Building Functional Expertise and Operational Objectives and Talent Management

Building Functional Expertise and Operational Objectives and Talent Management

Building functional expertize is a talent management strategy that aims at enhancing the organization’s performance capability at different levels (Silzer & Dowell, 2010). The strategy may target individual employees or employees in a specific department with the objective of enhancing their capability. The primary business objective may, however, vary from increasing the effectiveness of the supply chain, capture value from channel strategies and customers to integrating security in the business for its resilience among other roles.

Concerning the development of a two-year plan to build the functional expertise of a new manager, the role of increasing the effectiveness of the supply chain will be factored. It is apparent the manager occupies a critical position in any given organization. In this case, a supply chain manager is responsible for ensuring a robust and competent supply chain. In enhancing the capability of the supply chain manager hence leader, there is a need to implement a focused and cost-effective talent system (Silzer & Dowell, 2010). The talent system must integrate the goals and objectives of the organization with regards to its supply chain. Next, the talent system should explore potential inhibitors to the achievements in the supply and demand planning besides new product commercialization, as well as, the enablers for success. The strategic improvement of the functional talent system is likely to be retained for about three years. The organization must thus strive to classify difficulties in its future improvement strategies with the focus on adopting quick solutions to improving the supply chain plans and strategies.

Finally, implementing an effective talent management system will ensure both the business and employees’ needs are met. The business needs include the operational objectives, for instance, of the supply chain department alongside the metrics for measuring the achievement of these objectives. The employee needs include opportunities for growth from the talent assessments and subsequent development by the company. The company can maintain a map of the supply chain department’s needs besides the competencies of its employees in the same department. The map is crucial in gauging where the industry is going and what talent is necessary to keep the business ahead of the curve. Additionally, answer questions like how to improve employee commitment, find important talent for the business demands and further develop succession paths with appropriate career paths for the department’s employees (Silzer & Dowell, 2010). The practices will lead to the development of the supply chain operations and strategy besides the development and retaining of talent.


Silzer, R., & Dowell, B. (2010). Strategy-driven talent management: A leadership imperative. San Francisco: Jossey-Bass.