As the peak body for the Healthcare supply chain profession, one of the increasingly urgent topics of discussion emerging (among many) is how to attract and retain young talent to the industry

The war on talent exists across every industry of course, however Supply chain has it’s own nuances defining how we move forward as an industry. Talent attraction has always been a challenge - so why are we talking about it now?

Firstly, the age profile of supply chain and procurement professionals is changing.According to DHL Germany, ‘supply chain managers are retiring faster than they can be replaced'. Around 25 to 33%of professionals are nearing retirement age. Alarming? That’s before you consider this was in 2015. The intervening seven years have exacerbated the issue.

Secondly, in light of this ticking talent time bomb. It’s important to look at the traditional perception of the supply chain and procurement industry.

The supply chain manager of decades past. Male, in his mid 40’s who works his way up from the Warehouse floor, follows an age-old process to the letter, and leaves at 5pm each day.

Now, clearly this is an exaggerated persona, however the truth lies in the fact this is how young talent or university graduates view ‘old’ professions such as these. It’s our job to change that. But how?

This article explores the key tactics the healthcare supply chain and procurement profession should consider in attracting the next generation of talent.

THE IMPORTANCE OF SOCIETAL IMPACT

A timely topic, one that’s never been more important. If the COVID-19 pandemic has taught us anything, it’s the incredible work our healthcare workers do, and that very little functions without a robust supply chain. Not only this, but the supply chain is absolutely critical to a functioning healthy society.

What makes this so important is that young professionals increasingly consider the societal impact of prospective professions and employers. In fact, according to a 2021 MMH report, 58% of young professionals surveyed confirmed they pursued a career in supply chain management due to positive societal impacts(2). This isn’t a flash in the pan, just 10% responded this way in 2017.

So, what can we do to shift perceptions? While we’re proud of what our profession brings to the table, we need to stand up and noticed. The supply chain function is traditionally the silent hero -when procurement is done well, we don’t hear much. But, organisations should look at bringing this function out into the spotlight.After all, behind every great healthcare professional is a strong procurement and supply team!

It doesn’t need to be shouting from the rooftops. It can begin internally with strong executive support and recognition on internal channels. And, when it’s appropriate good news should be shared externally- organisations like AHSPO offer a useful voice for good news, as do professional social media channels like LinkedIn. Or, if you’re lucky, the opportunity to speak at industry events through suppliers and partners can offer a good platform. We can recommend one. Lastly, don’t discount industry awards,while they’re a little self indulgent, prospective employees will be doing their research on you - and industry recognition certainly helps with positioning your organisation as an employer of choice.

AROUND 25 TO 33% OF PROFESSIONALS ARE NEARING RETIREMENT AGE. ALARMING? THAT’S BEFORE YOU CONSIDER THIS WAS IN 2015. THE INTERVENING SEVEN YEARS HAVE EXACERBATED THE ISSUE.

NEW SKILLSETS NEEDED

As one of the world’s oldest professions, supply chain and procurement carries with it the
baggage of outdated perceptions. Consider this - for a young person completing high school, or
attending university, would the old world view of the supply chain profession - purchase orders, spreadsheets, warehouses, phone calls, contracts and negotiations actually appeal?

If you’re reading this, then you’ll know this is an antiquated view of our skills. In fact, things have evolved rapidly over the past decade or more, and only accelerated since 2020.

Now, going back to our hypothetical – the modern supply chain and procurement manager needs to know how to communicate with stakeholders and vendors, be able to interpret critical data for decision making, negotiate, and ultimately understand the science of supply and demand in a fast paced, transparent environment.That sounds like a more enticing career option.

But, it’s not only a perception issue. It’s a technical skill issue as well. According to U.S Logistics Consultant Riverlogic, 57% of companies surveyed expected to invest over $1M USD in supply chain technology over the next two years, with a third of these respondents indicating they would significantly exceed this spend(3).Great, what does this mean?

It means there’s a significant opportunity for young talent with skills beyond traditional supply chain abilities to enter our profession and have a big impact. Data scientists, software developers, IT managers, project managers will all have the opportunity to contribute positively to supply chain outcomes and driving our industry forward.

THE WINDOW INTO AN ORGANISATIONS MACHINE ARE MORE OPEN THAN EVER,WITH THE LIKES OF GLASSDOOR AND LINKEDIN OFFERING INSIGHTS INTO THE INNER WORKING OF BUSINESSES.

CREATE A POSITIVE BRAND IDENTITY

This one might be left-field, however it’s an increasingly important consideration for talent when considering if an employer is the right fit for them. Over the next few years, millennials will be the dominant demographic in the workforce, and for a generation who have experienced a recession, global pandemic and growing wage
inequality - finding fulfilment t beyond the paycheck has never been more important.

What part does brand have to playin this? For hiring organisations, creating a positive brand should focus on two outcomes.Firstly, a strong external brand which shows the values of the organisation are important to demonstrate corporate values and culture align to a prospective candidates own. We’re all human, in 2022 we go to work to make a difference in some small way, especially in the healthcare sector. Healthcare organisations which have a strong brand story and values are one step ahead in the war for talent.

Secondly, a brand is more than just a corporate identity. A brand presents itself internally as well. The window into an organisations machine are more open than ever, with the likes of Glassdoor and LinkedIn offering insights into the inner workings of businesses. For Business Units or departments, this brand is reflected in the way they work, treat, and reward each other. Procurement departments would do well to foster and enshrine a functional and inclusive workplace culture. Not only does it bring out the best in your people, it can make your business a destination of choice for the next generation of socially conscious professionals.

CONCLUSION

The Supply chain and procurement profession has formed the backbone of so many industries, yet been the silent partner for decades if not hundreds of years. In a new high-stakes world with increased pressure and transparency on everything we do, we have a real opportunity to reposition the value we bring and the benefits to working in the industry.

As we’ve explored, addressing the combination of social awareness, the diversity of skills needed, and promoting a positive working environment can enable procurement organisations and departments to attract bright young talent. It may seem daunting, but looking at the challenge from these perspectives will enable you to focus effort in the right places, piece by piece, to make your oganisation more enticing to work at than your competitors.