1 = 4) 40 points Hardly has a challenge in terms of its SCM talent base. They hire many young professionals, who only stay for a few years before leaving the company. Hardly demands that workers put in many hours in their jobs, but has excellent pay and a competitive benefits package. Hardly has tried to give exit surveys to departing SCM hires in order to gain a better understanding of their high talent turnover. Responses that were considered representative of the group included, "Dead end job," "Little to no management support," "Lack of access to career coaching," and "Better opportunities elsewhere." WW Hardly's human resources management doesn't understand these responses, as employees are encouraged to seek professional certifications such as the Supply Chain Management Pro certification. Hardly pays for these courses, and also sponsors tuition reimbursement for employees who wish to pursue MBA's. The issue is starting to become a problem, because the Sales division relies on the experience of analysts who are pulled from the Procurement division after a few years in order to help design the distribution plans that run Hardly's dealership network. Additionally, the market knowledge gained in the Sales division is prized in the Manufacturing division for upper-level management candidates, as they will be creating production schedules to meet anticipated sales demand. How might Hardly better retain their SCM talent? What do you make of the comments in the exit surveys