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Diversity, talent and mentoring

Behind the buzzwords lie actions which are driving logistics and the supply chain sectors to new heights.  Industry 4.0, digitisation, university curricula preparing our future leaders, and perceived attractiveness of existing and new jobs within the sector are amongst our challenges.  We also know that diversity creates innovation, makes our organisations more resilient and better places to work, and that collaborating with diverse teams in other organisations further spurs change and growth. What are our next steps?  

Diversity and mentoring

2020 – 2022:  Learning from Stora Enso and a multitude of other leading organisations across Europe and beyond, we are looking at how we can all make our businesses and the entire logistics sector more ‘sustainable’ for the future – not just in terms of the environment, but our value-add proposition for stakeholders.

  • Diversity: Part of this is the human element and so diversity of age, gender, education, skills – all elements – will be a focus.  While the best person for the job must always be appointed, there is scope to learn more about how we find, recruit, support and retain our teams.  What strategies can we use to improve diversity in leadership as well as across all levels of our organisation?  What’s the role of blindspots, unconscious bias, perceptions, and confirmation bias?  How does this link to recruiting and retaining talent?  Details to come!
  • Mentoring: We will be putting in place a two-way mentoring scheme between young and experienced leaders which reaches across generations, industries and transport modes.  This is an exciting step and will result in stronger and more resilient organisations.  We can each tackle volatility, uncertainty and disruption better if we look at how we as leaders can collaborate better together.  Details will shortly be confirmed here.   

Recruiting and retaining talent

F&L Hamburg, May 2019: To keep pace with the constant change in our business environments, we need to balance our experienced workforce with an agile, digitally savvy young people who are keen to reinvent themselves and their workplaces.  Younger generations [2019] make up more than 50% of the global workforce (‘millennials’ 35%, generation Z 24%) and attracting and keeping talent is a burning issue for leaders.

  • How can “traditional” organizations / leaders embrace these changes and disrupt, using the next generation as a catalyst ?
  • Why are some companies filled with young people who love their jobs yet others find that young people keep leaving – what are the organisations doing differently?
  • Young leaders believe there is a gap between the university curriculum and working life: what is it?  How can universities better prepare their graduates for supply chain jobs?
  • F&L Hamburg 2019