Tag Archives: procurement recruitment

Contingent Workforce: Why Procurement Still Hasn’t Found What It’s Looking For

In some ways the procurement profession is in a stronger position than ever before. But in others, in the words of great philosopher Bono, we “still haven’t found what we’re looking for” when it comes to the contingent workforce.  

Different Categories, Different Organisations, Different Value

Is our role really about cost reduction when it comes down to it? Or are we moving into a brave new world where the small, but perfectly formed, procurement function is focused on extracting innovation and competitive advantage from key supply markets?

Clearly, “value” is a word that has to feature, but saying procurement is about value is a bit of a truism;  of course it is! And so is everything else that an organisation does.

This in itself doesn’t help us to progress very far in the debate but one useful thought might be this: Every spend category within our organisation contributes value to the organisation in a different way; and for any given spend category, that value will differ from organisation to organisation too.

The Evolution of Procurement and What it Means for Managing Contingent Labour

In our new paper, The Evolution of Procurement and What it Means for Managing Contingent Labour, written in conjunction with Spend Matters, we look at this issue and also touch on other aspects around where procurement might be heading, including the fashionable idea of “procurement as a service”.

Using contingent labour as an example it is possible to illustrate how procurement has evolved and how a category can create value in various ways.

In some organisations, obtaining the right contingent labour, such as highly skilled technicians, creative folk or IT experts, might be a direct source of innovation and, as such, competitive advantage. In other cases, cost reduction and operational efficiency through a super-slick engagement processes for contingent workers might be the key factor.

The key point, however,  is that every procurement professional needs to understand the contribution for their categories in their organisation.

Procurement Must Take A Multi-Pronged Approach To Contingent Labour

(An Excerpt from The Evolution of Procurement and What it Means for Managing Contingent Labour

Any analysis will immediately confirm that procurement must follow different approaches depending on both the category of spend being addressed, and the nature of the business and the drivers of success.

Are the ingredients for a food product important to its success, or is it enough that they are safe to eat? If we spent more on a better quality purchase, would we sell more or be able to charge a higher price?

Considering services spend categories, how important, for instance, is marketing to the success of the firm? If innovation and new products are key drivers, then supporting that by identifying and working successfully with the very best external marketing services providers will be more important than haggling over their margins.

Contingent labour spend may simply be a case of minimising cost at an acceptable level of risk, or it may be much more strategic, with access to hard-to-find talent, and speed of engagement critical to the business.

That was reflected in our roundtable last year when we heard several excellent examples of how the use of contingent labour was truly linked to organisational strategies. “We are looking at scenario planning and resourcing models to help predict blue collar contingent labour requirements.” And the days of the contingent workforce being purely low-level blue-collar or administrative staff are long gone.

“Some of our contingent workforce are key to how we win business from our own customers; they are a strategically important and also scarce resource”.

You can download the full white paper for free here.

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Recruitment Insider: Demand For Temporary Workers Fast Outstripping Supply

Demand for workers is accelerating so fast that it’s outstripping supply. How can organisations find the employees they need without racking up a whole load of extra cost?  Jon Milton explains  the elephant in the recruitment room.

A cursory look at REC jobs market figures show that turnover in the recruitment industry for 2014/2015 was £31.5bn, the highest since records began in 2001/2002.

Permanent recruitment revenues have increased by 58.4 per cent from the recessionary lows of 2010/2011. Temporary or contract revenues are up by 60.1 per cent over the same period. Unemployment is exceptionally low.

What this means is;

  • Demand for workers is accelerating
  • Organisations are turning to recruitment agencies to help them meet it
  • The pool from which to draw workers from is receding

Any situation where demand outstrips supply should result in higher costs. These costs may be reflected in margin, pay rate, expenses or even resource commitment as your organisation searches to find the right worker fit. We have, however, gotten used to paying workers at a certain level and it’s possible to secure low margins from agencies.

How do you deal with this challenge without racking up a whole load of extra cost? Not as you perhaps think – and it’s probably worth addressing that particular elephant in the room first.

The Urban Myth: Exchanging volume with a single agency supplier will solve all my problems.

There are c24000 recruitment agencies operating in the UK, employing about 102,000 recruitment consultants. It’s a massively fragmented supply market that has never responded well when customers with diverse needs have attempted to exchange volume with a single supplier.

In the managed service world, some providers have responded to the challenge of keeping margins low with brute force, transferring workers supplied by incumbent agencies to their own books at implementation, and attempting to fill every requirement that comes along. In the long term this approach inevitably drives off contract buying and significantly reduces quality. This will obviously impact organisational output and competitiveness.

Keeping rates sustainable – making it worthwhile for the agency

The rate paid to an agency is sustainable if it covers their cost of sale and generates a reasonable profit. Cost of sale is important here; agencies typically pay their temporary workers at the end of the previous week worked and get paid by the customer in arrears. As such, prompt and efficient payment is crucial; agencies only get paid once they have filled a role successfully. Providing a decent level of opportunity on a level playing field is extremely important; and they are a vital component in delivering the temporary workforce so it is important to allow them to be heard (and not just through email) and responded to.

In terms of return, it’s important to pitch rates at the right level. Instinctively you may distrust agencies if you have stung by high spot fees in the past, but there are boundaries beyond which margins simply don’t work and render the fee payable non-profitable. Clearly it’s important to push these boundaries where the market dictates, but you will need to develop a strong understanding of the market to do so.

In our own managed service model suppler relationship management is a key component of our service and one that has helped us to address these issues. If you’re considering the managed service route, do talk to your agencies and ask them to give their views on different managed service providers – it will be an interesting conversation and one that should form part of your market approach.

Keeping rates sustainable – making it worthwhile for the worker

Whilst demand for skilled workers is currently outstripping supply it’s easy to think that the amount that you pay for those workers will have to go up, but this is not necessarily the case. Whilst pay rate is of course important, a workers decision on where to work is also led by a number of other factors. The includes the work itself, length of assignment, departmental profile and culture, amenities and work-life balance.

Keeping rates sustainable – managing expectations

Over the last 24 months we have been regularly canvassing the views of our agency suppliers to understand market dynamics, and one consistent theme has been of expectations. In an uncertain economic market where there is an abundant supply of skilled workers, the chances of recruiting someone who meets all your criteria are relatively high, so conversely with the market going full circle, expecting the same now can lead to disappointment.

The best way to address this is to allow agencies to manage the expectations of your line managers for you. This will help your managers to focus on their required outcomes rather than their perception of what they need. It will enable them to benefit from the recruiters’ knowledge of the market and what skills are available.

Whether you allow a managed service provider to manage this on your behalf or not, what is of paramount importance is that these relationships are strictly governed.

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Don’t Judge A Procurement Job By Its Cover

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.

Join the conversation and register as a digital delegate for Big Ideas 2017 

 

Big Ideas Summit 2016: Big Idea #26 – Changing Talent Management

Procurement needs to change its approach to talent management or risk losing out with the Millennial Generation.

At the Big Ideas Summit 2016, we challenged our thought leaders to share their Big Ideas for the future of procurement.

From ideas that have the potential to change the very nature of the procurement profession, to ones that got the assembled minds thinking about the profession’s impact outside of the organisation, the response we received was amazing.

Talent Management Approach

The growth of the Millennial Generation in the workforce shouldn’t be viewed by procurement as a threat, but an opportunity. That’s the view of Melani Flores, Practice Leader, Procurement Advisory EMEA at The Hackett Group.

However, Melani also believes that procurement doesn’t have the talent management processes in place to work with this generation. In order to train them, and enable them to work to the best of their ability, procurement needs to change its approach.

Catch up with all the delegates’ Big Ideas from the 2016 Summit at the Procurious Learning Hub.

Want to find out more about Big Ideas 2016? And maybe what we have planned for 2017? You can visit our dedicated website!

If you like this (and you haven’t done so already) join Procurious for free today. Get connected with over 18,500 like-minded procurement professionals from across the world.

My 5 Killer Job Interview Questions

How do you separate the diamonds from the rough in your next recruitment process? Do you have the killer questions to help?

killer questions

When I started all my businesses (The Faculty, The Source, and Procurious) I declared that I was building a culture, not a company.

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.

Ask Not What You Can Do for Your Organisation

But what your organisation can do for you. And these tips should point you in the direction of a great employer.

jfk organisation

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.

Getting the Smartest Guys in the Room

Is it just me, or does it feel like procurement is forever running in circles? We’re spending a lot of time worrying about whether we are ‘at the table’, when the real question might be, “Are we on the menu?”

albert-einstein smartest people in room

Last year I had a one of those rare “A-ha!” moments. I was chatting to a CFO of a global company, with 50,000 people working across more than 30 countries.

He was in the middle of a major cost transformation and I asked him whether procurement was playing a leading role. He said he didn’t know.

More than a little surprised, I asked him politely how was it that he didn’t know. He responded:

“Well, when we have our team updates it’s usually via Halo and all I see is a group of faces. I really don’t care whether they’re from HR, Operations, Finance or Procurement. All I care is that I’ve got the smartest guys in the room, solving our problems.”

And that was my A-ha! moment.

Quality Rises to the Top

Procurement shouldn’t fret about promoting its brand or carefully crafting a value proposition because ultimately, the quality of our people will speak for itself. What we need to ensure is that we get the smartest people onto “Team Procurement”.

Today at ProcureCon Europe I’m sharing three short, sharp “big ideas” for how procurement can get the smartest guys in the room.

1. Set Daring Talent KPIs

The power of KPIs has become a hot topic among the Procurious community with discussions about how metrics can be used to influence procurement’s perception within the business.

In my blog article ‘Measuring the Unmeasurable‘, I suggested we ought to measure how many members of the Procurement team are promoted to enterprise-wide leadership development programs. You know, those rising star or high potential programmes. (When I was working in corporate, we called it “charm school”).

If CPOs were brave enough to call out this KPI as your bold aspiration for their team, it would have a double-whammy effect. Firstly, it would promote procurement internally as a source of real leadership talent. Secondly, it would increase procurement’s level of attractive proposition for ambitious candidates looking to really ‘get somewhere’ in their career.

2. Find a Millennial Mentor

If you want to attract the brightest stars, you need to understand how the next generation of talent thinks. One of the best ways to doing this is to find yourself a millennial mentor.

I have had more than a few millennial mentors in recent years who have taught me two important lessons. One, there is enormous power in social media. And, two, why job selection is more about their boss and how likely they are to champion and influence on their behalf, rather than the company itself.

At Procurious, we believe there is a direct correlation between the strength of your online brand and the calibre of millennial talent you attract to your organisation.  Put simply, in the minds’ of millennials: “If you’re not online, you don’t exist”.

3. Incubate Intrapreneurs

Leading global CPOs are not paid to reduce costs – they are paid to drive change. But implementing ‘big ideas’ in big companies is not easy, as we were reminded last year at The Big Ideas Summit by Rio Tinto’s Finance Director, Chris Lynch.

If you want to get the smartest guys in the room, you need to find and develop people who think and act like entrepreneurs, but can still work and importantly, get things done in a corporate environment.

Some questions worth asking yourself:

  • What are you doing today to promote the image of your team as “entrepreneurial”?
  • Are you attracting candidates who can innovate?
  • Do you have a culture that will enable ‘intrapreneurs’ to thrive and gain momentum?
  • Are your stakeholders willing to embrace entrepreneurialism?

What’s your plan for getting the smartest guys in the room?

Big Ideas Summit 2016: Big Idea #19 – Challenging Traditional Recruitment

One procurement recruiter says the onus is on them to change traditional recruitment practice to uncover new talent.

At the Big Ideas Summit 2016, we challenged our thought leaders to share their Big Ideas for the future of procurement.

From ideas that have the potential to change the very nature of the procurement profession, to ones that got the assembled minds thinking about the profession’s impact outside of the organisation, the response we received was amazing.

Time to Change Traditional Recruitment

Lee Gudgeon, Client Engagement Director at REED Global, says that the increasing role of procurement has highlighted a shortage of candidates with the right skill sets available to come into the profession.

Lee argues that procurement recruiters also need to up-skill to drive new practices. This will allow them to recognise relevant skills and capabilities required in procurement, in other functions, and open up the market to people that might otherwise have been overlooked.

Catch up with all the delegates’ Big Ideas from the 2016 Summit at the Procurious Learning Hub.

Want to find out more about Big Ideas 2016? And maybe what we have planned for 2017? You can visit our dedicated website!

Change Your Career Thinking

Did you enjoy Lee’s Big Idea? Are you thinking about a change in career? Then take a look at the Procurious Career Boot Camp.

Our Career Coaches are challenging procurement professionals to make a positive change to their careers. You can hear all our podcasts, and read all our great content by enlisting here.

Catch up on topics from becoming a CPO, and taking your conscience to work, to increasing your cultural intelligence in procurement, and many more.

If you like this (and you haven’t done so already) join Procurious for free today. Get connected with over 17,500 like-minded procurement professionals from across the world.

Big Ideas Summit 2016: Big Idea #12 – Millennial Talent Response

The Millennial generation has greater expectations in relation to job roles. Only by changing the way they engage Millennials can organisations meet these expectations.

At the Big Ideas Summit 2016, we challenged our thought leaders to share their Big Ideas for the future of procurement.

From ideas that have the potential to change the very nature of the procurement profession, to ones that got the assembled minds thinking about the profession’s impact outside of the organisation, the response we received was amazing.

Meeting Millennial Expectations

Nic Walden, Director – Procurement P2P Advisor at The Hackett Group, talks about the greater expectations that Millennials have for job roles.

These include expectations from on working on CSR projects, and building sustainable relationships, to the technology that they will be working with.

Nic argues that procurement needs to change the way it engages with the Millennial generation in the workplace to meet these expectations.

Catch up with all the delegates’ Big Ideas from the 2016 Summit at the Procurious Learning Hub.

Want to find out more about Big Ideas 2016? And maybe what we have planned for 2017? You can visit our dedicated website!

If you like this (and you haven’t done so already) join Procurious for free today. Get connected with over 16,000 like-minded procurement professionals from across the world.

What Can Procurement Professionals Learn From Young Professionals?

Generational stereotypes are frequently unfair and unkind. From traditionalists to young professionals, there is much to learn from each other.

Young Professionals

This article was written by Dee Clarke, Davidson Projects & Operations.

With people living and working longer, the days of two to three generations making up a workforce will soon be a thing of the past. For the first time, we will start seeing workplaces with around five generations working side-by-side.

Loosely, Forbes Magazine defines the five generations that will soon be working together as:

  • The Traditionalists (born prior to 1946);
  • Baby Boomers (1946-1964);
  • Gen X (1965-1980);
  • Gen Y (now referred to as Millennials); and
  • The iGeneration (born after 1997).
Generation Stereotypes

Interestingly, Millennials, Gen. Y, Digital Natives (whatever you want to call the generation born between 1980 and 2004), represent almost a third of the global population today. They will comprise 75 per cent of the global workforce by 2025.

There are plenty of stereotypes about each group. The Baby Boomers who scorn social media, the Gen. X who don’t like authority, the Millennials who are impatient about promotions and getting ahead, and the iGeneration who are attached to their smartphones.

While there are some consistency in these traits, Jeanne Meister, co-author of ‘The 2020 workplace’ says that it is important as managers to move beyond the stereotypes, and get to know each person as an individual.

Mindful of Millennials

This could not be truer than within the procurement sector. As someone who specialises in sourcing talent in this sector, I have lost count of how many conversations I have had of late with clients and candidates regarding the hot topic of age.

And millennials are the hot topic of the moment.

There seems to be a general consensus in the media and public that Millennials are lazy, entitled, self-absorbed and will unlikely stay in any job for long. Personally, I believe there are many great exceptions to this mass generalisation, and hiring managers within procurement need to be mindful of this.

I recently had the pleasure of meeting two young professionals who were exceptions to the rule. I met Sandra Silva at a CIPS networking event. As I’m sure you would know, these events are normally attended by procurement professionals, currently working in the industry, to network and discuss market challenges, and perhaps learn something from a key presenter.

A young Sandra was studying her Masters in Supply Chain Management at Queensland’s Griffith University. She had relocated here from Colombia after completing her engineering degree.

What caught my attention was how committed Sandra was to start her career in procurement, and most importantly how determined she was to take the reins when it came to her career planning and progression. She was leaving nothing to chance.

Sandra attends regular industry networking events. She had sought out an industry mentor and was applying for internships, while continuing her studies. A few months later when I met her, she showed her determination and dedication to her career when she told me she had taken on an internship and a part-time entry level procurement position.

Diversifying Talent

The next example was when a colleague asked me to meet with a young man, James Young, who was seeking career advice in my area.

James simply defied every stereotype millennials face. James came to meet me on his lunch break. He presented well and, although he had already secured a contract position with another firm, he was looking at his long term career and direction.

Before finishing high school, James had completed a couple of short internships. While attending university, he attended networking events and connected with people within many different industries to identify the right one for him. On completion of his degree he applied for graduate programs with the big four consultancies.

Through our meeting he listed his plans, and how he was going to diversify himself so he was a valuable asset to any future employers. Most of all he talked about what he planned to do to consistently upskill and further develop his knowledge.

Learning from Young Professionals

Both Sandra and James showed determination, drive and willingness to go above and beyond the normal approach to secure the right career for them.

I believe this determination will not just stop there but will lead their careers to the top, these were not the actions of ‘lazy’ millennials, but two future CEOs.

So what can we all learn from these two young professionals?

Generally speaking, in the past most people ‘fell’ into procurement, starting with backgrounds in engineering, law or accounting to name a few. They then somehow became involved in projects, or saw the opportunity to add value with cost savings in better buying strategies.

While the industry has become more professional, and there are now specific qualifications and university courses, many have just moved from one role to another, letting opportunities dictate their next career move.

Bringing New Ideas

Just like these two young Millennials, we need, as an industry, to take charge of our career, and continue to develop our skills. We need to expand our networks, and not be afraid to take on an ‘internship’ or mentor, to ensure we not only survive, but thrive the future world of work.

Furthermore, we have to stop letting age stereotypes dictate how we approach work, or manage the growing number of generations we will work with.

FCIPS accredited Alan Robertson, who has more than 20 years procurement experience across private and public sectors, said Millennials will bring new ideas to organisations. And we need to listen.

“Otherwise we won’t take advantage of their skills such as online networking/blogging and asking plenty of questions,” Mr Robertson said.

He also added that “a ‘general’ trait of Millennials is that they like to try new ways of working and improvements, so don’t leave them to get bored. Companies will lose them if they don’t let them be free to use their adventurous spirit.”

Dee Clarke has more than 10 years’ experience in recruitment across the Australian and Irish markets. During this time, Dee has forged a strong expertise in Procurement and Contracts and is an Affiliate Member of CIPSA.

Dee is a Senior Consultant within the Projects & Operations team, which delivers the right technical and project expertise for any stage of a project or asset’s life cycle.