Human resource management

So today we're gonna unpack why supply chain hiring is harder than it looks and where companies tend to get stuck.

And again, what employers, HR, TA professionals and supply chain professionals can do differently to make this easier and to stand out.

So why do organizations, including experienced HR talent acquisition professionals and supply chain executives, why do they underestimate how difficult it can be to identify the right supply chain talent? I'm going to turn it over to Chris to go through that question.

Yeah.

And we talked in our prep, there's a lot of meat and potatoes in here.

Because you've gone through, you've radically changed your supply chain.

You better understand that.

And if you're on the HR side of things, not just dig out the old version that you had, blow the dust off of it is my example.

more.

Lisa Oakley is the founder of People Associates with more than 20 years working across HR, employment relations, mediation and some of the most challenging people situations organisations can face.

Today we're getting practical about people decisions leaders cannot afford to get wrong.

How you hire well, what you do when problems emerge and how to ensure trust in the brand both internally and externally.

kind of fast evolving world.

And again, I blame our legislative landscape.

I sort of blame the HR profession because managers do have this fear.

They're sort of afraid of, well, if I do that or how do I do that? And organisations have policies that are limiting and restrictive.

Sounds like a Jeopardy question here.

Is there a strategy from the U.S. standpoint as to the HRM for the semiconductor plant investments by foreign bodies? Do you understand that

question? Well, the HRM, I'm going to assume, I don't know, maybe they're talking about human resource, maybe human

resources.

So assuming if you're talking about human resources, I mean, for semiconductor plant investments by foreign bodies? Okay, so the first thing that comes to mind when I think of bringing in human resources for significant export control technology, especially like in the semiconductor industries, is this concept of deemed exports.

So I'm hoping this is something that may come back around in the future.

But for anyone in HR listening or any senior leaders listening, please keep your organizations collecting that data, at least internally, because there are a lot of great ways to use it to gauge the success of your programs and what you're looking like just from an overall diversity perspective.

And you did a great job of breaking down the, you know, the why behind what.

And just, just a reminder, this is, this is a 60 year old reporting requirement.

space? 100%.

Quite a lot of worry, nervousness and concern, I would say, because I don't know any HR teams that are sitting there twiddling their thumbs saying, bring it on, government.

We want more legislation to have to grapple with and implement, please.

Not one of them is looking for more change in that space, but more change is nonetheless coming.

Jobs are good and we'll see how far I get.

Yeah, absolutely.

And the work that that's creating for HR teams is really, is phenomenal, I would say.

It's a really tricky thing.

I'm your host, Chris Russell.

In today's episode, Dayforce buys an AI interview startup and HR tech execs on the move.

Let's go.

This episode is sponsored, of course, by our friends at Dahlia, who's ready for a cold hard fact.

If you notice here, HCM companies are in a buy versus build mode here when it comes to all this new AI interview and recruiting technology.

Next up, let's

run through our HR Tech Exec Roundup, where several talent intelligence and screening vendors are making major leadership moves.

First up, Eightfold has appointed HCM veteran Joe Korngeibel as its new Chief Executive Officer.

looking at, Sheila? First, job architecture is maturing.

It's increasingly treated like a core HR infrastructure, not just a compensation tool.

Second, there's a skills readiness gap.

Only 31% of organizations link the skills and competencies to their job programs and just 16% link any kind of skill proficiency to pay.

So I think You know, having the capacity and the time to do it is one big challenge.

Then ownership, that's kind of scattered as well.

20% of organizations keep multiple versions of their job descriptions out on individual HR practitioner computers.

So a lot of things are kind of scattered out and not with a clear owner.