「日本再興戦略」改訂2015でも人材等への投資により生産性を高めることが重要と指摘されるなど、人材育成や能力開発の必要性が高まっている。こうしたなか中小企業では、時間的、資源的制約やノウハウの不足などを背景として人材育成・能力開発が不十分なものになりがちであることから、中小企業の現状や今後の活動の方向性に即した政策的支援の必要性が高い。また、特に中小零細企業の教育訓練の実態を把握する必要があるとの指摘もある。そのため、既存の統計調査（能力開発基本調査）では調査していない小規模な企業（30人未満）も対象に加え、人材育成、能力開発の実態を把握するための企業調査を実施した。
企業が実施しているOJT（On the Job Training）のトップは（複数回答）、「とにかく実践させ、経験させる」（59.5％）。「仕事について相談に乗ったり、助言している」も半数（50.8％）が実施。
平成27年度にOFF-JTを実施した企業は約４割（39.9％）にとどまるものの、OFF-JTを実施した企業のほぼ９割（88.7％）が、効果があった（「効果があった」＋「ある程度効果があった」）と認識。
小規模企業になると、人材育成・能力開発についての方針を定めたり、計画的なOJTを実施するところが少なくなるが、OJTがうまくいっている企業ほど従業員の能力に満足にしていたり、OFF-JT実施企業の多くがその効果を実感していることから、規模を問わず人材育成・能力開発の取組は引き続き重要となる。
http://www.jil.go.jp/press/documents/20170831.pdf
企業倒産は低水準な推移が続いているが、中小企業を中心に人手不足が深刻化している。7月3日に、日本商工会議所が発表した「人手不足等への対応に関する調査」では、業種別で「人手が不足している」の回答が最も多かったのは、宿泊・飲食業だった。次いで、運輸業、介護・看護、建設業などと続く。
「数年後（3年程度）の人員の充足感の見通し」については、「現在と同程度の不足感が続く」との回答が最も多かった（構成比52.0％）。さらに、「不足感が増す」との回答も約4割（同39.8％）もあり、人手不足が今後、さらに深刻化する可能性があるとしている。
http://www.tsr-net.co.jp/news/analysis/20170808_05.html
A survey conducted by DHL found that the supply chain talent pool is not keeping up with the changing requirements as technology reshapes the industry
More than a third of companies have failed to take steps to create their future talent pipeline or develop their workforce
The common impression of supply chain careers as lacking in excitement continues to have a significant impact in finding, attracting and retaining talent
DHL called upon industry leaders to recognize the growing talent gap crisis in the supply chain sector. The U.S. Bureau of Labor Statistics reports that jobs in logistics are estimated to grow by 26 percent between 2010 and 2020. Furthermore, one global study estimated that demand for supply chain professionals exceeds supply by a ratio of 6:1, with some predicting that ratio could be as drastic as 9:1.
DHL surveyed more than 350 supply chain and operations professionals in five global regions. The findings revealed that there are a number of reasons contributing to the talent shortage crisis in a rapidly evolving field. The report 'The Supply Chain Talent Shortage: From Gap to Crisis' was commissioned by DHL and authored by Lisa Harrington, president of the lharrington group LLC. The report highlights the key supply chain talent challenges experienced today, and identifies opportunities for businesses to compete on a global stage.
Harrington said, "Leading companies understand that their supply chains - and the people who run them - are essential to their ability to grow profitably. However, the task of finding people with the right skillsets required to run these highly complex operations is increasingly difficult - especially at the middle- and upper management levels. Unless companies solve this problem, it could threaten their very ability to compete on the global stage."
The survey revealed the top factors driving the talent shortage:
Changing skill requirements: Today, the ideal employee has both tactical/operational expertise and professional competencies such as analytical skills. 58 percent of companies say this combination is hard to find. But tomorrow's talent must also excel at leadership, strategic thinking, innovation, and high-level analytic and technological capabilities.
Aging workforce: As much as a third of the current workforce is at or beyond the retirement age.
Lack of development: One third of companies surveyed have taken no steps to create or feed their future talent pipeline.
Perception that supply chain jobs lack excitement: The industry is still contending with the impression that other fields are more prestigious and offer more opportunities, fuelling lack of interest in the industry within the world's future workforce.
Harrington continues, "Companies are now recognizing that sourcing strategy has a large impact on their bottom line and ability to remain competitive. As one study recently found, companies that excel in talent management increased their revenues 2.2 times as fast and their profits 1.5 times as fast compared to 'talent laggards.' That's a powerful advantage. Unfortunately, recruiting the right talent - especially at the critical mid-level and senior management levels - is proving very difficult in today's environment. New technologies and fundamental areas of the supply chain have changed, meaning they now require that a person has a different and much larger skillset than required when most of the current workforce began their careers."
The report outlines numerous opportunities for the industry to start closing this talent gap. Offering clearer career paths and a visible commitment to the professional development of its supply chain staff combined with competitive remuneration packages are just a few ways to develop and retain their current talent. To attract talent, the industry needs to start emphasizing that the future workforce will need to have skills in robotic management, AI and AV control - job aspects that would be attractive to the younger demographic and help combat the negative perception of the sector.
Louise Gennis, Vice President Talent Management/Acquisition, Learning & Development, DHL Supply Chain, said, "We recommend that companies start with prioritizing the development of their current talent pool to adapt to the changing job requirements through training programs, and then retaining staff through clear career paths. We strive to combat misconceptions surrounding working in the supply chain through highlighting the technological developments which are digitalizing the industry and that are attractive to younger demographics."
Gennis cites the success of DHL's diverse recruitment and development initiatives as evidence that a long-term, well-informed talent management strategy can help businesses mitigate the potentially devastating effects of a shrinking talent pool. "The supply chain talent shortage is now critical enough that it's on the minds of supply chain managers across all industries, but the gap didn't develop overnight. Since supply chain solutions are our business, we've seen the issue developing over many years - and have used this time to adjust our approach toward attracting, developing and retaining talent accordingly. Our unique expertise helps ensure that job openings are filled by qualified experts wherever we and our customers operate, which will become an increasingly critical success factor as talent resources grow scarcer."
今後の物流施策の方向性と取組
これからの物流に対する新しいニーズに応え、我が国の経済成長と国民生活を持続的に支える「強い物流」を実現していくため、以下の6つの視点からの取組を推進いたします。
サプライチェーン全体の効率化・価値創造に資するとともにそれ自体が高い付加価値を生み出す物流への変革（＝繋がる）?競争から共創へ?
物流の透明化・効率化とそれを通じた働き方改革の実現（＝見える）
ストック効果発現等のインフラの機能強化による効率的な物流の実現（＝支える）?ハードインフラ・ソフトインフラ一体となった社会インフラとしての機能向上?
災害等のリスク・地球環境問題に対応するサステイナブルな物流の構築（＝備える）
新技術（IoT、BD、AI等）の活用による“物流革命”（＝革命的に変化する）
人材の確保・育成、物流への理解を深めるための国民への啓発活動等（＝育てる）
http://www.meti.go.jp/press/2017/07/20170728002/20170728002.html
「長時間労働」企業は、社内調整重視・場当たり的活動・帰りにくい/休みを取りにくい雰囲気政府主導で始まった日本企業の「働き方改革」。
今、皆様の企業ではどのように取り組んでいるのか、また、働き方改革の取り組みが経営や仕事の成果にどのようにつながっているか。そうした実態と、今後のあるべき「働き方改革」の方向性を明らかにすべく、産業能率大学総合研究所とHR総研が共同でアンケート調査を実施した。
http://www.hj.sanno.ac.jp/cp/page/15355
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