An interesting article showed up on my radar recently: "Talent on Demand: Applying Supply Chain Management to People," which highlights some of the talent management ideas discussed in a new book by Peter Cappelli.

The attraction of his approach is clear: by applying the principles and rigour of supply chain management to human resources and recruiting, we can develop a more effective and responsive talent management strategy. To do so would clearly be a big shift in thinking in numerous areas -- the author questions everything from the value of the vaunted "big talent pipeline" to common hiring and skills development practices. And truly, what human resources professional doesn't bristle at the idea that people are to be thought of as a product, talent as inventory?

Yet there are clear correlations between common problems experienced in the manufacturing and hiring processes -- so why not see if there are similar connections to be drawn between solutions? This approach also seems to rest on a cornerstone of human resources thought: namely, that a company's talent management strategy, if properly managed, adds significant value to an organization's bottom line.

Is it possible to get the best of both worlds: employ a "supply chain"-style talent management strategy that delivers demonstrable value while simultaneously delivering an excellent candidate experience, supporting employees, and maintaining a workforce that is invested in and passionate about the organization? Just a little food for thought.