Talent Management For a Post‐COVID‐19 Supply Chain—The Critical Role for Managers

• Author: Remko van Hoek,Brian Gibson,Mark Johnson
• Date: 01 December 2020
• DOI: http://doi.org/10.1111/jbl.12266
• Published date: 01 December 2020

Talent Management For a Post-COVID-19 Supply Chain—The

Critical Role for Managers

Remko van Hoek

1

, Brian Gibson

2

, and Mark Johnson

3

1

University of Arkansas

2

Auburn University

3

University of Warwick

Keywords: talent Management; digitization; COVID-19; university Model

INTRODUCTION

The SCM f‌ield tends to be more focused on the “what”of SCM

than on the “how.”Yet the human equation in achieving SCM

success is undeniably large (van Hoek et al, 2002; Meyers et al

2004). If the current pandemic environment teaches us one thing,

it would not necessarily be that supply chains need improvement.

Rather it would be the cruciality of supply chain manager’s

efforts to cope with supply chain challenges faced by companies

(van Hoek, 2020a, 2020b). What is worrisome in that context

that there is a growing shortage of supply chain talent (McKin-

non et al, 2017). Consultancy f‌irm Deloitte found that <50% of

respondents to a survey indicated that their team’s skills and

capabilities are suff‌icient to deliver procurement strategies.

1

So

we might face a volume and a skill challenge and the current

environment may only make this a greater concern for managers.

Unfortunately, there is a surprising shortage of research on

human resource management (HRM) in SCM (Hohenstein et al,

2014). Comprehensive literature reviews of SCM research on

HRM (Hohenstein et al 2014; Lutz and Birou 2013) focus on

HRM essential activities and techniques such as recruiting, train-

ing, and education. What they do not cover is the role of supply

chain leaders and managers in HRM. Yet, McCarter et al (2005)

conclude that there is a fair amount of “lip service”being paid

about the importance of people in industry and that there are lots

of shortfalls in talent development. This raises the question what

the role of SCM executive and managers is in HRM is and how

they can help address skill and volume challenges to future-proof

the supply chain?

In this special topic forum, we aimed to help address these

challenges and gaps. We did not necessarily receive as many

submissions as we had hoped to and because we upheld the rigor

and resulting low acceptance rate of the Journal of Business

Logistics we ended up with only 2 papers in the STF. But these

papers address key themes helping us make progress. We hope

that future research will also address other relevant themes as

detailed below.

KEY THEMES AND RESEARCH OPPORTUNITIES

Table 1 provides overview and explanation of themes and further

research opportunities within those themes and the impact of the

COVID-19 pandemic on this theme.

Theme 1—The role of emotional intelligence in supply chain

talent management

Ralston et al study the importance of emotional intelligence of

supply chain managers in managing the modern workforce of

technology savy and digital enabled staff. They f‌ind that man-

agers possessing higher levels of emotional intelligence are better

equipped to build positive working conditions, increase retention

of employees, and achieve more positive service outcomes for

external customers. They also offer practical suggestions for

managers to capture the “EI advantage”in the competitive labor

market. The extension of this research called for in the paper

includes collaborative work with managers to conduct experi-

ments.

It can be assumed that in the (post-)pandemic environment EI

will only gain importance. The extension Ralston et al’sf‌indings

would lead to the assumption that the ability to support employ-

ees through stressful and challenging periods and major change

initiatives can enhance resilience widely called for. Furthermore,

as the next themes will consider digitization and the future of

work will likely only make EI more important, instead of less

important.

Theme 2—The role of digitization

Wehrle et al f‌ind that digital technology impacts SCM executive’

roles and HRM in supportive, intensifying and changing ways.

In some areas, technology may take over some of the SCM exec-

utive role, in others it may complement and in others there are

key roles that squarely remain with the SCM executive. What

emerges is a nuance view on the role of technology as an enabler

and contributor to progress that does not excuse managers from

needing to engage in HRM.

Future research called for by the authors include the consider-

ation of cultural differences between countries and continents as

well as the need for deriving strategies for managers to move

toward a digitized supply chain. These suggestions return us to

behavioral and managerial aspects such as those highlighted in

theme 1. Additionally, the fact that the study shows a very long

Corresponding author:

Remko van Hoek, Sam M. Walton College of Business, University

of Arkansas, Fayetteville, AR, USA; E-mail: rvanhoek@wal-

ton.uark.edu

1

Deloitte 2019 Global CPO Survey

Journal of Business Logistics, 2020, 41(4): 334–336 doi: 10.1111/jbl.12266

© 2020 Wiley Periodicals LLC