SUPPLY CHAIN MANAGEMENT

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METHODOLOGY AND PARTICIPANT PROFILE In November of 2014, Harvard Business Review Analytic Services conducted a web-based survey of 316 executives among the HBR.org audience. The global study included respondents from North America (30%), Asia/Pacific (36%), EMEA (24%), and Latin America (8%). More than half (55%) of respondents were C-suite and senior management, slightly more than one-quarter (28%) were managers, and less than one-fifth (17%) were from other grades. Half of respondents (49%) were from large organizations with 5,000 or more employees, onequarter (25%) from organizations with 1,500–4,999 employees, and one-quarter (25%) from organizations with 500–1,499 employees. Respondents in companies with fewer than 500 employees were screened out. A broad group of industries were represented, with 16% from healthcare/pharmaceuticals, 14% from manufacturing, 13% from technology/telecommunications, and 13% from financial services. Respondents from all other industries amounted to less than 7%. One-quarter of respondents (26%) work in the HR function, with one-quarter (24%) in general management/strategic planning, one-fifth (20%) in marketing/sales/business development/customer service, and 8% each in finance, operations/production, and IT/software engineering/knowledge management. Respondents from other areas added up to less than 6%. HOLISTIC TALENT SUPPLY CHAIN MANAGEMENT 7
ABOUT KELLYOCG Talent is a strategic asset that poses unique challenges. Gaining access to the right talent can be problematic, and supply and demand are hard to predict. Visibility across all the different types of talent working on your company’s behalf—not just full-time employees—is imperative, but merely quantifying non full-time talent is no longer enough. Competitive advantage lies in understanding where the different types of talent come from, how to attract and engage them, and—most importantly—how to design a roadmap for incorporating talent into a company’s business processes, decisions, and planning. Talent Supply Chain Management, also referred to as holistic talent management, is a framework that can help companies fully leverage talent across all categories: full-time employees, temporary employees, freelancers, independent contractors, and service providers, as well as alternate sources of workers like retirees, alumni, and online talent communities. KellyOCG is the leading global advisor of talent supply chain strategies that enable companies to achieve their business goals by aligning talent strategy to business strategy. If you want to learn more, visit www.kellyocg.com/tscm or contact us at tscm@kellyocg.com. 8 HARVARD BUSINESS REVIEW ANALYTIC SERVICES
Page 1 and 2: A HARVARD BUSINESS REVIEW ANALYTIC
Page 3 and 4: FINDING THE RIGHT TALENT AT THE RIG
Page 5 and 6: Nasdaq finds value in this workforc
Page 7: MOTIVATING ENGAGEMENT In the survey

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