Talent Management

A highly skilled and motivated workforce is central to a high quality supply chain. The talent management work stream aimed to support MSD to develop better ways to train, evaluate and motivate its supply chain professionals. The approach for the talent management work stream was a 'blended' model, incorporating both online learning from the Accenture's Supply Chain Academy, cross-departmental rotations as well as workshops and site visits with local private businesses. 

Towards Sustainable Improvements: 

The talent management work stream created job descriptions for all of the key roles within the MSD, identifying key skills needed for each position. These documents assist in hiring, evaluating and training. In addition, fifty MSD personnel completed an individualized training plan based on courses from the Supply Chain Academy to address gaps in their supply chain skills. An MSD employee was identified and trained to track and continue the project. In December 2012, MSD HR won an award for Best Industrial Relations out of a shortlist of 35 private and public companies in Tanzania.

Coca-Cola bottlers shared extensive information about their performance management system, providing advice on realistic timelines and methods of communication that MSD can use to better align HR processes to business strategies across the various departments. MSD revised their performance management plan to better link organizational objectives and individual performance. This new system, called DRIVE, established five key SMART objectives for employee performance, regular HR trainings and feedback between employees and supervisors. The new plan will also institute a rewards based performance system based on Coca-Cola’s compensation model to ensure that every employee “works hard to receive an increase in his or her salary.” 

Key Metrics for Talent Management 

  • Percentage staff with completed performance reviews
  • Employee engagement scores
  • Training spend

Remaining Challenges

MSD enjoys considerable autonomy, yet, implementing changes in compensation structure requires approval from the Ministry and unions. Changes in the ministry budget or business fluctuations make it impossible for MSD to implement a simple performance-based award structures like Coca-Cola. MSD is in the process of trying innovative approaches that involve both cash and non-cash incentives such as tickets, trips etc that allow a performance based system to sustain over time while ensuring job-satisfaction within MSD employees. Once implemented, a major challenge facing MSD will be employee approval of these changes, requiring a major cultural shift from personalized to performance based salaries as practiced within the corporate sector.

Additionally, from mid-July to August 20, 2011, only nineteen of the fifty MSD trainees had successfully completed a course. Nineteen of the users had not even logged into the system. When asked about this low uptake, MSD staff cited poor internet connectivity and difficultness of the courses as barriers. MSD tried to improve internet use, even paying for home internet access, but in March of 2012, MSD requested that half of the current Academy users be replaced with new users because they were not using the system. Even though job descriptions were created, ADP needs a capable management and implementation capacity to embed these job descriptions within the organization.

 




 Background Resources

Click below to view accomplishments in talent management during Phase II.

 Partner's Perspectives

"People are demoralized because even if you work hard or you don’t work hard, at the end of the day, you will be rewarded the same.  So, it does not give people that morale to work hard, to improve their performance.  But, if we go for the new performance system, we think people will be motivated to work hard because they will see, if I do this, I will be rewarded.  If I don’t do this, I’m going to get punishment.” MSD Official

Click here for transcripts of the audio clips.