Tag Archives: procurement career

Your Procurement Career Upgrade: Download Complete!

Career Boot Camp 2017: That’s a wrap! 5 global CPOs, 5 FREE procurement podcasts – available NOW! 

Career Boot Camp 2017 is done and dusted!  Sign up here (It’s FREE!) to access all five podcasts. 

Procurious promised we would upgrade your career.

We pledged that we would transform your procurement future.

We swore our five, global CPOs would prepare you for workplace 4.0.

But we never said it would be easy!

Last week, Procurious and Michael Page Procurement and Supply Chain presented Career Boot Camp 2017.  If you joined us, we hope you’re feeling inspired and motivated to make you procurement dreams come true! Now’s the time to take you career to hand; using the tips, guidance and insights provided by our podcast speakers, you’re equipped to take the procurement world by storm. It’s going to be a long journey but we’re right here with you, every step of the way!

Want to catch up on any missed episodes, recap on your favourites or get stuck in to heaps of related content? Look no further.

Over 5000 procurement pros took part in Career Boot Camp.  Were you one of them?

I couldn’t make it, can I still take part?

Want to learn how to “fail forward”, why you should be locking up your data scientists or the reason Co-op’s CPO won’t be showing you her cake recipe?  

Great news! You might be a little late to the party but that means you can access the whole series in one fell swoop. Whether you want to listen on the go, from your sofa or during your lunchbreak, in one day, one week, or one month, Career Boot Camp 2017 is ready and waiting for you to listen at your leisure!

Anyone and everyone is welcome to partake in Career Boot Camp and it’s totally, 100 per cent free.

How do I join?

If you’re already a member of Procurious simply head over to our eLearning area to access the full series of Career Boot Camp 2017.

Not yet a member of Procurious? All you need to do is register here (it’s FREE!) and you’re good to go!

What can I expect?

Career Boot Camp 2017 was designed to help you transform your career and your future if, and only if, you’re ready and willing to upgrade! Our five CPOs provided inside information on what it’s like to work at their organisation, what they’re looking for in new hires and how they see the function progessing in the coming years.

More and more procurement professionals are opting to develop their key skills and gain knowledge through eLearning and other online channels. In a fast-paced, technology driven world, innovation, agility and forward planning are essential if procurement professionals are to succeed and be future leaders.

Need a little more persuasion. Click below to listen exclusively to Day 1 of Career Boot Camp in FULL.

Ramsay Chu, Rio Tinto CPO, How to Fail Forward:

“The best skiers have fallen many times. No one is an Olympic caliber downhill skier from the outset. It’s not a natural or innate talent that anyone’s born with. They get better by learning, pushing themselves to the limits, oftentimes falling, picking themselves up, and moving on.

“I think the fear of failure oftentimes casts a very long shadow, and potentially impairs our ability to really think big.”

Best of the Career Boot Camp Blog

Once you’ve had your fill of our five podcasts you might like to do a little wider reading. There’s heaps of great. related conten in our blog at the moment. Here are some of the highlights.

  • The Biggest Mistake Leaders Make On Their Way To The Top By Tania Seary, Founder Procurious – Procurement leaders, listen up! We hate to break it to you, but life’s not fair. And neither is your procurement career!
  • Personal Development: You Da Brand! By Matthew Friend, Associate Director Michael Page Procurement and Supply Chain – So you’ve decided you need to take your procurement career to hand by proactively managing your personal development? Here’s how to set yourself up for success.
  • 5 Global CPOs Answer Your Top Five Procurement Questions By Procurious HQ – How did the CPOs at Barclays, Vodafone, The Co-operative group, AstraZeneca and Rio Tinto fair when we put them to the test in a round of quick-fire questions?

Gain instant access to the full series of Career Boot Camp 2017 when you sign up to Procurious. 

Already a member of Procurious? You’re automatically enrolled for Career Boot Camp! Click here to listen now!

The BIGGEST Mistake Leaders Make On Their Way To The Top

Procurement leaders, listen up! We hate to break it to you, but life’s not fair. And neither is your procurement career! 

Career Boot Camp 2017 launches on 4th September, featuring podcasts  with 5 global CPOs. Sign up here (It’s FREE!)

How many times have you been told about someone’s promotion and thought “how did they get that job? I would have been great for that!” Rejected and demotivated, you head home, resolute to move companies. You pour a tall glass of wine and start polishing your resume.

I’ve worked with hundreds of CEOs, CFOs and CPOs. I’ve seen people rise to the top, sink hard and fast to the bottom and flounder somewhere in between – never quite gaining the momentum required to propel an upward trajectory on their career.

From my experience, the biggest mistake people make in their quest for the c-suite is believing that the promotion process is fair.

Life’s not fair, and neither is your career…

You can do all the right things but it doesn’t mean you are going to land yourself the next big job. Corporations are complex and corporate politics are tricky, which means you’ll never really see the full picture.

You might be a rock star employee who delivered on all your KPIs, participated in “extra curricular” activities, and can boast a strong and supportive network (you even know the CEO!) but it doesn’t mean you’ll be offered your dream role.

So why do highly qualified candidates miss out on the top roles? There are a million and one reasons and you may never know the real answer. Some of the reasons for rejection will be about you, others will be about the company.

Here’s a handful of reasons why you may be blindsided:

Things that are not about you

  1. A change in strategy direction (ie. they put in a marketing person because they want “customer focus” or an IT person because they want a “technology focus”)
  2. The leadership team has changed and you are perceived as being part of the “old regime”
  3. They want to find a leadership role for another high potential employee and this is the best opportunity at that time
  4. There is a bias in the selection process. Even though companies are becoming increasingly aware of unconscious bias, it still may exist. Thirty years ago my husband participated in a leadership conference for 23 participants, 21 of whom were first-born sons, 1 female and 1 other male…which was my husband! Alternatively there may be a conscious bias to improve the diversity of the leadership team.

Things that are about you

  1. You’re not perceived as having the right level of experience (whether you do or not is irrelevant)
  2. You’re not promoting yourself enough. This doesn’t necessarily require an elaborate self-promotion campaign.It can also simply mean delivering on the basics. For example, one CFO told me he went into his internal HR system and some candidates didn’t even have their CV up to date, or a photo on fil That will make it unlikely for you to be selected. If you only do ONE thing as a result of reading this….PLEASE update your in-house profile!
  3. You’ve upset someone along the line. In hindsight, the inappropriate comment at an important executive meeting or the impromptu performance at the Christmas party may have been a career-limiting move. I actually know someone who slid down the boardroom table at a Friday night drinks, which may (or may not) have been forgotten, except that his belt buckle engraved a huge scratch from one end to the other – which was all too apparent to the Directors on Monday morning.
  4. Of course, the obvious: you just aren’t qualifi­­­­ed for the role!

It’s a long way to the top

As the famous ACDC lyrics go, “it’s a long way to the top if you want to rock ‘n’ roll” – tenacity is key. Wait patiently, which is not my strong suit, ­­­ for “your time”.

There is a direct correlation between how quickly you bounce back from a career disappointment and how quickly you get promoted. If you’re going to thrive, you need to take a long-term view on your career and build up your career resiliency.

I’ve seen this time and time again. One of my favourite examples was a mentor of mine who was at one point in a heated competition with one of her peers for the CPO role. Unfortunately she missed out, but quickly changed her perspective, becoming the trusted 2IC to her former peer, now boss.

Within twelve months she was headhunted to become the CPO of an even larger organisation! And guess who one of her biggest fans was? Yep!The very same person she had been competing with just a year ago; former peer and now boss,the CPO. How circumstances change!

Remember your career is not a sprint, it’s a marathon. You need to build career resiliency. In the long run, your endurance will pay dividends and chances are, you’ll land the dream job when you least expect it.

Career Boot Camp 2017 launches on 4th September, featuring podcasts with 5 global CPOs. Sign up here (It’s FREE!)

 

Please Fire Me: I Just Can’t Quit!

Stuck in a miserable, but well-paid, job you can’t afford to quit? Don’t get yourself into that position in the first place!

Philip H. “hates his life”. Those are his exact words. Specifically, he hates his all-consuming job. The work bores him and he no longer believes in his firm’s mission. The gruelling hours he puts in cost him time with his family that he can never recover.

Here’s the kicker: Phillip earns several million dollars a year heading a major office of a top-tier advisory firm. So, you might ask, why doesn’t he quit?

He’s says he can’t afford to.

There’s a big mortgage on a luxury apartment, and another on the beautiful beach house he and his wife bought two years ago. (“The summer weekends we spend there are the only thing that keep me sane,” he says.) Then there are the three kids—all enrolled at a private school. The eldest will start college in a year; the others will follow soon. Tallying up his obligations, Philip envies his Wall Street friends who earn ten times as much as he does.

A couple of days ago I mentioned this story to a well-known financial columnist. “I hear this all the time,” he said. “Lots of people moan about how miserable they are at work but they can’t see a way out.”

“Boo, hoo,” you might say. “I’d trade places with Philip in a heartbeat.” But would a huge income really make up for feeling horrible about your life?

You might think that you could put up with a few years of misery for the freedom it would buy you. You’d put a lot of money in the bank, and then walk away to do whatever you like: launch a small company, or spend the rest of your days lolling on the beach. Maybe you’d devote the rest of your life to doing good in the world. Whatever your goal, you’d collect your last paycheck and say, “Adios.”

It’s not that easy, though. You wouldn’t make a bundle starting out. You’d have to put in your time first. And when serious money began to come in, it would be tempting to reward yourself creature comforts for all the stresses you endure. The higher you climb the ladder, the harder it will be to leave. Then one day you’d turn around and find yourself in Philip’s unhappy shoes.

It might seem that I’m writing about a problem that affects only a small set of people. But I think Philip’s case illustrates issues that apply wherever you are now in the organisational hierarchy, and whether you love your job or loathe it.

Most work choices aren’t either/or

It’s late in the game for Philip, but assuming a different role in his firm might be rejuvenating. Going on sabbatical might set a great example for other colleagues. By framing his decision as stay-or-go, he’s missing other opportunities.

If you’re unhappy at the office, other people know it

Philip’s negativity must come out sideways. If he hates his own job, how can he be enthusiastic when a colleague lobbies for a new project? A big part of his job is evaluating other people’s performance. His attitude is bound to warp his judgement. (I also worry about what he’s like at home.)

Toughing things out is not a career plan

Somehow Philip drags himself to work every day. Maybe he takes pride in his perseverance. As they say, however, “persisting in the same behavior expecting different results is the definition of insanity.” The way things are headed, he risks getting pushed out by his peers. Maybe that’s his subconscious agenda, but it would be an ugly way to go.

Plan your end game

When you take on a job, set a date when it will be time to move on to something else. You can always revise it one way or another, but it’s usually better to leave a year early than a year too late.

The most important lesson of Philip’s story is not getting into his situation in the first place. If Philip had kept these precepts in mind, he would have been alert to his growing feelings of frustration. At an earlier point, a lateral move to another firm or an entirely different field might have been easier. And if he had allowed for the possibility that the job might get stale, he might not have saddled himself with so much debt. But by the time he realised he was on a treadmill, he had gone so far he felt he couldn’t step off.

Sunk cost traps aren’t just financial. They can also be social, emotional, and deeply personal. Philip may have trapped himself with worries about what others will think about his walking away from what most regard as a dream job. I’d remind him of Samuel Johnson’s advice – that we’d worry less about what others think of us if we realised how seldom they do.

In the end, Philip’s self-respect is what counts. Walking away might feel as if he’s repudiating how he’s spent his recent years. But to me, belatedly changing an unhappy life sounds a lot better than doubling down.

This article was written by Professor Michael Wheeler and was orginally published on LinkedIn.

Professor Michael Wheeler’s Negotiation Mastery course on Harvard Business School’s HBX launched earlier this year. Applications for the next wave of students, starting in September, are now being accepted. Version 1.4 of his Negotiation 360 self-assessment/best practice app is available for both Apple and Android devices. It includes coaching videos and a tactics exercise.

Different Country, Same Procurement Culture?

Heading off to begin a new procurement chapter abroad? Make sure you’re prepared to accommodate, and adapt to, a new culture.

Have you ever wondered what courage it would  take to pack your bags and set off across the globe in order to start an entirely new chapter?

Juggling a new home, new job and a new life isn’t a challenge for the faint-hearted but it’s one you’re unlikely to regret and something that ISM board member, Kim Brown, knows all about!

Throughout her impressive procurement career, Kim has enjoyed roles at Reynolds and Reynolds Company, General Electric, Toys R Us and, most recently, at Dell, Inc as Vice President, Global Materials.

Kim’s lengthy career has taken her around the world so it’s unsurprising that she’s honed and developed her cultural intelligence (CQ) over the years. When we interviewed Kim, we were interested to hear about her global experiences, both what she’s learnt and how she’s adapted to different circumstances, and gain some advice on what it takes to hold a position on a board as noteworthy as ISM.

Procurement around the world

“I’ve lived in quite a few places, four or five US states and two countries,” explains Kim. ” I also did a stint as an ex-pat in Mexico city for a year and spent on year in Singapore.”

Was she able to observe distinct differences in working cultures  during her time abroad? “Very much so, particularly at the beginning of my time in Mexico, which has a very, verY different culture. I was working for General Electric at the time and accustomed to the direct and process-driven culture in the US. In Mexico, the conversations with suppliers, local people and colleagues were very family-based. They wanted to know about me, and understand what my family life was like before doing business with me.”

In Singapore, Kim faced the challenge of managing a widely dispersed and culturally diverse team. “I had team members in 26 or 27 different countries, all of which had cultural nuances.”

Pulling together a strategy for a large team is challenging at the best of times but it becomes even more so when you must be cognisant of how different cultures are motivated by different things. “Something that someone in the US would regard as a very small factor might mean a lot to someone in India, for example.

“Singapore itself was a very different culture.  It seemed at times cautious and a little shyer than in some other parts of the world. I’m the kind of person who says hello to a lot of people, and in Singapore they would look at the floor in response! However, once you get to know them and they get to know you I found the community to be friendly and outgoing.”

This, in a way, is the motto of Kim’s story. Working across cultures and borders requires patience, tolerance, compromise and understanding from both sides.

“As long as you go about making a change in the right way, it will work. When I first started in a global role I tried to supplement it with videoconferencing. I quickly found I was questioned “When are you coming, when will we see you?”  And there is no substitute for that. Employees are often very excited by and enthusiastic about a visit from the regional office – I’d arrive in Malaysia, for example, and find that the room was packed with people who wanted to see me, listen and ask lots of questions.”

What a board wants

If anyone knows the answer to the question “what does a board want?” it’s Kim Brown. As well as being treasurer for ISM, she’s held positions on two additional NFP boards, one of which had 70 board members. “When I went on [the board with 70 people], I wanted to be really involved, to be on the executive committee and be a decision maker, not just a voter. These roles are extracurricular but if you’re going to do it, do it!

“At ISM, we have very robust conversations, which is fun! I learn a lot and have the opportunity to interact with a whole bunch of new network contacts. I try to look positively upon any experience where I can learn something new.”

Kim’s top tips for procurement when presenting to the board:

  • Keep your strategy clear and concise and ensure you know how to sell it!
  • You need goals and objectives; lay out the salient points and present them in a way that makes sense
  • Get your act together! When you’re presenting, make sure it’s in an understandable manner.
  • Do your homework and always  look at alternatives and contingencies.
  • Use your  junior team members! I really like it when CEOs do this. It gives your team an opportunity to showcase the work they’re capable of doing, and allows us, as the board, to show your team that we’ve got confidence in them!

Don’t Be Afraid To Kick A Colleague When Negotiating

In a major negotiation, procurement needs to deal not only with the supplier representative on the other side of the table, but with the internal stakeholder sitting next to you. If that person deviates from the script – as they so often do – then don’t be afraid to kick them in the shins. It’s your job!  

Procurious was invited to attend a Negotiation Roundtable organised by CABL (Conti Advanced Business Learning) and facilitated by its Founder, Giuseppe Conti.

Conti introduced the subject by pointing out that in many negotiations, it isn’t enough to negotiate with the suppliers. Usually, there’s a minefield of internal negotiation to get through first.

Don’t enter the maze without a map

Håkan Rubin refers to his company (IKEA) as a “matrix organisation”, and therefore sees stakeholder mapping and management as crucial before any sourcing activity. In his role as Supply Chain Operations Leader (Group Sustainability Innovations), Rubin says that identifying who the key players are internally isn’t always that obvious. “We try to get everyone on board, to make sure that resources are available and that everyone feels they are involved.”

Paul André, Emerging Products & Commercial Supply Director at JTI, built upon Rubin’s point: “I find that even though you’ve carried out your stakeholder mapping and have a joint meeting with key people involved, a lot of discussion happens outside of that meeting. What happens between the meetings is often more important, where people agree on things in one-to-one discussions.”

Overcoming resistance

Kemira’s Senior VP of Global Sourcing, Thierry Blomet, examined some of the typical resistance that procurement faces from internal stakeholders. “They have restrictive time constraints, heavy specifications, and often want to select suppliers based on past history and how comfortable they are with using them. It’s often challenging for procurement to convince stakeholders that there’s a better option against so much resistance, especially in a conservative industry not willing to take on the adventure of new technology or new suppliers.”

Xinjian Carlier (Strategic Sourcing Commodity Manager -Honeywell) shared an example of how she overcame resistance to a request for extra resources to deal with a major issue with significant financial impacts. “The reaction was ‘we don’t have time – I can’t give you the resource.’ I explained that the reason I came to them was that the company including both procurement and engineering would suffer an impact of hundreds of million in sales. Basically, I converted the issue into facts and put both of us in the same boat. This helped the senior leader in engineering understand, and reprioritise his resources.”

Resolving conflicting objectives

Laurence Pérot, Head of Global Supply Chain & Procurement at Logitech, comments that particularly in larger organisations, it’s procurement’s responsibility (and challenge) to juggle differing objectives and agendas from varied teams. “When you’re dealing with different functions, it sometimes isn’t clear what the company actually wants out of the negotiation. It means we [procurement] are unsure what we’re going to ask for. I had an experience where we had to make the decision on our own about the objectives on behalf of the rest of the community, because we couldn’t get alignment between the functions.”

Procter and Gamble’s Global Capability Purchasing Leader, Tamara Taubert, adds that procurement owns the discipline to be able to turn around complex, multiparty negotiation effectively. “To do that, our stakeholders need to get educated on what a negotiation is, the do’s and don’ts, and their role in the negotiation itself. The procurement representative might be the only person sitting at the table across from the supplier, but there are others involved in the negotiation, whether they like it or not. Procurement can lead by connecting all parties together and help them come to a value agreement.”

Staying in control

Blomet has found that engineers are generally happy to be guided by procurement as they’re often less experienced in negotiations and sourcing events. But when senior business stakeholders step in, it’s often more challenging for procurement to keep control of the process. “Business stakeholders are more likely to say that they know how the negotiation should be handled. Procurement may be tempted to back off at this point, but my advice is don’t back off. It’s even more important to help set the scene, do the roleplay, and keep them under control both during the preparation phase and during the meeting itself. And yes, this means it might be necessary to kick someone under the table if they deviate from the script.”

Alessandra Silvano, Global Category Director Capex and MRO at Carlsberg Group, says this has happened to her. “I had to ask someone who was not keeping to the script to leave the room. This person was becoming emotional and I could see we would be left in a bad position. I called a time-out, we took a break, left the room, and the supplier stayed behind. Eventually, we went back into the meeting and said we’d like to continue in a smaller group – leaving out the person who was not playing according to the script.”

Francesco Lucchetta, Director of Strategic Supply at Pentair, noted that although emotion can cause people to leave the script, it’s part of the negotiator’s toolset. “There’s a difference between playing with emotions and keeping negotiations under control. In a supplier negotiation, you’re the customer, so you can be much more emotional than they are. In an internal negotiation, you’re more likely to change a stakeholder’s mind by pointing out the emotional/risk side of the issue, rather than presenting facts around savings.”

Interested in attending a CABL Negotiation workshop? Visit http://www.cabl.ch/ to find out more. The founder, Giuseppe Conti, has over 20 years of Procurement experience with leading multinationals and over 10 years of negotiation teaching experience at leading Business Schools (including Oxford, HEC Paris, IMD and ESADE).

Have A Nibble On These Bitesize Videos

Take a 2 minute  break from your hectic schedule to join Tania Seary. She’ll help you to dig a little deeper, inject some sparkle and rise to the top in your procurement career with these new videos.

 

 

Finding and keeping up with the most intriguing, and useful, procurement content online can put you ahead of your peers. But who has the time in their working day to go looking for it, or spend hours at a time absorbing it?

At Procurious, we know and understand your need to prioritise to ensure every minute you spend on social media is a minute well spent, which is why a lot of our online content is concise and gets straight to the point!

That’s certainly the case with our latest batch of eLearning videos, featuring Procurious’ founder, Tania Seary.
In this six-part series of two minute videos Tania offers some top procurement advice on networking, driving change within your team, hiring new talent  and making it to the top!
These videos are perfectly designed to be small enough for you to have a little nibble on at your leisure but guaranteed to fill you up with handy career tips.
Here’s a quick summary of what you can expect:

Network Your Face Off

Tania believes that networking is in procurement’s DNA and a key contributing factor to making it to the top! If you could benefit from a few handy networking tips, take Tania’s advice and get connected to get ahead!

The Disney Approach to Procurement

Is it possible that Disney has the magic formula for driving change management success in your procurement team? Adding a little Disney sparkle to your program might just be the solution to your problems. Here’s how to embrace the book, the film and the ride.

My 5 Killer Interview Questions

If you’re looking to hire new recruits any time soon, this is the video for you! Tania explains the importance of creating a good culture within your businesses. The best way to do that is to find people who are the perfect fit during the recruitment process by asking these five killer interview questions.

You Don’t Have To Be a Genius In Procurement

We all like to think that we’re some kind of procurement genius, that we can solve all of the world’s problems. But in truth, some of these problems are just too big for us to solve alone. Tania explains why collaboration is key.

Five Sure Fire Ways To Become A CPO

If you want to make sure you’re the procurement cream that rises to the top, you need to hear Tania’s five top tips for becoming a CPO. Start out by filling your trophy cabinet…

How To Strike Gold When Seeking A Mentor

This video is all about myth-busting. Tania explains why there’s absolutely no such thing as being too old for a procurement mentor. If you’re  yet to embrace reverse mentoring, now’s the time. Dig a little deeper and you’ll strike gold!

If you’d like Tania Seary to speak at your event, contact Olga Luscombe via olga.luscombe@procurious.com or visit TaniaSeary.com for more details. 

How To Hold On Tight To Prospective Procurement Talent

The recruitment process can be brutal. You’ve worked hard to identify and attract the best procurement talent. But,  at the last minute, the candidate pulls out leaving you back at square one.  

Everyone loves a good throwback article, which is why we’re hopping in our time machine to bring you back some of the biggest and best Procurious blogs. If you missed any of the golden oldies, look no further!

This week, we’re revisiting an article which featured some exclusive insights from Graham Lucas, Managing Director  Procurement & Supply Chain and Logistics at Michael Page. Graham suggests six ways procurement teams can hold on to new talent that they’ve worked so hard to attract. 

Procurement has come a long way and holds a position of positive influence within many organisations but there has never been a more urgent need for bigger change and greater evolution.

You need only to look at the progress over the past few years to recognise this; SRM, improved supply chains, driving both value and innovation from suppliers, and category leads shaping strategic agendas are some of the developments we have seen.

Whilst the progress is positive, the evolving shape of organisations and the disruptive nature of technology is only going to increase both the degrees, and speed of change required. I genuinely don’t believe that procurement as a function will continue to exist unless it drives a much greater breadth to its commercial influence over an organisation.

So what affect does this have on talent attraction, acquisition and retention in procurement teams?

The Procurement Talent Pool

It is clear that 80 per cent of the roles on which we are being briefed carry very similar requirements. Organisations are competing for the 20 per cent of  candidates in any potential pool that possess  the key skills needed to help procurement teams deliver that broader value. Influencing skills, communication, being able to connect with stakeholders and suppliers, and driving innovation etc. Most procurement teams will have advertised a role recently specifying many of these requirements.

Identifying the talent you want to hire is only one aspect of the challenge. You’ll also need to ensure that you are able to acquire them. Three in every  four of the offers that our clients are making are being met with counter offers, many of them substantial.  In half of these cases the counter offer is equal to or greater than the offer made by our client.

It’s important to prepare a candidate for what is to come when they resign. We would also consider what they need from the process and screen out those that are not serious. This is all part of what a good recruiter will do. And after that, it’s down to you….

What  can procurement teams  do to avoid losing talent they have worked so hard to identify and attract? It comes down to six key factors. 

Understand key motivators

Understanding candidates’ key motivators is crucial to ensuring that any chance of buy back is reduced, and to make the right hiring decisions for long-term performance and retention. If you have truly understood their motivators you are more likely to run a process that allows them to see how these can be met by you and your organisation. Where these don’t match you can save yourself critical time. This will allow you to focus on better prospects in terms of those that will actually join and, just as importantly, stay.

Get clarity on the full package

Package clarity: as with motivations, it is vital to get into the detail of a candidate’s current package at the beginning of the process so provide a full breakdown of the package and the value of it.

This will allow for an accurate comparison of a candidate’s current situation vs. the package on offer. Bonuses (likely earnings and also when they are paid), pensions, healthcare, car packages…. Not only do they mean different things in different businesses but many people don’t know the details until they are asked to look. Get in the detail early and manage expectations from day one. Otherwise you could be either under offering or underselling your own offer.

Offer a healthy balance

It’s easy to overlook the importance of a work life balance. There’s no point getting into the middle of a process only for a candidate to decide the commute is too tough or expensive. Likewise, what is the realistic work/life balance you can offer  in the new role? What are the candidate’s personal circumstances? Will this impact their final decision? It is crucial to be upfront about this from the start.

Ensure that people want to join your people!

This has a huge impact on candidates but is, strangely, sometimes underestimated. Candidates will form an attraction to a business and a team. This is separate from things like role specification, package, location etc. If you can get your prospective employee to meet people that they believe they can work with, and most importantly learn from, it makes the organisation much more desirable.

People join people more than they join companies.

A competent recruitment process

Candidates often judge businesses by their processes particularly at interview stage.  Make sure there are  clear timelines in place to manage expectations. Does the advised preparation match with the content of the interviews?

Whilst these may seem like small things, they can make a big difference. A company that is well organised, thorough and effective at recruitment, can either impress or put a candidate off. Asking someone to deliver change in an organisation that doesn’t appear able to do what it says it will do sends out the wrong signals.

Make your offer compelling

An offer should always be made based on what the hiring business thinks the candidate is worth, not just on the advertised package. For each role it is worth considering what a compelling offer would be. Both as a statement of intent to secure the candidate and also to ensure your remuneration is in line with the rest of the market. Importantly, this might not just be salary; it could be a bonus, private healthcare package or flexible working hours.

Best of the Blog: You Appointed WHO As The New CPO?!

Increasingly, companies are appointing CPOs from outside of the supply management profession. What does this tell us about C-level expectations of procurement, and why are supply management professionals missing out?

Everyone loves a good throwback article, which is why we’re hopping in our time machine to bring you back some of the biggest and best Procurious blogs. If you missed any of the golden oldies, look no further!

This week, we’re revisiting an article which featured some exclusive insights from Deb Stanton, Executive Director of Research and Benchmarking at CAPS Research and former Global CPO of MasterCard. Deb highlights how company expectations for CPO’s are evolving and what this means  for the security of your future jobs!

This is the moment you’ve been waiting for. Years of hard work and a brilliant career in supply management has brought you to within a hair’s breadth of fulfilling your dream – to become the Chief Procurement Officer of your company. Starting at the most junior level, you’ve worked your way up the ladder to your present position as second-in-charge of the procurement function. Your boss announced his retirement last week, and you’re quietly confident your turn has come – after all, there’s absolutely nothing about the organisation’s supply chain that you don’t know.

You step into the meeting room where the out-going CPO and two other executives are seated around a table. Disconcertingly, they stop talking when you walk in and look at you guiltily. Getting straight to the point, they tell you they’re excited to announce the new Chief Procurement Officer is … Jennifer from Marketing.

Is Procurement Being Usurped?

Has this happened in your organisation? There’s every chance that when it comes time to choose a new CPO, the C-Suite will appoint someone from a non-supply background. This means that a colleague of yours in a completely different department may one day swoop in to steal the job that you’ve been working towards for years.

While CEO-level expectations of the CPO continue to blur and broaden, the skill-set required to meet those expectations can now potentially be found in any department. The fact that supply managers are still reporting difficulty in educating their businesses on the value procurement can bring to an organisation doesn’t help the situation. If a CEO (wrongly) believes that a supply manager has spent his or her career focused solely on cost, then they are likely to look elsewhere for candidates for the top job.

Deb Stanton, Executive Director of Research and Benchmarking organisation CAPS Research and former Global CPO of MasterCard, has observed the trend of CPO appointments from outside of the profession. CEOs are no longer as interested in appointing CPOs who possess the traditional skill set that is earnt over years working in supply chain. A savvy marketing professional, or a cost-conscious operations manager who understands how supply management works, makes a very attractive candidate for CPO.

So, what does this mean?

1. CEOs are looking for a different set of skills for the next CPO

The CPO of the future may have little idea how a tender is run, but they must:

  • Be business-savvy and understand the organisation as a whole
  • Know how procurement works from a customer’s perspective
  • Be completely aligned to overall business strategy (not just the supply management strategy)
  • Have a strong knowledge of the business’ finance function
  • Be focused on the core customer and external audiences
  • Embrace changing technology and external disruptive forces
  • Be an influencer and relationship management expert.

Deb referred to CAPS Research’s “Futures Study 2020”, which projects the skills required to manage a procurement function into the future.

2. The CPO doesn’t necessarily need supply management expertise

The complex and varied skill-set picked up through a career in supply management may no longer be enough to satisfy the requirements for the job of CPO. CEOs may even regard procurement’s traditional audience of stakeholders, end-users and suppliers to be too focused.

That being said, technical procurement skills do matter, and are still vital for any procurement team’s success. In the example above, the disappointed candidate who missed out on the top job can still play a vital role in educating and supporting the outsider CPO with their supply management knowledge.

What’s the solution? If you believe the CPO role rightfully belongs to you, rather than someone from a completely different department, then make sure you broaden (rather than narrow) your focus as you move upwards in your organisation. This means familiarising yourself on a macro level with the whole business, bringing the core customer into every decision you make, and being known as an influencer who can clearly articulate the value you, and your function, brings to the business.

As Deb points out, procurement professionals are in a unique position to overlook an entire business. They’ve got every chance of seeing where the opportunities are so let’s use it and not lose it!

Infographic: Nailing Your Next Presentation

Want to grab your audience’s attention with the first sentence of your presentation and keep them intrigued throughout? These presentation do’s and don’ts will have you presenting like a pro in no time!

Some people jump at the chance to present, while the very thought of getting up in front of an audience can make many of us feel weak at the knees. One thing is certain – no matter how junior your role may be, you will have to deliver a presentation at some point in your career.

Here’s how you can nail it.

There are two crucial elements to making a great presentation. The first is what you say and the second is how you say it.

If you have great content, your presentation has an excellent basis for success.  As a presenter, it will give you confidence to ace the delivery, but there are still some important points to remember.

This infographic was originally published on Walkerstone.com. 

10 Ways Social Media Can Get You Hired

You never know who’s watching you on social media, there’s every chance it’s your dream employer. Here’s how to make sure you get noticed and get that job!

We live in an era when we have the ability to access information in a fraction of a second. Technology has allowed us to accomplish tasks and reach out to people in ways we never thought possible, even 20 years ago.

Social media is the beast that holds much power in our success or demise. It can crumble a person’s reputation with a tweet, or catapult it. The bottom line is that the user must navigate with extreme caution.

Searching for the job you want can be exhausting. The whole process is time-consuming and impersonal, and it can be difficult to demonstrate your full range of qualifications.

We’ve come up with ten ways to leverage social media in order to look more desirable to employers.

1. Get On Board!

If you don’t have social media accounts and you’re not close to retirement, get at least one now! LinkedIn is the most popular job search site, where an estimated 95 per cent of recruiters search for their candidates.

Employers also look to social media sites like Instagram, Facebook and Twitter to get a more personal take on a candidate and make sure that they fit in with the culture of their company.

2. Maintain Your Account

You should set up a strong profile and use keywords that highlight skills that potential employers may search for.  As you develop new skills or complete certifications, let them know!

Potential employers want to see that you keep active on your profiles, but you don’t need to get overwhelmed trying to show your activity every single day on every single site. Just a little something every few days goes a long way.

3. Become a Social Butterfly

Remember, you have a choice of what to entertain and engage in, so choose wisely. You don’t have to put your entire personal life out there just to make yourself seen. In fact, that disposition has the potential to deter prospective employers and only serves as a distraction. Instead, it’s best to like, share, comment, tweet and retweet relevant information in your field and follow sites that interest you professionally.

The more you get your name in front of businesses, the more it’ll stick and show them that you are relevant and up to speed in the industry.

4. Use Discretion

By all means, be authentic, but if you desire to use social media as an avenue for potential employment, you must remember that once it’s out there, it stays out there. Photos, comments and posts can come back to haunt you with a vengeance.

It’s important to be mindful of the persona you illustrate online. Companies want someone who can represent them professionally at all times and not compromise their reputation. If you do post highly personal photos, you should keep your account private.

5. Make an Impact

Use your social media platform to gain followers by posting information that your audience will appreciate. Gaining followers will not only show employers that you have something to say and can influence the community, it will also give you the confidence to continue to make an impact.

6. Keep It Positive in the Job Search Process

It’s not easy being unemployed (or underemployed). It can take a toll on your self-confidence and your ability to land a new position, so why remind yourself of that?

Avoid using the word “unemployed” and instead highlight what it is that you are looking for. Your profile will sound much more ambitious and will remind employers that they need you as much as you need them.

7. Read Between the Lines

Actually, employers are the ones that will read between the lines, so be sure to cross your T’s and dot your I’s. Using the correct punctuation and grammar on your page and in your comments will show your potential employer how well you actually communicate.

Everyone loves to highlight their “excellent written and verbal communication skills” on a resume, then fail to proofread a comment left on a company Facebook page or description paragraph on their profile. Make sure to stay consistent with whom you describe yourself to be.

8. Get Endorsed

Since LinkedIn is one of the top job search engines, it is important to get endorsements from other professionals within the network. Your connections are allowed to endorse you, or legitimise your skill set. You can ask former bosses or coworkers to write recommendations for you, and you can certainly return the favor.

Creating several symbiotic professional relationships online can only help you. The more high-quality references you can get, the better.

9. Keep It Simple

We know … you have so many awesome qualities it’s hard to narrow it down. But simplicity is key in a great professional social media page. Narrow down your descriptors to what you want employers to know.

You may think you are offering readers a way to get to know you better, but all the extra words serve as a distraction. Get down to the essentials and stick with it.

10. Dress for Success

This seems simple, but you’d be surprised at how many people fall short with this. Your attire should lean toward the conservative, business casual side.

Social media has become a place of validation in our society, and many users look for approval from others in the looks department. Professionally, it’s an entirely different ballgame. Again, be authentic and be yourself, but err on the side of caution.

The Social Media Payoff

If leveraged correctly, social media can distinguish you from your competition without having to even step foot outside of your home. You can make yourself the most sought after in your field, or you can get lost in the shuffle of mediocrity.

If social media overwhelms you, it’s OK. You don’t have to do it all. Simply pick whichever social site works for you and stick with it. Something is better than nothing, and as with almost anything else, you get out what you put in.

This article was written by Nicola Yap and originally published on Eminent SEO. Follow @EminentSEO for more top tips!