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Talent Management SOURCES DEFINITION ENVIRONMENTAL FACTORS IDEA SHARING
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TALENT MANAGEMENT IN PUBLIC
PROCUREMENT
Barbara R. Johnson MPA CPPO CPPB
Talent Management in Public Procurement
YOU will be experiencing the effects of the search,
development and demand for MORE professional
procurement talent.
Talent Management
• SOURCES• DEFINITION• ENVIRONMENTAL
FACTORS• IDEA SHARING
Talent Management - Sources• Accenture• Deloitte• KPMG• CEO Magazine• CIPS, The Chartered Institute of Purchasing and Supply
• Government Procurement Magazine• Governing Magazine
Talent Management – Sources (continued)
• Harvard Business Review• International City/County Management Association
• McKinsey & Company• National Association of State Procurement Officials (WSCA)
• National Council for Public Procurement & Contacting
• NIGP, The Institute for Public Procurement
Talent Management – Sources (continued)
• Talentmap, Ontario CA• spendmatters.co.uk• Wikipedia• ODesk.com• The Lisboncouncil • US Office of Federal Procurement Policy• US Office of Personnel Management
Talent Management – Definition
Talent management is the science of using strategic human resource planning to improve business value and to make it possible for companies and organizations to reach their goals. Everything done to recruit, retain, develop, reward and make people perform forms a part of talent management as well as strategic workforce planning.
Source: Wikipedia
Talent ManagementRecognize and act on the principle that a public entity is only as good as its people;
• their ideas, • their experience, • the way they do things and • their attitude as they do them
Talent Management – NASPO Research
• The procurement professional needs skills to support the new reality:• Strategic Thinking: no longer just processing
transactions• Look Deeper: analyze many elements for decision
making• Deal with new challenges: legal, ethical, social,
technological • Taking on more tasks and documenting for future
generations
Governing Magazine July 2014 Reported on:
The Center for State and Local Government Excellence's latest annual
workforce survey
Talent Managementgovernment human-resources
managers cited: •staff development, •succession planning, •employee morale, and •retaining staff for core services
as their top issues
Talent Management
•The WAR for Talent:1997 McKinsey & Company
(reprised as late as 2009 by others) -Refers to an increasingly competitive landscape for recruiting and retaining
talented employees
Environmental Factors
• DEMAND
• SUPPLY
DEMAND: UPWARD MOBILITY• Enabling the viability of entities and their leadership
• More Strategic Procurement and Planning in the Public Sector
• Engaging as a Partner in Risk Management• Higher Status in the Organization
SUPPLY: “THE PERFECT STORM”• AGING PUBLIC WORKFORCE
• One out of every three federal US employees is expected to retire by 2018
• The number of workers 55 and older is going to jump from 17% to 23% by 2015.
• 35% of Canadian public procurement employees indicated they were leaving their job within the next 12 months (9/2007)
• Shrinking availability of younger workforce• “Exodus” was slowed by recession….
SUPPLY: SOURCES OF TALENT• 50% will come from colleges and universities….
Business grads are in high demand… and it will outstrip supply in the coming years.
• 38% will come from elsewhere in the organization…
• 12% will come from various other sources – temps, temp to hire, etc.
Talent Management Subject Matter Areas
•Recruit•Retain •Develop •Reward•Encourage Performance and•Ensure Accountability
RECRUITNCPPC Report on Standardized Job
Descriptions for the Profession called for the following KSA areas:
• Procurement Administration• Sourcing• Negotiation Process• Contract Administration• Supply Management• Strategic Procurement Planning
RECRUITNCPPC Report on Standardized Job
Descriptions for the Profession; called for the following Compensation:
• Chief Procurement Officer: $90,000 - $124,999
• Procurement Manager: $60,000 - $124,999 • Procurement Analyst: $40,000 - $79,000 • Buyer: $30,000 - $100,000 • Procurement Assistant: $20,000 - $69,999
Recruit:Check out the Ideas Sheet!
“Re-recruitment involves engaging employees in conversations and dialogues about the vision and goals of the organization; conducting “stay interviews” with employees. Re-recruitment helps retain talented employees even though they could go elsewhere.”
Source: ICMA
RETAIN
To gain and retain top talent for your procurement organization, each procurement-leader must embrace change, continuous improvement, technology, and continuous learning and advancement.
Source: Government Procurement Magazine
RETAIN
Retain: Check out the Ideas Sheet!
DEVELOP – Formally!
“With face to face, webinar and on-line learning formats, NIGP: The Institute for Public Procurement enables you to meet your need to learn or sharpen the skills you’ll need to excel!”
DEVELOP – Formally!The Institute’s “Learning Central” web page indicates that it has been “Developing, supporting and promoting the public procurement profession through premier educational and research programs, professional support, technical services and advocacy initiatives that benefit members and constituents since 1944.”
DEVELOP – Formally!
A few of the Universities with public procurement/contract management courses: •Florida Atlantic University (Florida)
•Old Dominion University (Virginia) •The Ohio State University (Ohio)
DEVELOP – Informally!“Investing in employees by helping them develop new skills not only benefits governments but also shows workers that they are valued. Offering cross-cutting assignments appeals to younger workers who are eager to gain experience and a bigger picture of organizational challenges.”
Source: Governing Magazine
DEVELOP – Informally!•SUCCESSION PLANNING:
•Growing the experiences•Supporting the stress-free vacation of co-workers
•Leave a legacy when you move on…
DEVELOP – Informally!
Chapter Treasures:•Opportunity to practice leadership
•Opportunity to share experiences•Opportunity to learn in short sprints four or five times a year!
DEVELOP - Check out the Ideas Sheet!
REWARD
REWARD - Compensation
NCPPC 2013 Study results• Chief Procurement Officer: $90,000 - $124,999
• Procurement Manager: $60,000 - $124,999
• Procurement Analyst: $40,000 - $79,000 • Buyer: $30,000 - $100,000 • Procurement Assistant: $20,000 - $69,999
REWARD - Compensation (average)2012 NIGP Compensation Study - A total of 305 individuals participated in the survey. Most of them were employed by city/municipal (23.9%) or state/provincial (23.9%) governments.
• Director, Materials Management + : $87,321• Director, Purchasing: $78,491• Manager, Contracts: $68,144• Senior Buyer: $56,700 • Buyer: $46,761 • Assistant Buyer: $42,090• Administrative Assistant: $39,164
REWARD – Compensation Northern and Central Ohio
Columbus Procurement Manager: $76,000 to $114,000
Toledo Administrative Svcs Commissioner$65,000.00 - $96,873.92
State Purchasing Administrator: $70,000 to $92,000
REWARD – Compensation Northern and Central Ohio
State Purchasing Manager: $58,000 to $83,600
Columbus Procurement Officer: $54,000 to $81,000
Cuyahoga County Sr Purchasing Administrator $57,543.43 to $80,565.05
REWARD – Compensation Northern and Central Ohio
Cuyahoga County Purchasing Administrator $49,353.25 to $69,086.07
State Purchasing Analyst: $45,000 to $66,000
REWARD – Compensation Northern and Central Ohio
Cuyahoga County Sr. Purchasing Agent: $43,878.99 to $61,426.34
Cuyahoga County Purchasing Agent: $38,425.94 to $53,787.83
Toledo Chief Buyer$44,362.24 - $52,187.20
REWARD – Compensation Northern and Central Ohio
Columbus Sr Procurement Specialist: $44,000 to $66,000
Columbus Procurement Specialist: $39,000 to $59,000Toledo Buyer $39,416.00 - $43,823.50
REWARD – Compensation Northern and Central Ohio
State Purchasing Specialist: $34,000 to $41,000
State Purchasing Assistant: $32,000 to $38,000City of Toledo Purchasing Aide$27,266.72 to $36,354.24
REWARD – “Total Rewards”•A host of benefits listed on several public sector websites included the usual:•“retirement and medical, dental, vision and life insurances at various employer and employee contribution levels.”
Source: Federal Office of Personnel Management
REWARD – “Total Rewards”•Some public sector websites also listed: • “flexibility and telecommuting for work/life balance,” “family” benefits in terms of childcare tax credits, “generous” leave allowances, and “health and wellness” programs.
Source: Federal Office of Personnel Management
Reward: Check out the Ideas Sheet!
ENCOURAGE PERFORMANCE
ENCOURAGE PERFORMANCE
How does your personal mission align with your
agency’s mission?Share it with your team &
leadership!
ENCOURAGE PERFORMANCE• Granting formal, honorary awards for significant achievements;
• Providing informal recognition items; and
• Holding ceremonies and recognition events.”Source: Federal Office of Personnel Management
ENCOURAGE PERFORMANCE –Check out the Ideas Sheet!
ENSURE ACCOUNTABILITY
“Agencies must be results-driven, citizen-centered, and
market-based.”
Source: Federal Office of Personnel Management
ENSURE ACCOUNTABILITY
“A well-developed PM program addresses individual and organizational performance matters necessary to properly create and sustain a healthy and effective results-oriented culture...”
ENSURE ACCOUNTABILITY
ENSURE ACCOUNTABILITY – Check out the Ideas Sheet!
Talent Management: WIIFM-Get Ready!
• Engage in Continuous Learning and Leadership
• Help update Position Descriptions/Pay• Plan for Succession• Engage the professionals in your
community • Require/Achieve Certification• Seek public policy or procurement
classes
Talent Management
THANK YOU!brjohnson@columbus.rr.com
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