It apparently depends on whether we can get beyond the initial negative reaction to the potential "commoditization"of people. |
Jim Heskett |
Manufacturers and distributors are succeeding in various approaches including postponement, computer-aided manufacture, robotics, rapid response, positive tracking, and modularization to fine-couple supply with demand for goods. To some degree, this has exacerbated the challenge to those responsible for staffing these activities by creating more frequent peaks and valleys in demands for talent. Are there lessons for human resource management in what is being done in the field of logistics? It apparently depends on whether we can get beyond the initial negative reaction to what, for want of a better term, is the potential "commoditization" of people. As one respondent, Quan Quan, put it, "The preference will be decided by your own core values about life."
Karen Burr, for example, asks, "What does this theory imply about the employment contract? ... I believe that many people join organizations to be part of something, to make a contribution, and to be a valued member of society. The very notion of looking at people in the same light as other resources implies that none of these things are important." Scott Lichtman agrees, pointing out that "to be efficient in this fast-moving era rather requires longer-term investment in skills and strategy adoption by longstanding employees ..."
On the other hand, Ryan Heinl believes that "something like supply chain management will be the next logical step [in managing human resources]. I think it is win/win for employers and employees to move in this direction. The hard question is not really how can we modularize people this can be done with testing and certification, which already is practiced in the IT world but rather, how do we get the organizations of the world to agree to standardized job types?" Suresh Annappindi points out that "...although people and products cannot be equated and subjected to the same exact metrics ... we can apply suitable common principles, albeit sensibly, to similar problems."
Others suggest that the question is somewhat moot, that in fact supply chain concepts are being applied to human resource management today. As Andre Mahfouz points out, "Many industries, especially retail, can profit from the 'power of modularity' at the human resource level.... Productivity will improve as the alternation of job assignments eliminates the 'indispensable' worker." Connie Luthy says, "I have practiced 'Just-In-Time' hiring ... in the pharmaceutical industry.... I have advised my client companies to outsource everything [outside their core competencies] they can."
The gap in levels of efficiency between markets for goods and for talent remains wide. Can it be closed? What will it take? Should it be closed? What do you think?