Imagine if you could go back in time to when you started your first job. Wouldn’t you love to reassure yourself it was all going to be ok or offer some advice on how to navigate the next few years of your career?
Procurious recently launched Bravo, a new group seeking to address gender disparity in the workplace, and celebrate and empower women working within procurement.
As part of the Bravo campaign, Procurious will be interviewing a number of high profile procurement leaders and seeking their advice on how we can help other women to get ahead in their procurement careers.
Michelle Baker is Global Procurement Director: IT and Business Services Categories at SABMiller Procurement.
In this interview Michelle discusses the issues that affect women in the workplace, advice she would offer her younger self and why she loves procurement!
Michelle will also be attending this year’s Big Ideas Summit as a panelist to talk about Global Risk assessments.
What have been the most successful approaches organisations you know have taken to decrease gender disparity?
Putting gender disparity on the leadership agenda of issues to address.
Balanced slates in recruitment.
Making gender disparity a talking topic across the whole company, irrespective of people’s gender.
What has been your most rewarding experience and greatest accomplishment to date?
Leading and developing people in diverse global teams (and not just gender diverse, but race, religion, age, sexual orientation etc.) has been fantastically rewarding personally.
My greatest accomplishment in the workplace is that I am still curious and excited about the work I do after so many years: IT’s evolution has meant I have to constantly hurry to keep up!
What issues currently affect you as a woman in procurement?
I don’t think diversity is an issue exclusively to procurement.
But, looking back, I think the absence of positive role models in senior roles made it more difficult to navigate corporate politics than it needed to be.
Who are the most influential women in your life?
Too many to mention! I have a healthy group of friends and family that go back to my early days at university in South Africa and many others scattered across the countries in which I’ve lived. They each offer their own special support, whether they know it or not, in my development.
Why is procurement the perfect career for you?
It keeps me endlessly curious and allows me to have direct contact with what a range of senior stakeholders in my company are doing and trying to achieve.
If you could offer your younger self two pieces of advice, what would they be?
Find a mentor, and never stop learning.
Some of the Procurious team joined Michelle at a Women in Procurement Breakfast last year at ProcureCon IT.
Following an insightful discussion, everyone said the two pieces of advice that they would offer their younger selves.
Michelle put together this fantastic infographic to represent the group’s responses.
Let us know the two pieces of advice you’d like to offer your younger self via the Bravo group.
Ever been attracted to a new job because of the flashy brand? Graham Lucas warns that you should be looking at the people on the inside.
Register as an online delegate for the London Big Ideas Summit 2017 here.
Graham Lucas is Managing Director – Procurement & Supply Chain and Logistics at Michael Page. He’ll be speaking at this year’s Big Ideas Summit about procurement recruitment. We’ve picked his brain this week to find out what key skills procurement recruiters are fighting over in 2017 and what mistakes job applicants should avoid making.
Who are the best procurement candidates and why?
For me, the best procurement candidates are those that are highly commercial whilst having lots of emotional intelligence. We are also increasingly talking about bravery.
The requirement around influencing, communication skills, and category knowledge are well trodden boards and are still very valid. But the bravery and creativity it takes to innovate is underdone. This is something that we need to see much more of day-in and day-out if the procurement functions are going to end up as overall commercial custodians of their organisations.
What key skills are recruiters fighting over in 2017?
People who can demonstrate an ability to:
Deliver value to the bottom line in a dynamic manner and not just reduce costs
Unlock competitive advantage from the supply base through true partnership
Influence others, both internally and externally
Embrace technology that can help us move further, faster
Innovate by managing a supply base of experts to help their business compete
What are the biggest mistakes procurement professionals make throughout the recruitment process?
I think many people are keen to talk about the £30m saving they made. This is great but I do think that, unless you are managing a huge spend, it’s easy to oversell your impact.
Talking about some of the more tangible things that you did, and how you delivered these, is more impressive. I met with a candidate last week who had identified a food material that was being cooled a further four degrees lower than was required before being packaged. He was able to explain the financial benefits across the utility and labour spend which amounted to a £400k saving. All whilst speeding up the manufacturing process, which supports their customer objectives. Evidently, the previous half-dozen people in his role didn’t identify this.
How has the recruitment industry changed during your time at Michael Page?
Fourteen years ago the market was fairly linear. The line manager or their personnel team recruited someone, or an agency did.
Now the market is much more varied, highly competitive and dynamic. Four thousand recruiters started up last year I believe and that’s just in 2016.
Add to that the advances of technology (job boards, linked in etc.) in-house recruitment teams, RPO’s, MSP’s, and we can see that many more commoditised markets have been eroded.
Whilst recruiters are having to evolve and embrace these challenges, I genuinely believe the right specialists, knowledge and strong relationships, have never been more required than they are now.
What two pieces of career advice would you give to any of procurement’s rising stars?
Don’t be blinkered. The more you can understand your broader business, the sector you are in, supplier challenges etc., the more likely you are to progress. Your ability to navigate organisations and departments outside of your own will be essential. That’s the secret to being highly successful.
Don’t judge a job or organisation on the brand, or value of your category. A great career move tends to be based on the person you will work for, the people you will work with, and how those two things can personally develop you.
How do you identify innovation in candidates?
Someone should be able to clearly and positively explain what they have challenged, changed and most importantly, show what positive impact that has had on customers. For me, the best innovation has the customer at the heart of it, adding value to them even if at times it hasn’t directly benefited the bottom line.
To achieve creative cultures within our organisations and inspire creativity in individuals, we need to Fund, Foster and Fill!
Register as an online delegate for the London Big Ideas Summit 2017 here.
James Bannerman, a creative change agent and author of Non-Fiction best-seller Genius! firmly believes that everyone has the capacity to be creative and innovative. He’ll be speaking at the Big Ideas Summit 2017 in London on 23rd February but we’ve picked his brains ahead of the event to find out his top tips for inspiring creativity and his plans for the future..
What is a creative change agent?
A creative change agent is essentially a ‘lateral thinking’ specialist. It’s someone who combines creativity with psychology to help businesses innovate and perform more effectively in a rapidly-changing world.
What’s one thing you know now, that you wish you’d known at the start of your career?
When I was younger I was a laid-back song-writer and did not fully appreciate how important it is, in business and life, to ‘make your own sunshine’. Over the years, however, and especially when I wrote my books Genius! and Business Genius! I came to realise that books don’t write themselves; they ended up taking me far longer to write than I ever imagined, and involved far more hard work than I ever envisaged. However, fortunately the hard work paid-off – because they ended-up becoming best-sellers in the UK and then being translated into multiple languages from Chinese to Japanese, and Italian to Thai – and that taught me that ideas alone are not what makes the difference; it’s turning those ideas into reality that makes the difference.
What are your three top tips for inspiring creativity in organisations?
My three top tips for inspiring creativity in organisations would be what I call The 3 Fs: Fund, Foster, Fill.
Fund (i.e. invest in) ‘Creative Thinking’ training
Upskill people by teaching them ‘how’ to be more creative. Evidence suggests, for example, that virtually all of us were incredibly creative up until the age of about 5, but then this natural creativity was ‘schooled’ out of us by the double whammy of criticism and conformity. Effective ‘Creativity Thinking’ training can help to redress this situation by inspiring people to re-become creative.
Foster an atmosphere of Psychological Safety
Einstein once said that ‘a person who never made a mistake never tried anything new.’ With this in mind, if an organisation genuinely wants to inspire creativity, it needs to provide employees with enough ‘wriggle room’ to make the occasional ‘excusable’ mistake – rather than ‘inexcusable’ mistake (which is a very different matter).
Fill the well
I’ve long believed that in order to inspire others we need to feel inspired ourselves. Psychologists refer to this as ‘mood contagion’. So, if an organisation wants to inspire creativity, it needs to keep ‘Filling the Well’ (as the author Sheila Davis describes it) by encouraging people to branch out and watch new films, read interesting books, travel to different places etc… After all, bang in the middle of the word ‘Innovation’ we find the word ‘Nova’ – which meant ‘new’ in Roman times – so a constant inpouring of fresh stimulus is likely to inspire a culture that goes beyond ‘what is’ to explore ‘what could be’.
You’ve composed hit pop songs, written best-selling books and work as an innovation consultant. What’s next?
I’m currently working on a wide range of projects – linked to ‘Lateral Thinking’ in business and academia. However, longer-term, I’d love to take my Business Genius and ‘Lateral Thinking’ work to whole new level, and develop Lateral Thinking TV, movies, and animations etc…
How do latest technology developments influence the way you consult with organisations and drive innovation?
To be honest, although technology developments have influenced the way I consult with organisations and drive innovation – eg. by making it far easier for me to communicate with clients around the world without always having to ‘be there’ in person – technology itself does not influence me as much as it helps other innovation consultants I know. I tend to focus more on ‘innovativeness’ than ‘innovation.’ In other words, I focus more on the people-side of innovation – the psychology side.
It’s easy to think that our modern age is infinitely more ‘innovative’ than any other with its amazing advances in technology. Without a doubt the ‘pace’ of change does keep getting faster and faster, which academics label ‘accelerated evolution.’ However, just look at the Edwardian Age. Within ten years along came the Car, the Plane, the Radio and the TV. Each one of them radically transformed the world we live in, far more than the latest XI78 or X189, that will soon end up somewhere in a design museum like the DVD or the first Blackberry.
I work with the ESA, European Space Agency, who are putting 3-D printers on Space Stations. In fact, there are even 3-D printers now that can make 3-D printers ! We must not lose sight, however, of how technology is driven by ‘people’, and inspired by ‘people’. The human factors that make innovation happen can also ‘stop’ innovation from happening if they are not addressed and resolved.
Do you ever get tired of thinking up ideas?
Yes and no. I personally get a buzz from ‘divergent thinking’ – i.e. thinking outwards towards multiple possibilities – more than ‘convergent thinking’ – i.e. analysing and dissecting data.
However, when I’m working with groups on Idea Generation, I fully appreciate that ‘thinking up ideas’ can be deceptively tiring for some people. Especially those who have a strong preference for sequence and structure.
Tony Buzan, the inventor of mind-maps, is a great inspiration of mine. I spoke with him a few years ago and was struck by how well he manages to fuse the two. Mind-maps, for example, can energise people by stimulating ‘radiant thinking’. They also make it easier for them to think up new ideas, yet at the same its ‘systematic’ approach can also give people a flexible structure to prevent them feeling overwhelmed and swamped by imaginative solutions.
It’s important to remember that everybody has an imagination. We continually ‘think up ideas’ whether we see ourselves as creative or not. In fact, one of the biggest buzzes I get in business is helping people to realise that they are a lot more creative than they give themselves credit for…
How do you sustain your focus on a goal that’s 10 years away? One Olympic legend shares her story – how will you apply it to your career?
Australian Olympic legend Chloe Esposito trained 45 weeks a year for an incredible 10 years before the day she won gold in the Modern Pentathlon in Brazil. Chloe visited The Faculty CPO Roundtable National Meeting in Sydney to share her inspirational story with our members.
In case you missed it during the Olympic Games, here’s the incredible moment Chloe broke away from her competitors to cross the finish line in first place.
Chloe’s interview with The Faculty’s Sally Lansbury was packed full of life lessons, insights, and a strong message about persistence and resilience that can be applied to every career.
At what point of the event did you know you were going to win gold?
I only knew I was going to win after I put down the gun (in the final shooting event) and started to run for the finish line. I just bolted out of the shooting range – I didn’t know where the other competitors were, but I just focused on myself as that’s really all I could control. When I glanced back, I knew that I had it. It was such a pinch-me moment, and one that I’d trained for basically all of my life.
What exactly does the Modern Pentathlon involve?
It’s actually five events in one – fencing, swimming, show-jumping, shooting and running. They’re spaced over the day, and you start each event with a penalty depending on how you’ve performed in the previous event.
The challenge is to train across five different areas – my father (who is also my coach) and I have deliberately focused on my weakest area, fencing.
We moved to Budapest, Hungary, to concentrate on fencing. Budapest is like the boiler room of Modern Pentathlon. It’s right in the middle of Europe, with so many competitions and pentathletes there.
My favourite event would have to be horse riding. You only get 20 minutes with an unknown horse before the event, so there’s no point trying to train the horse in that time. You just spend those 20 minutes getting to know each other.
What do you think gave you your edge over the other athletes?
Putting in the extra 1 per cent. In Budapest we doubled the hours of all training. Whether it was pouring rain or snowing, I’d still train, no matter what. My family and I got to be known as the “Psycho Espositos” – our training schedule is nuts, but it gets results!
The other factor that gave me an edge is the incredibly supportive network around me. My dad, mum, brother and sister all got behind me to help me achieve a life-long dream.
How do you sustain focus on a goal that’s 10 years away?
The secret is to set up a series of short-term goals and focus entirely on those. These were smaller competitions, world cups and so on. If you try to think too far ahead, you’ll go crazy and you won’t get there.
You also need to have the flexibility to change your short-term goals as circumstances require. For example when I tore my Achilles tendon, we changed a lot of my goals to focus on recovery, mainly through spending more time in the pool.
What’s next, now that you’ve achieved such a major life goal?
Tokyo 2020! There’ll be huge pressure now that I’m a gold-medal winner, but I’m definitely going to give the Tokyo Olympics a go. In the meantime, I’m stepping into a completely new world to what I’m used to – speaking, presenting, television appearances. I’m starting to build another career for myself.
What life lessons have you learned through your Olympic journey?
I can think of five lessons that will take me right through my career:
Hard work always pays off at the end of the day. When you’ve worked so hard, something good has to come out of it!
The extra 1 per cent always pays off in the results.
You’ll need huge determination to achieve your career goals.
Don’t rush into things – the opportunity will eventually come.
Give yourself some time off. I like to do something completely unrelated to training at least once a week, such as going to the beach.
Packed with value, The Faculty Roundtable gives member organisations access to cutting-edge thought leadership and commentators, a ready supply of valuable expertise through exclusive market intelligence, as well as networking and professional development opportunities for CPOs and their teams.
Culture can’t be forced, but it also doesn’t happen organically. It stems from recruitment. It’s not always the best person, but the right person for the job, that can help foster company culture.
Leadership experience, technical skills and cultural fit are all important here, so how can you recruit someone that ticks all three boxes?
From all my years of playing interviewer, I’ve compiled five killer questions that separate the diamonds from the rough.
1. The “Tipping Point” Question
“What were the reasons for leaving your current job?”
Asking a potential employee why they decided to leave their job provides good insight into what makes them tick. It also highlights their personality and gives you a definite indication of what they don’t want to happen in their new job.
It’s also a good question to ask in exit interviews to ensure your business can learn from its mistakes.
2. The “Leader of the Pack” Question
“Tell me about something you’ve lead – a group, a team, a movement, an initiative…any situation where you were in the lead?”
This question resulted in the most surprising interview response ever. When I first established The Source, my procurement recruitment company, I was interviewing for the Managing Director role.
When I asked this question, one of the candidates paused and then answered, “I once led a revolt against management in a manufacturing company I worked for.” Wrong answer.
3. The “Mentor Me” Question
“Tell me about some people you’ve mentored and what they are doing now?”
If people stumble on this question, they obviously don’t have a track record in developing people. Furthermore, if they can’t talk to what their mentees are doing now, they really weren’t genuinely committed and interested in that person’s development enough to keep track of their progress.
4. The “Question” Question
“Do you have any more questions?”
I always want people to have lots of questions. And not just about them – their pay, their hours, the role and where they’ll sit – but about the business, about the industry, the issues we are facing, about our future.
To be successful in any business, people need to be genuinely concerned about their profession or industry, not just their own career development.
5. The “One Word” Question
One of my mentors gave me this tip. One of her interview questions was:
“If your friends could summarise you in one word, what would that word be?”
This question is great because it allows the candidate to drill down to the one attribute they represent but also aspire to be.
Want to hire someone who describes him or herself as “encouraging” or “meticulous”? Of course you do. Someone who describes him or herself as “Chatty” or “Brilliant”? Didn’t think so.
Reflect on Your Questions
So you’ve asked your questions, the interview is complete and you look to move onto the next candidate. Before you do so, remember the final important step – reflect.
This was a key piece of advice I received from one of our recruitment experts at The Source. It’s important to reflect on the candidate’s responses and behaviour to help determine where they fit in the organisation.
Hiring managers should always consider their current and desired workplace culture, and think about how the candidate fits in.
To do this, I often ask myself:
What were the energy levels like? Did the candidate have energy – physical, mental and spiritual (I know, sounds spooky…but think about it!)?
Did the conversation flow? Was the candidate both interesting and interested? Did I struggle to follow what they were sharing? Was the conversation stilted?
Would the person be a good representative of the team? Here, I’m talking about their values and approach, as well as the way they communicate and present.
With these interview questions in your repertoire plus some “reflection” time, you will be on your way to recruitment success.
But what your organisation can do for you. And these tips should point you in the direction of a great employer.
For a decade or more, the economy has very much been a hiring manager’s market. A number of economic events culminating in the GFC made it increasingly difficult for even the most qualified candidates to find a position. But not anymore.
Thanks to a host of economic upturns, more and more jobs are appearing. Finally applicants can ask: “What can an organisation do for me?”
These days, it is important for employers to consider how they can work to better their workforce. Career management is no longer the sole responsibility of the worker; companies must consider how to lend their employees support.
As a job candidate, you should look for organisations that are eager to learn your goals and aspirations, and provide backing and encouragement to help you achieve them. More specifically, you should search for an employer willing to do the following for the sake of your career:
Understand Your Intended Path
As a human being, you have personal and professional goals. Often, those goals include a specific career path culminating in a prestigious job title with important responsibilities and generous benefits.
From the very beginning of your employment, your employer should be eager to learn your goals and pave the way for you to achieve them.
As you endure the job-hunting process, you should explain your personal and professional plan to every prospective employer. The most promising employers will respond with information on career paths through their organisations, available career-boosting tools or programs, and (most importantly) a commitment of support for your goals.
Those who seem uninterested in your goals will not do anything to help you achieve them.
Adapt Roles and Responsibilities
Though you might not expect an entry-level position to be handcrafted to match your abilities and interests, as you head into your mid-career, your employer should begin adapting your role and responsibilities to suit your preferences and skills.
In fact, ideal organisations will be able to assess your strengths and weaknesses and provide opportunities for you to develop those abilities you will need to enhance your career and achieve your professional goals.
During the interview process, you might ask about the possibility of you gaining a hand in the development of your work responsibilities as you gain experience within the organisation.
Offer Necessary Resources
Regardless of your career goals, your organisation can dramatically improve your chances of success by connecting you with valuable resources.
Perhaps most importantly, your employer should have a programme to support the continued education of its staff. This can be through workplace seminars or tuition reimbursement.
Flex time will help you pursue advanced education, like a master’s of organisational leadership degree, that could qualify you for top positions at your organisation while also improving your skill set for the company.
Additionally, you might look for an employer that boasts a mentorship programme. This way, you can build relationships with important figures at your company and gain career-boosting opportunities.
Be Respectful and Compassionate
It is entirely likely that your goals will change during your career. It’s imperative that you find an employer who won’t disrespect your choice, or react extremely and destroy your opportunities for success.
Employers should recognise the value of investing in employees, who will undoubtedly become valuable assets or allies in their future positions – regardless of whether those positions are inside or outside the organisation.
It isn’t difficult to identify companies who lack compassion for their workers. You can often find evidence of poor treatment on ratings websites like Glassdoor.
Most organisations think first of the profit margins, second of the customers, and third of their employees. In years past, companies had little reason to worry about workers leaving for better jobs, because the potential for finding alternative reliable employment was low.
However, if we expect the current trend of job growth to continue – which it should, given the strength of the economy and imminent retirement of baby boomers – employers must begin to consider the health and happiness of individual employees.
Being kind and supportive, having tools for personal and professional improvement, and remaining flexible in roles and rules are the hallmarks of organisations that treat their workers well. You should keep an eye out for job opportunities with companies like these.
Tiffany Rowe is a marketing administrator who assists in contributing resourceful content throughout the World Wide Web. Tiffany prides herself in her strong ability to provide high quality content that readers will find valuable.
I am 45 years old and own three businesses. Yet I’ve had three mentors in the past three months. A chairman, who is helping me navigate the new territory of being an international business owner, and two 25 year-olds who have coaxed and coached me on the power of social media.
Mentoring, it never sleeps.
Apparently I’m not the only “experienced” leader who has sought out a more junior executive to be my mentor. Reverse mentoring has become a bit of a trend.
Procurement and business leaders are facing a race to unearth new opportunities and remain relevant in a rapidly changing digital economy. This is causing a shift in the traditional mentoring framework – senior mentor coaching junior mentee – to one that is more collaborative and co-creative.
That’s not to mean traditional mentor relationships should be thrown out. My first mentor was the traditional type. She was someone I respected, who was more senior than me, who took me under her wing and showed me the ropes.
But the lines are blurring. Whether it’s someone with years of experience under their belt or someone with less years than yourself, finding the right mentor fit is key.
Today, many Millennials seem obsessed with finding a mentor, convinced that it is the magic key to career advancement. Sheryl Sandberg, makes the following observation in her book, Lean In:
“I realised that searching for a mentor has become the professional equivalent of waiting for Prince Charming,” she writes.
“We all grew up on the fairy tale Sleeping Beauty, which instructs young women that if they just wait for their prince to arrive, they will be kissed and whisked away on a white horse to live happily ever after. Now young women are told that if they can just find the right mentor, they will be pushed up the ladder and whisked away to the corner office to live happily ever after.”
The important truth is that mentors find you, not the other way around. Sandberg believes we need to stop telling mentees, “Get a mentor and you will excel.” Instead, we need to tell them, “Excel and you will get a mentor.”
So how can you increase your chances of a great mentor relationship?
1. Check that you don’t already have a mentor
Sometimes in large organisations there are lots of people advocating for you – you just don’t realise it. Open your eyes and ears to people who may already be informally mentoring you.
2. Get to know yourself and pinpoint where you need to grow
Self-awareness is one of the most valuable traits you can develop as a leader. We can all be our own greatest critics, but we need to take an honest look in the mirror and really understand and reconcile our opportunities for development.
Sometimes we can be attracted to people who are actually a lot like ourselves, when in reality we need advice from people who have strengths in areas we don’t.
3. Be brave and find an “unreasonable friend”
One of the key take outs I got from Craig Harper, High Performance Coach and Exercise Scientist, was that everyone needs an unreasonable friend. That is someone who just won’t tell us what we WANT to hear, but what we NEED to hear.
We need to be brave enough to have someone like this in our lives, and really take their feedback onboard.
4. Relax and let the relationship unfold
If you consciously know that you want a mentor, you will unconsciously seek out that person. Don’t push the universe too much. Wait for your mentor to evolve naturally, then cultivate the relationship in a measured, professional way.
5. You don’t need just one mentor
Don’t feel like you need just one person to give you the answers to all your development questions. We are surrounded by amazing people that we can learn different things from every day. I’m a prime example of that as I learn from people from all walks of my life!
The great mentors of my life have not been created through formal relationships. They have been created in the workplace based on mutual respect, my desire to learn and my mentor’s willingness to share knowledge, promote me to others and, most importantly, help me believe in myself.
You can’t just wait for your dream job to come along. If you want to do something you love, you’re going to have to chase your dreams.
Imagine working in a role that you love. Being completely satisfied with your work through pursuing whatever you’re most passionate about can make the difference between feeling discontented and uninspired, and moving to a happier, more productive and fulfilling life.
Here are my simple and practical tips towards landing your dream role:
Define your key skills
What are you most passionate about? If you’re struggling to work that out, write a list of what you love to do, what interests you, and what comes naturally to you.
Think about feedback or comments (informal or formal) you’ve consistently received from peers, leaders, friends and family. How do others generally describe you? What do they often say you’re great at?
For example, you might be a fluent writer. Maybe you have the gift of the gab. Perhaps you enjoy analysing data and making meaningful sense of it. You could be a great coach, and know how to get the best out of others. Or are you the person with all the big ideas?
Uncover the role fit
Now that you’ve got your list sorted, identify and search for roles that call for those skills.
For example, if you’re able to think strategically, if you’re good at problem solving, have strong emotional intelligence and display outstanding interpersonal and communication skills, then a leadership role could be the way to go.
If you love working with numbers, data, spreadsheets and providing commercial insights then a role in analytics and reporting will suit.
Perhaps you’re highly relationship and customer focused with sound analytical, negotiation and commercial skills. Sounds like a career in Procurement might be right for you!
Network, Network, Network!
The percentage of unadvertised roles is estimated to be between 70 and 80 per cent, which suggests your next amazing role is sitting somewhere within your professional and personal networks.
Start connecting (and reconnecting) with your networks – who can they introduce you to?
Form a relationship with a specialist recruitment firm. Recruitment consultants are a great source of information and can certainly guide you in the right direction.
Attend industry networking forums and events.
Actively connect with professionals on sites such as LinkedIn or Procurious, the world’s first business networking site for the procurement and supply chain profession. Get noticed by sharing articles, joining relevant groups and contributing to discussions, or for those that love to write, demonstrate thought leadership through regularly posting blogs (something I must do more often!).
Be proactive, targeted and considered in your job search. Whether you’re connecting face to face, on-line or over the phone, effective networking will be key to your ultimate success.
People generally like to help others so don’t be afraid to ask for assistance – you will also bring value to that connection in some way.
Go ahead, chase your dreams and do what you love!
The Source is a specialist Procurement mid to senior and executive recruitment and search firm with national reach. We provide tailored contract and permanent recruitment solutions to leading organisations in the Australian market.