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 Management
Recognize 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 Management
•
•
•
•
government 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
RECRUIT
NCPPC 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
RECRUIT
NCPPC 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!
RETAIN
“Re-recruitment involves engaging
employees in conversations and
dialogues about the vision and goals of
the organization; conducting “stay
interviews” with employees.
Rerecruitment 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: Check out the Ideas Sheet!
DEVELOP – Formally!
“With face to face, webinar and online 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 $59,000
Toledo 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 $38,000
City 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
ENSURE ACCOUNTABILITY
“Agencies must be resultsdriven, 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 –
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