Category Archives: Career Management

Do We Still Care About Professional Associations?

Do procurement professionals across the globe still see the value in professionals associations? And, if not, what can these associations do to regain their appeal?

When Procurious put out a call for procurement survey participants, we were delighted when 500+ professionals across more than 50 countries shared their insights and wisdom.

We’ve investigated the finding that 54 per cent of procurement professionals don’t trust their boss and interviewed a number of global CPOs to find out why this figure is so alarmingly high.

We also asked them why it is that procurement staff are moving on from their current roles so quickly and how leaders can cope with this erratic workplace dynamic.

And thirdly, we looked at the scepticism the profession still feels towards social media – 77 per cent of global procurement professionals have never crowd-sourced a solution to a business challenge on social media.

Our final deep-dive into the survey’s results looks at the stat that 55 per cent of procurement professionals either don’t hold memberships in professional associations or do not regard membership as benefiicial to their career development.

This result would suggest that professional bodies need to re-group and reform in order to stay relevant in today’s world…

The Results Explained By Global CPOs

At The Big Ideas Summits in Chicago and Melbourne earlier this year we revealed the results of the survey to our CPO delegates.

In this video we ask what professional associations can do to maintain relevance and membership growth. Is there still a place for these organisations?

Have today’s procurement leaders benefitted from professional association memberships?

Many of the people  we interviewed admitted to placing a lot of value in professional associations, citing them as one of the key secrets to their success.

Tony C. Astorga, Supply Chain Management Consultant described his career path and explained  “I set my goals upon  what do I need to learn to be more successful and provide greater contributions to my company. I think through certifications, memberships allow us to have those tools to be able to grow.

Josh Teperman, Senior Consultant, The Source Recruitment “A membership organisation is going to have value. It gives you access to a community of people who are all thinking about what does the future of procurement look like. If you want to stay relevant you want to be part of a reall good  membership organisation where people are talking about the future leaders in procurement, what the technologies are going to look like,  what the macro economic and politial trends are that are goint to affect procurement. So there’s certainly a lot of benefit to be had in being part of those organisations.”

So what should professional associations do to up their game…?

1. Communicate their value

“I think the challenge here for organisations is helping people understand how to maximise the benefits” argues Alan Paul, SourceIt CEO. Of course, if  prospective members, don’t see the potential benefits of a membership – they simply won’t join.

Michelle Varble, Procurement Director, United Airlines concedes stating “I do think they need to reinvent their service offerings. But having said that I think these organisations need to focus on how they market themselves. We need to move past the idea that we have an affiliation with them and move to an area where we see them as resources.”

2. Stay relevant

“I am a member of an organisation in Australia. I would have to say it has not been very relevant to me,” says Jane Falconer. ” The generations coming through universities now will have to find different ways of commuting and embrace social media in its most modern form. If we use existing means it’s not going to work.”

Anne Berens, Principal AMB ProCures LLC agrees stating  “Organisations need to remain relevant. There are so many things that organisations offer whether its education or networking or develoment or futurisitc thinking that it’s important to not try to be everything to everyone. I think then it gets spread a little bit thin- be very focussed on what your mission is and allow the customers be discerning and select what’s appropriate.”

3. Be “on topic”

John Foody General Manager Procurement, U.S Steel believes that “Organisations have to be topical. Sometimes at the local level the meetings, the challenges, the issues aren’t topical to our people so the ability to address issues that are relevant in the moment and tie it up with that membership is the challenge that any organisation faces”

Keith Bird, Managing Director, The Faculty  shares this view arguing that “As long as you invite a membsership that adds value to the CPO, the CPO’s direct reports and the team overall that can bring the global insights to you then I think it’s worthwhile.”

Request your copy of the Gen NEXT Report

The Gen NEXT report, exclusively available to Procurious members, is packed with data, insights, recommendations, and links to over 20+ Procurious articles that further explore many of the findings that are raised in the report. Email us to request your copy. 

My 5 Networking Goals For 2018

Given that she’s always “banging on” about #networking, it’s no surprise that Tania Seary’s 5 New Years Resolutions are all about growing – and nurturing – her professional network.  

This year I am going to:

  1. Find my fabulous five
  2. Dine (not eat)
  3. Keep watering the seeds of possibility
  4. Connect the dots, and
  5. Take more photos!

I guess this isn’t the typical list you would see for someone’s New Year’s resolutions … but I feel that it works, given that I’m always “banging on” (English for carrying on, talking, espousing) about the power of networking. In the past I’ve spoken about networking in a theoretical way, so for those who are interested in improving their networking skills and want to start NOW, I thought I would share my 5 networking goals with you and provide some examples to get you started.

Find my Fabulous 5

My first goal is to identify 5 new people who I would like to connect with in 2018 who could really help “shift the dial” for my businesses. My challenge is that there are so many amazing people out there who could really help, so it’s not going to be easy to get it down to 5. I have to be strategic and even ruthless in my selection.

Now the tough part – once I’ve found someone fabulous, how do I find a reason for them to connect with me? This is where so many people get stuck. They freeze at the thought of putting themselves “out there” and fear rejection.

Here’s my advice. Take a deep breath, raise your head high and move forward in the confidence of knowing the most important rule of networking – and that is to Network From The Heart. Why from the heart? Because networking is about giving, not receiving. It has to be authentic. You need to have the other person’s interest as your priority … so, in my case, once I have my list I’ll immediately try to work out how I can help each of the 5!

Keep watering the seeds of possibility

The Fabulous 5 are not currently in my network; rather, they are game-changing people I would like to know. Equally important are my current connections who are the lifeblood of information about the profession. Of course, I’m following all these people online and can see what is top-of-mind for them, but to understand their concerns, strategies and aspirations, I really need to have a conversation.

This year, I have decided to become a bit more structured and conscientiously catch up with these people each quarter. I am going to schedule calls. There are probably up to a dozen people in this “inner circle” – they are a combination of CPOs, management consultants, media, and influencers who really have their finger on the pulse. They are the hubs of their own large networks.

Who are the hubs within YOUR network who can help keep you connected?  Write down their names – potential future employers, smart people whose opinions you trust, people who would recommend you to others. Now, what can you do to help them in 2018?

Don’t eat, dine

I am not sure who made the famous quote “why eat when you can dine?”… but it’s one of my favourites. Even though I write so often about the importance of online networking, I am also a huge believer in the importance of meeting people face-to-face. It’s only through face-to-face contact that we really get to know people and begin to understand both their motivations and their aspirations. You can then work out how you and other members of your network can help them achieve their goals. That’s when the magic starts to happen.

I love food and eating … so for me, sharing a meal is a great way to get to know people. “Breaking bread” with your network can lead to all sorts of mouth-watering business opportunities.

My 2018 resolution is to host some small dinner parties at home to get to know my key business partners (and their partners!). It may not be practical, feasible, or even of interest for you to entertain at home, but there are plenty of other options such as catching up for coffee or inviting them to be your guest at an event where other people are hosting. Get creative! The dividend of knowing someone well will always pay off – a pleasant meal, a new learning, a business lead, the creation of a new friendship … the business opportunities are endless!

Connect the Dots

As well as keeping in touch with my network online, high on my agenda for this year is to attend as many face-to-face networking events as possible. For me, this includes Procurious’ Big Ideas Summits in London, Sydney, Chicago & Munich, The Faculty’s CPO Forum in Melbourne, IBM’s Think event in Las Vegas and ISM 2018 in Nashville.

It’s going to be a busy year, but I am so energised by the opportunity to meet and connect with thousands of procurement and supply chain professionals around the world and help “connect the dots” within the Procurious network.

Many people equate having a good network with having a large database of contacts, or attending high-profile conferences and events. But they falter at the next step – actually doing something to make the connection meaningful.

It’s impossible for anyone holding down a day job to attend all these events, so my advice is to be strategic. Choose your events wisely and have a strategy to achieve your ROI!

Take and post more photos!

I don’t know about you, but I love seeing photos of real people in my professional social media feeds! I am so tired of those generic stock photos that are branded on too many social media posts. This year I am going to be talking a lot about being human (look out for #behuman and #beatthebots hashtags) because I believe authenticity is a vital part of being a great leader. There is also a huge opportunity for us all to carve out a new future for ourselves in Industry 4.0 by leveraging our own very human unique personalities and capabilities that robots won’t possess (in our lifetime, anyway). Procurement can also “procure with purpose” to make a big difference in the communities in which we operate. So many possibilities!

We all have to work on promoting our profession to the world and make sure procurement & supply chain are well represented in the Googlesphere! Photos capturing real moments, with real people, like me here with some procurement professionals from Costa Rica I met at ISM 2017 shows what an interesting, diverse and optimistic future we have for our global profession. #BRAVO!

All the very best for 2018.  Stay in touch 🙂

Data. Tech. Talent. Giving Procurement The Edge

Today’s challenging business environment is marked by social and economic uncertainty, weakness and volatility in emerging markets, and increasing geopolitical risk. How can  procurement teams ensure they have the edge?

Dramatic changes in the role of the procurement function over recent years have meant a remit that exceeds traditional operational responsibilities, often having a critical impact on shaping business models. The challenge is to continue adding value – addressing new opportunities and risks, and becoming a strategic business function – without increasing overall cost.

CPOs need to think differently about three key assets – data, technology and people – and how to bring them together to deliver for their stakeholders.

Data deluge

Today’s procurement teams face a deluge of data from internal and external sources, and in the digital age, new data streams are emerging every day. Many companies have yet to overcome the problems of poor quality data, held on disjointed legacy systems. Historical spend data is often uncategorised and needs significant cleansing before it can form the basis of a forward-facing outlook.

So, while procurement teams can access an immense amount of information, it’s a challenge to deliver valuable, actionable insights. Used wisely and effectively data can deliver robust insights to underpin every decision and tackle today’s challenges head on. Mismanage it, and it can swamp internal teams and lead to indecision and paralysis.

Tackling technology

Technology is frequently seen as being the answer. We heard an enormous amount about digitalisation, and the promises of AI and ML in 2017, yet few organisations are ready to adopt these new digital technologies. Many procurement operation teams recognise they have yet to make the most of existing technology, and tackling the problems that come with legacy systems, so their focus is on getting the basics right.

The first task is to understand which technologies are applicable to organisational challenges and maturity, and this assessment is important to create a digital roadmap for the future. Technology is only an enabler – not the complete solution – and needs to be fine-tuned to match individual business contexts.

People power

In theory, putting data and tech together creates intelligence, but all too often the process fails to produce relevant insights. It is the third asset – people – which can have a major impact on the potential to generate valuable business information.

There are plenty of talented individuals in existing procurement teams, yet many CPO’s believe their teams lack the skills required to turn strategy into results. They recognise that unless they have greater visibility and insight, it’s difficult to make the right decisions. For category and contract managers, the largest skill gap is in analytics, where teams struggle to use levers including external market intelligence, supplier portfolio optimisation and actionable spend analysis to best effect.

As procurement’s influence in the organisation grows, innovative technology gets introduced, and new data streams become available, roles of procurement professionals also evolve. This necessitates continuous review and addition of new skills and capabilities which may not exist in the current team.

Helping hand

We have launched a white paper looking at what solutions can be used to overcome the data challenge, decode technology, and plan how the skills gap can be resolved, to help procurement teams become more active influencers and respected decision makers in 2018.

You Will Be Assimilated: The Collective Intelligence Of Procurement

For those who remember “The Borg” from Star Trek, you’ll remember the notion of a dispassionate alien mind-being that would suck up your individual mind to subsume into the collective intelligence.  Resistance is futile. You will be assimilated.

Crazy stuff, right?  Or maybe not.

Flash forward to today.  For most people, your every move is being tracked by your smartphone, social media apps, web browsing, and credit card transactions.  Ever wonder why Google and Amazon are basically giving away their helpful devices and AI assistants?  You are being watched.  You are the product (not the customer).  You are the raw materials of a collective intelligence being built upon your individual experiences and desires.  In other words, the proverbial machine is watching and learning from you (in order to sell to you, er, rather, to “better meet your needs”).

But, this is all consumer stuff, right?  B2B is different, right?

Sort of – but it’s not THAT different.  And with all the regulatory pressures coming on consumer data privacy, as compared to much of the privacy that you sign away your rights to when you enter an employment contract, the tables may actually turn here. If you’re using a popular cloud-based Procurement system, you are also being watched (many providers analyse your system behaviour to figure out how you navigate the system and how to help you… yes, the chatbots are coming). If you use a procurement “business network” or eMarketplace (e.g., Amazon Business), your suppliers are signing away some of their intellectual property – whether they know it or not.  And smart companies are trying to gain a market intelligence advantage through digital business strategies in the supply chain. There’s a reason why GE created Predix; why Flex funded Elementum; why DHL sells supply chain risk technology; and so on.  Adoption creates insight and intelligence… and advantage.

All this isn’t necessarily bad for you though.  It serves up price benchmarking, risk intelligence and improved system usability.  It also signals how the world is moving away from “empty apps” that push documents around in workflows and move towards systems that are building intelligence to make your apps “smarter”.  This intelligence is typically built using machine learning fed by large data sets that help improve repetitive tasks like spend classification. Of course, AI is a bigger topic, and there are 23 distinct areas in AI for procurement and supply chain that we’re following that I can’t cover in a single blog post!  For example, contract management is a great example where AI is already having an impact and this will be very disruptive in the Legal services (e.g., Legal BPO) area.

Still, building your collective intelligence for your firm doesn’t necessarily require AI.  You can avail yourself to some good old-fashioned knowledge management built up from the various collectives that are all around you:

  • The internal corporate collective. Learn from consulting companies and build presentation storyboards of your procurement projects that created change and value – and use them to win over skeptical stakeholders.
  • Your supplier collective. Your current supply suppliers, previous suppliers, “almost suppliers” (who bid on your business), and potential suppliers via crowdsourcing are a wealth of knowledge – if you know how to tap them through supplier innovation programs and proper supplier management processes.
  • Your customer collective. This includes not just internal stakeholders, but external customers as well.  For example, Lenovo uses its social customer mining tools to identify key customer/demand information that can be passed upstream to suppliers.  On the flip side, many similar intelligence tools are being deployed on the supply side with varying results (that’s a whole topic for another day).
  • The installed base collective. Your procurement app providers, consulting providers, and managed service providers are likely working hard to extract and productize your individual intelligence into a re-saleable collective intelligence. Choose a provider that is working on building collective intelligence into its overall platform strategy.
  • Your peer/community collective. There are lots of communities out there right now where you can learn from your peers – and many of them are free. You’re learning right now by reading this on Procurious, so you’re already well on your way!

We even practice what we preach at Spend Matters when we tap into this collective intelligence of procurement technology users by capturing end user satisfaction (think Net Promoter Score on steroids) and using it as an entire axis of our “SolutionMap” vendor scoring model/methodology.  And, yes, there’s a freemium version (it has eight procurement technology areas mapped out based on five different buyer personas from which you can select)!

The bottom line is that although we all start with a certain amount of individual intelligence, it’s the collective supply market of intelligence that is all around us if we can learn how to tap it, build it, and wisely bring the right intelligence back to our individual selves (and we’ll even be able to augment that individual intelligence into our own personal bots and ‘digital twins’).  And since procurement should be enabling stakeholders to also tap that collective intelligence of supply, it couldn’t be a more important competency to build right now.

So, go bravely into that supply market and assimilate yourself into the collective intelligence of procurement and be smarter and better from that experience.  It’s really what life is all about, isn’t it?

This article was contributed by guest author Pierre Mitchell, Chief Research Officer and Managing Director at Azul Partners.

Team Approach: How Procurement Pros Can Procure Talent Better

What’s harder than finding top talent for your procurement team? Finding the RIGHT talent!

The only thing harder than finding top talent in the current candidate driven market is to find the right talent. Especially those individuals that have the technical and collaborative skill-set required to be successful with today’s ever-growing list of expectations from Procurement practitioners.

In our recent experience with several clients we have witnessed organisations building teams from scratch due to newly undertaken Procurement Transformation initiative. There are many cases of leaders bringing along a key player or two with them, or sometimes executives will hire consultants or a trusted managed service provider (MSP) to help supplement their efforts. This got us thinking a bit more broadly about whether companies should consider hiring teams instead of individuals as they are undergoing transformations. Based on our experience, we would say yes to this option. The three main benefits we see to this approach are immediate impact, decreased conflict and increased collaboration.

Team Players

Companies increasingly want skills that are difficult to assess in job interviews but can be easily seen in a team setting environment. According to the World Economic Forum, following are the 10 skills most sought after by companies in 2020:

  1.  Complex problem solving
  2.  Critical thinking
  3.  Creativity
  4.  People management
  5.  Coordinating with others
  6.  Emotional intelligence
  7.  Judgment/decision making
  8.  Service orientation
  9.  Negotiation
  10. Cognitive flexibility

Subjective and biased candidate selection process

One of the many pitfalls for hiring managers is the subjective and biased candidate selection process. There is still a tendency to over-rely on the tough interview questioning and ultimately hire candidates that either look like us or come from similar schools and backgrounds. So, think of the impact if a Director or VP was hired that could bring on a team of people he or she knew well. Imagine a leader who knew exactly where to deploy resources to maximize their benefits, such as specific commodity expertise or management of key supplier relationships. This hiring manager would leverage the hard data they have on these preformed teams and position them to hit the ground running.

Conflict amongst team members

Another scourge facing employers today is that of conflict amongst team members. These conflicts are the leading cause for employee disengagement, burnout, turnover, lower productivity and creativity, etc. By hiring teams that have a history of successfully functioning at a high level, organizations increase the odds that their new hires will have the reservoir of rapport and goodwill to accelerate positive results. It’s analogous to why Procurement prefers early involvement when it comes to advanced engineering of products/services, so they can help stakeholders engage with the best suppliers. It’s a lot more difficult to select and negotiate when you have built your product specs around a specific supplier’s capabilities and technologies rather than vice versa.

Superior collaboration

And finally, there is the benefit of superior collaboration that comes from being part of a high performing team. Imagine how an empowered team would feel knowing that they have been hired en masse as the “A-Team” when it comes to the mission critical nature of their jobs. It would be an intense, yet collegial environment where they would almost be joining as insiders and delivering tangible value. Just this past year we have witnessed a couple of examples that are in stark contrast as it relates to hiring and building out groups. Company A was a CPG leader in the Midwest US and brought on a Head of Sourcing that, in less than two months, created and filled several roles. These were all filled with former direct reports and colleagues from her past two companies. Not only did the team come in firing on all cylinders in a new environment and deliver immediate results, this hiring manager was promoted to a newly created senior level position within 7 months of joining the company. Company B hired a leader that had the perfect experience on paper, but in his transformation journey he’s been a lot less successful. This was partly because he didn’t assimilate into the company culture and insisted on getting rid of most of the current employees on his team. Even though he had over 20 years’ experience with good companies, he failed to bring over a single person he has worked with in the past. His leadership style and reputation became a barrier to his and ultimately his department’s success.

While every company will have its own unique set of challenges surrounding types of candidates and expertise being sought, this team-hiring approach is certainly not a panache for all companies. But the ones that take the risk and try a novel approach to combat the challenges of procuring talent just may gain an advantage over their competitors that have not yet confronted the new reality in sourcing for the best.

Improve Contract Compliance by Thinking Like Sales…Not Procurement

Call us crazy but we reckon Procurement would be better off looking at the Contract Management process the same way sales does…

Forest Foxy/Shutterstock.com

If you’re anything like me as a procurement practitioner, you think of our end-to-end process in a linear fashion. It usually starts with spend analysis or some other source of information (budget, ERP, BI system output, etc.) and ends with Contract Management and/or Supplier Performance Management. For us, this is completely logical because the sub-processes that we view as the most “active” portions of procurement – strategic sourcing and negotiation – have been dealt with at this point.

In Contract Management and Supplier Performance there is something of a phased handoff back to the budget owners. After all, the spend we bring under management is rarely associated with a procurement need; we are often just temporary custodians of someone else’s spend.

Unfortunately, the procurement phase that covers implementation and ongoing Contract Management includes the following two milestones:

  • The majority of the supplier’s value is created for the business.
  • Weaknesses and disturbances come to light, threatening to diminish total value and reduce contract compliance.

Procurement may see the contract phase as the end of the project, but our internal stakeholders (and in many cases, our suppliers) see this as the beginning of the effort. Everything up to this point has been theoretical, now it is real.

Contract compliance: think like sales

As crazy as it sounds, procurement would be better off looking at the Contract Management process the same way sales does. The day after you sign a contract is the first day of a new sales cycle. Your contract win is a prospect once again, maybe not for the same product or service they just bought, but for expanded coverage, increased volume, a longer commitment, or an alternate type of offering. This is the worst possible time to go hands-off, especially if you think there is the potential for more business.

Procurement may be guaranteed “more business” from their captive clients (a.k.a., internal stakeholders), but if those clients aren’t satisfied with the services and support they receive, they have no incentive to be loyal; to procurement or to the contract. In the alternate scenario, procurement stays involved to ensure a smooth transition to the new contract and serves as an advocate for the business as well as the supplier during the agreement lifespan. In this case, spend is far more likely to stay on contract where it lowers risk, increases savings, and delivers the desired value.

Here are a few examples of how procurement’s proactive investment in contract compliance can build loyalty for the future:

If the shirt fits…

In a sourcing project for driver uniforms at a freight company, several business divisions were combining their demand for the very first time. Each division brought their supplier and their current service levels to the table. Although being an incumbent was an advantage, the mandate was to select one provider for the whole company. This would inevitably lead to someone losing their incumbent so another division could keep theirs. After the selection was made, procurement redirected the team members who had been responsible for the sourcing effort to manage the rollout at the division transitioning to the new supplier. This not only minimized disruption to the business, it prevented the rise of resentment – something that could easily have lowered compliance and become a barrier for future sourcing efforts.

Have your supplier’s back

Sometimes you can tell that compliance is going to be an issue before the ink on the contract is dry. During a reverse auction for “35% water-added ham” at a wholesale grocer, procurement discovered that the category owner was secretly telling their incumbent supplier what they needed to do in order to win. After much drama, the supplier was excluded from the business because of their willingness to undermine the negotiation process. That left us with a guarantee of a new supplier and an ANGRY category owner. No supplier selected at that point was going to have an easy time with implementation. Knowing that contract compliance would be an issue, procurement took extra time to include metrics and SLAs in the agreement and worked with the new supplier to ensure that they would be able to report their performance back in detail. This effectively created a framework where they could quantitatively prove their performance. The wholesaler got the product they needed and the supplier was protected from unfair, costly complaints about their performance. Orders for “35% water-added ham” were placed and fulfilled with no disruption to local grocery chains. Yum.

Compliance credit where it’s due.

If procurement goes hands-off during Contract Management, we get no credit for value creation, but full credit for having created the circumstances leading to buyer inconvenience and frustration. The amazing thing is, that effective Contract Management is borne out when projected savings become realized savings – or not. And actual purchases become managed spend – or not. Without active Contract Management, there is a good chance that procurement’s efforts will be undermined and we’ll inadvertently create a tense relationship with internal stakeholders who we will, no doubt, need to work with again in the future.

In a Determine webinar featuring Spend Matters’ Jason Busch, Contract Compliance: Why It Matters to Procurement, he stated that contract compliance is more important than procurement performance. Strong words, but there are many components to that truth — and it’s a must-watch on-demand video.

Contract compliance and procurement’s role in ensuring it are a big and growing topic. You’ll find information on the subject in Determine’s extensive library of resources, or contact them to schedule a personalized demonstration of the Determine Cloud Platform.

This blog was orginally written for Determine by Kelly Barner .

2017 Rewind – Help! A Potential Employer Asked For My Facebook Password

As part of our 2017 Procurious rewind, we’re taking a look at the top blogs of the year. Today’s article advises what to do when a recruiter asks for your Facebook password! 

Have you ever been asked to hand over your social media details in a job interview? Don’t panic – it’s probably just a stress test.

Stress tests are designed to put you under pressure and see how you handle it. They range from grilling you about your weaknesses, to subjecting you to a barrage of quick-fire questions to try to fluster or catch you off-guard.

Heineken took this to the extreme in their viral recruitment video where interviewees are subjected to a range of stressful situations, including a creepy hand-holding interviewer who later feigns a heart attack. While it’s fun to watch, there’s a lesson here – in an age where candidates often give text-book answers to text-book interview questions, recruiters are looking for ways to separate the wheat from the chaff.

“We need your Facebook login details”

Your three potential reactions:

A) Meekly handing over your password: Wrong answer. This shows that firstly, you’re desperate for this job and secondly, you’re a pushover. Is this how you would behave when representing the company in a tough negotiation?

B) Anger: You’ve fallen into the trap. Even though it’s an outrageous demand, getting angry only demonstrates that you won’t be able to remain calm in the face of on-the-job pressure.

C) Politely but firmly refuse: Correct! You were on the lookout for a stress test, and you’ve identified this one as such. This takes the pressure off, allowing you to present a calm and logical response.

Unfortunately, that’s easy to say and hard to do!

How to say “no” politely 

  1. Call them out

If you’ve read the situation correctly, then you could simply respond by saying, “This is one of those stress-tests, right?”, and then launch into a detailed explanation of how you’re able to stay calm under pressure, with examples.

If they still insist, and genuinely appear to be demanding your Facebook login (and you still want this job), then you’ll need an excuse beyond the bare fact that you don’t want them seeing your drunken photos from the big party last weekend.

  1. Privacy

“I have an obligation to protect my friends’ privacy. They have their own privacy policies set on their accounts to safeguard themselves and their loved ones and that’s their right. If I start sharing their information with potential employers then I’ll have broken my trust with them.”

  1. Work/life

“For me, work and home are two separate things. I’m careful to keep work-related posts off my Facebook page, so it’s in no way relevant to any potential employers.”

  1. Direct to LinkedIn

“I think you mean LinkedIn? While I wouldn’t hand over my login details, I’d be happy to connect with you on LinkedIn so you can see how I present myself professionally on social media.”

  1. Show me yours and I’ll show you mine

This one’s a bit more provocative! “Absolutely fine – I think this is a great idea. I’d also like to see the type of team I’m joining, so if you can share your log-in details, along with your director’s and all the team members’ Facebook passwords, then I’d be happy to share mine.”

  1. Throw the question back at them

Whatever you decide to say, it’s vital you do so in a professional, calm and reasonable way. In a stress test, how you say it is more important than what you say. The interviewer will be judging your response, attitude and manner, but you can turn the tables by asking them to put themselves in your shoes.

For example:

  • “I’m sure you would agree …”
  • “I’m sure that if you were in my position…”
  • “From a privacy perspective, my friends wouldn’t be comfortable with me showing their information to people. I’m sure your friends and family would agree.”

Asking someone to put themselves in your position makes it almost impossible to be offended by a calm and rational argument.

In the end, keep in mind that there is no right answer to a stress-test question. It’s designed to judge how you react, so be confident in whichever answer you choose.

Procurious Picks: What Were You Reading In 2017?

As the year draws to a close, we’re taking a look at some of our most-read blogs of 2017…

L Julia/Shutterstock.com

The procurement people have spoken* and we can now confirm the official top five Procurious blogs of 2017.

From assessing the impact of blockchain to exclusive interviews with global CPOs; from recruitment advice to top career tips, we think it’s a brilliant sample and representation of all the great content Procurious has to offer.

*read

5. 5 Global CPOs Answer Your Top Five Procurement Questions

Wouldn’t you like to know how the best in the business feel about the value in professional certifications? Or maybe you’re keen to hear their take on the biggest mistakes made by procurement pros?

We put  five global CPOs to the test with a round of quick-fire questions. Hear what they each had to say on the value of formal procurement certifications, the biggest mistakes procurement pros make and how to stand out from the crowd!

Read the full article and listen to our CPOs answers here. 

4. Help! A Potential Employer Asked For My Facebook Password

You’re in the middle of a job interview when the recruiter shocks you by asking for your Facebook password, citing “company policy”. Do you…

A) Meekly handing over your password: Wrong answer. This shows that firstly, you’re desperate for this job and secondly, you’re a pushover. Is this how you would behave when representing the company in a tough negotiation?

B) Anger: You’ve fallen into the trap. Even though it’s an outrageous demand, getting angry only demonstrates that you won’t be able to remain calm in the face of on-the-job pressure.

C) Politely but firmly refuse: Correct! You were on the lookout for a stress test, and you’ve identified this one as such. This takes the pressure off, allowing you to present a calm and logical response.

Read the full article here.

3. Why Being Reliable Spells Doom To Your Career

Do people in your workplace ever refer to you as reliable, trusty, dependable? That’s got to stop!

Being known for getting the job done is not enough to build value and does not get you the pay scale, nor the flexibility you crave.

Defining your value and pouring your heart and soul into developing that is what’s priceless. It’s a linchpin in your ability to create the career you really want.

Read the full article here.

2. IBM CPO: You’re Finished If You Think You’ve Finished

The numbers are eye-watering. IBM CPO Bob Murphy looks after a $70 billion spend – $25 billion internally and $45 billion 3rd-party. The company has around 150,000 contracts across 17,000 suppliers, with its flagship cognitive technology, Watson, reading 900 million pages in multiple languages per second.

As we prepared for our interview with Murphy, it’s understandable, then, that we expected to find him entirely focused on data analytics, automation, AI and the other tech that’s rapidly impacting so many professions. We were wrong – what comes across loud and clear is that this is a charismatic, engaging leader where people and relationships matter.

Read the full interview here.

1.The Impact Of Blockchain On Procurement

Blockchain technology will not only impact procurement and procurement professionals but is expected to be more pervasive in our business and personal lives than the internet itself. To put the enormity of impact on procurement and procurement professionals in perspective picture yourself twenty years ago trying to explain how the Internet is going to change things. Where would you even begin?

Read the full article here.