ISM Forward Scan

Insights for Todays Supply Leaders

Exclusively for Supply Leaders in the ISM Corporate Program

Vol. 3:6 December 2013

Career-on-Demand Generation How to Connect With the Always Connected

By Naseem Malik, CPSM

hat exactly does the term career-on-demand mean, and how does it impact supply management leaders and their organizations? It simply applies to the Millennial generation those who are an integral part of todays workforce and supply chain organizations. Also known as Generation Next or Generation Text, these young workers are considered the Always Connected Generation. Regardless of how theyre characterized, its critical for supply chain executives to understand what motivates these young professionals and how best to work with them as they aggressively seek to land jobs with both lateral and vertical growth.

The Young and Restless There are close to 80 million Millennials versus 79 million baby boomers in the workplace today. According to a 2012 Harvard Business Review study, these young top performers have the highest turnover rates.They are, on average, 30 years old, have good education and work credentials, and leave employers after an average of 2.5 years. Heres some additional information about Millennials:  A vast majority admit to sending out rsums, contacting search firms and interviewing at least once a year during their first employment.  They regularly watch for potential career advancement opportunities.  Their savvy social media skills provide them with easy access to perceived greener pastures by using LinkedIn, Facebook, Twitter, etc.  Two major reasons cited for leaving a job are lack of training opportunities and mentors in the workplace.

Its easy for earlier generations to dismiss some of these tendencies as job-hopping, and lack of focus and loyalty. However, in the post-Great Recession era, there is far less stigma attached with such mobility. Beyond loyalty and security, its about the portfolio of skills these workers bring with them. Another trend we see now is that employees increasingly view themselves as free agents. There are distinctions, however, between the job-hoppers and the fast-trackers.The former have incoherent career stories, are driven by money and typically dont have strong references from past jobs. On the other hand, fasttrackers are drawn to new opportunities due to scope, culture and leadership.They also deepen their specialization and exhibit networking prowess while being sought after by former peers and managers. Interestingly, Millennials have more in common with each other across geographical boundaries than they do with Generation X or baby boomers. A top-notch sourcing manager I worked with in Shanghai a few years ago left his cushy job in which he was exceeding expectations. His rationale was that he was feeling too comfortable

Capitalize on the Three Cs Collaborative, connected and cloud-centric (not conceited, careless and cocky) are the three strongest traits exhibited by Millennials that supply chain leaders should capitalize on. Being naturally collaborative is a tremendous asset, because Millennials can share information faster and more efficiently than other generations in the workforce. This career-on-demand generation is cognizant of the value that can be derived from their network through enhanced collaboration.
This young generation is always on. They helped their families assimilate technology into their homes and now theyre helping business leaders harness the power of technology in supply chains. Because they grew up tethered to computers and the Internet, Millennials are comfortable creating solutions that stress accessibility and connectivity. Also, this generation conducts business across the cloud and completes transactions without the slightest hesitation. And theyre savvy enough to make informative decisions that are fact-based, using data in the cloud. Because these young professionals virtually live in the

As the importance of big data grows in supply chain organizations, these analytically sound and instant-communication workers will be an advantage to procurement.
and didnt want to fall victim to complacency. He commented that there are millions of new workers entering the workforce who would soon be vying for his job, so he needed to continually push himself. We find that Millennials in Europe and South America share the same mind-set.They, too, dont want to merely take the path of least resistance nor do they want their bosses to manage their careers. An accomplished young Millennial working for a top-tier consulting organization recently turned down a leadership role with a prestigious title and brand-name company. She wasnt wooed by the money or title, focusing instead on the experience the job offered and for whom shed be working. Based on those criteria, she passed on the opportunity. Millennials focus on building their capabilities theyre deliberate when weighing whether to stay with a company or make a move for rapid career progression.They also consider whether they should stay in procurement or rotate to other functions before settling in. While making such decisions, they also consider the impact of career changes on their personal circumstances and work/life balance. cloud, real-time communication on real-time analytics and performance metrics is second nature for them. As the importance of big data grows in supply chain organizations, these analytically sound and instant-communication workers will be an advantage to procurement. When emails are too slow for these young professionals, they are comfortable using instant communication for live discussions with internal stakeholders and external suppliers. According to one procurement publication, Millennials expect that, in addition to financial information on suppliers, there soon will be peer review ratings of suppliers similar to what is found on eBay and other Internet sites. They also predict there will be real-time sentiment analysis and crowd-wisdom reviews detailing what others are saying about suppliers, as well as analytics on how well the suppliers are performing for your organization and other customers.

Be Hired, Be Happy Hiring and keeping Millennials happy is undoubtedly critical for the future of supply management. As companies and industries grow, we are competing for the

best and the brightest from a finite talent pool. Considering how less than a decade ago there was no Facebook, LinkedIn, YouTube or smartphones, we can only conjecture as to what the next 10 years will bring. Because innovation is the lifeblood of Silicon Valley companies, they are vying for top-performing Millennials counting on their energy and new ideas. According to a CIO Magazine article last year, a high-tech company executive said the company planned to hire 2,000 Millennials in 2013. Just four weeks later, the company announced it was cutting 4,000 workers, most of them in middle management. The company predicted that by 2025, Millennials will comprise 75 percent of the worlds workforce. The career-on-demand generation is also blurring the traditional lines of work and play more than ever before. While theyre willing to meld work and personal lives, they hold sacred their freedom of choice.Thats why its important for supply chain executives to be the right manager. The right manager will provide young professionals with ample opportunities to develop skills, and will be open to offering them training and certification programs. He or she will share talented Millennials across the organization and the company. He or she also will encourage them to seek promotions in an effort to advance their careers.

And he or she should consistently provide timely, candid and constructive feedback. As we strip away generational titles and reflect on the potential upside and value-add young professionals bring to the workplace, its hard not to be excited about how much potential and transformation lies ahead. Who wouldnt like employees who want to be part of a team and prefer to work on multiple assignments concurrently using existing and emerging technologies with the goal of improving their skills and the companys performance?
Naseem Malik, CPSM, is the managing partner at MRA Global Sourcing (www.mrags.com), an executive search rm focusing on supply management and logistics. He brings 15 years of experience in the supply management/logistics function to the executive search business. Working in Fortune 500 companies and in management consulting, Malik gained valuable insights on attracting and retaining top-notch talent. He is well-versed in building and leading high-performing teams on a global basis. As an active member of Institute for Supply Management and MAPI Purchasing Councils, Malik has authored sourcing magazine articles and presented on topics relating to talent challenges in the global marketplace.

Editorial Insights

he British psychologist John Bowlby stated, We are only as needy as our unmet needs. Many of the articles or presentations about the challenges of working with Millennials refer to the neediness of this generation whether its the need for constant feedback or the need for work/life balance, the list is exhaustive. Some even view working with this young group as a high-maintenance, time-consuming chore. However, that perception of Millennials undervalues their strengths as well as their desire for guidance and stronger connectedness. Generally, theyre asking for:  Frequent authentic feedback. Millennials request frequent, candid, honest and timely feedback about their performance and how they can improve. Theyre also looking for clarity of their roles and an understanding of how their work ts into the bigger picture.  Focus on the results. Millennials tend to focus more on the end goal and less on the path they take to accomplish it. They use technology to create efciencies, remove unnecessary bureaucratic policies and procedures, and collaborate with others to nd a new or better way of completing assignments. They use their diverse network to identify new trends and customer needs. Theyre about working smarter, not harder.

 Leadership and career guidance. Millennials are looking to you for guidance on potential career paths and what they need to do to get there. They want development plans with milestones to keep them focused on upward mobility. Considering we spend the majority of our waking lives at work, these requests seem fair. With their expansive network, Millennials, more than any other generation, are in a position to inuence the way we lead. As Naseem Malik points out, they are the most connected generation in history and will use their extensive network to nd a new job if their needs are not met. Like any other employee, each Millennial brings unique strengths and weaknesses. They want and deserve your investment of time to help them and their companies succeed. Although working with Millennials may be challenging, it can provide a great opportunity to enhance your skills, become a stronger leader and create a healthier culture. Mary Lue Peck is managing director at ISM.

ISM Forward Scan is an exclusive product for supply leaders in the ISM Corporate Program.This practical publication focuses on the professions next imperatives affecting strategic supply management decisions today. The articles provide insights on emerging trends, technology, challenges and best practices in business.They give decision-makers both a macro and micro view of the supply horizon as a unique tool for supply leaders to impact their companys bottom line. Look for more ISM Forward Scan issues throughout the year as a benefit of being an ISM Corporate Program participant. For additional information on the ISM Corporate Program, contact:
Mary Lue Peck Managing Director 800/888-6276 or +1 480/752-6276, extension 3133 mpeck@ism.ws Candace Craig Manager, Corporate Development 800/888-6276 or +1 480/752-6276, extension 3089 ccraig@ism.ws

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