CAPS Research issued a study result that ‘only’ 72% of companies offer supply management training within the first 12 months after hiring a new employee. The commentary implies this is a problem; but is it?
I must acknowledge that I don’t know precisely how CAPS worded their questions, but the published result appears to be specific to supply management training, rather than training more broadly. So if, say, an employee undergoes an onboarding program, that probably doesn’t count.
There’s also no reference to hiring policies. To the extent that organizations are making experienced hires, or selecting supply chain graduates, they may well feel no urgency in providing specific training on supply management. What they will care about is that the new employee understands how to apply their knowledge in the context of the business. And IACCM research suggests that is often knowledge acquired ‘on the job’, from colleagues.
People often work within teams, or on specific projects, or gain informal mentoring. They are being trained, but not in a traditional, structured context. Increasingly, there’s also a view that employees must take personal responsibility for filling gaps in their knowledge. And often these days, it isn’t functionally specific skills or knowledge that they lack – it’s broader business or personal skills.
IACCM will shortly be issuing its findings – and observations – on trends in training and skill development as one of its series of benchmark reports. It’s an important topic, but one that is increasingly answered through a growing diversity of approach.