital DNA; supply chain leadership development programme (SCLDP); manufacturing leadership development programme (MLDP) (search for similar items in EconPapers)
JEL-codes: L23 M11 (search for similar items in EconPapers)
Date: 2020
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Persistent link: https://EconPapers.repec.org/RePEc:aza:jscm00:y:2020:v:2:i:4:p:322-341

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