Those
myths and uncanny resonances
Image source: https://uk.pinterest.com/pin/444167581972455024/
Some myths around learning in the workplace
and uncannily significant resonances between overseas and local research uncover
significant opportunities for both the people and the organisations involved in
Supply Chain Management.
3 Preconceptions
About Workplace Learning
According to Taub, three preconceptions
which need to be managed in order to remove constraints in the path of
successful training implementation are:
1.
People don’t have time for
learning
People will make time, given the right
motivation. As adults we are willing to invest in our learning and development
— but only if convinced that it will improve our work performance, advance our
careers and/ or enrich our lives. So, if it is clear that the training on which
we are embarking will help us grow, evolve and stay marketable, the time will
be available.
2.
Traditional training
methods, like classroom training and even online courses no longer work
Whilst it is true that people, especially
Gen Y’s, learn from a great deal more sources than previous generations,
formally based training is very necessary:
- Where courses are based on registered qualifications delivered by accredited providers, the qualifications acquired are becoming increasingly important to the marketability not only of the individuals concerned but also the institutions which employ them.
- Formal courses which are structured in accordance with sound learning principles promote strategic thinking and impart problem solving abilities which are key in the Supply Chain Management environment.
It is however important to keep in mind
that speed, simplicity and easy access are key to the success to any form of
learning and it is here perhaps that academia has much to gain from studying
these characteristics of less formal learning.
3.
The HR/ learning function
owns responsibility for employee development
Once responsibility for learning is shared
between the learning function, managers and individuals by building and managing
a mentoring culture that empowers those in the workplace to discover and
connect with the right people, experiences and resources, this is where
effective training begins.
(Taub, 2016).
Where
Should Our Training be focused?
Having established what works for workplace training, we find that there is an uncanny resonance between research carried out in the USA and the Barloworld Logistics supplychainforesight survey.
In the USA the leadership and professional competency requirements for future Supply Chain managers were found to be as follows:
Having established what works for workplace training, we find that there is an uncanny resonance between research carried out in the USA and the Barloworld Logistics supplychainforesight survey.
In the USA the leadership and professional competency requirements for future Supply Chain managers were found to be as follows:
- Ability to negotiate and collaborate with value chain partners
- Ability to collaborate across functions
- Ability to drive or support diversity and inclusion
- Strategic thinking and problem solving
- Ability to manage global/ virtual teams
- Ability to persuade and communicate effectively
- Leading and developing others
Looking at the 2015 supplychainforesight survey
we find that, in order to achieve the key strategic Supply Chain objectives
which were identified below, very similar competencies are needed:
- Identifying and managing change
- Growth and expansion into new markets
- Increasing flexibility, agility and responsiveness
- Sustaining existing areas of financial returns
- Introducing new products and services
- Using supply chain as more of a competitive advantage
- Investment in business intelligence
(Frost & Sullivan. 2015: 17)
We can see that the role of Supply Chain
Manager is moving from tactician to strategist. This represents huge
opportunities for organisations which, in order to take full advantage of them,
need to position themselves through effective, focussed training.
How do you promote learner engagement in
your workplace training?
How is your workplace training aligned to
or company strategy?
What competencies are needed to make your
organisation more really fly?
References
Taub, T., 2016 3 Big Myths About Workplace Learning. http://www.clomedia.com/2016/08/01/3-big-myths-about-workplace-learning/?utm_source=MyEmma&utm_medium=Email&utm_campaign=CLO%20Today.
Accessed 4 August 2016
Melnyk, S. and Seftel, C.M., 2016. The Emergence of the Supply Chain Leader:
The Metamorphosis From Tactical To Strategic. Accessed 16 August 2016
Frost & Sullivan. 2015: supplychainforesight 2015: Embracing change
for a sustainable future. Barloworld Logistics, Johannesburg
