Tag Archives: women in procurement

How To Stop Writing ‘Like A Girl’ In The Workplace

Are women inclined to be more apologetic and less definitive in the workplace than men? Is a woman’s language and writing style more likely to be unassuming, uncertain – and possibly even self-deprecating?

As part of the Bravo campaign, Procurious will be hearing from a number of high profile procurement leaders on the topics of diversity, equality and women in procurement.

I’m a staunch feminist. Career driven, financially independent and proudly vocal about gender equality.

But I am also a copywriter and corporate trainer – a profession that forces me to scrutinise the way people write in the workplace every day. And although I routinely come across all types of business professionals who write poorly, I recently wondered: do women have specific bad writing habits of their very own?

So I did some quick research, and within a few minutes my hunch was confirmed.

According to Leadership Coach and Strategist Ellen Petry Leanse, women are three to four times more likely to use the word ‘just’ in their emails and conversations at work.

‘I am just wondering if you are available to discuss…’
‘Just following up on that report…’
‘I’m just writing to let you know that…’

So what’s wrong with ‘just’?

As Leanse explains, it’s a permission word. An apology for interrupting. Or a shy knock on a door before asking a question we have every right to ask.

Why do women feel the need to undermine the importance of their requests before even making them? I suspect we’re scared of being labelled overbearing, controlling – or god-forbid bossy. And so we overcompensate.

But here’s the more important question: What’s the consequence for women who use this weak, hesitant language at work? My hypothesis? Slower, fewer and less substantive responses to our requests… and ultimately, lower levels of respect from colleagues and clients.

(And trust me, women don’t need extra help when it comes to subtle sexism and gender inequality in the workplace.)

However, using the word ‘just’ is not the only writing crime females are more likely to commit than males. Here are some more email writing habits that could compromise your credibility at work.

  1. Overuse of qualifiers

Words such as ‘might’, ‘probably’, ‘maybe’, ‘somewhat’ and ‘possibly’ weaken your message and reveal a lack of confidence in what you’re saying.

If you don’t believe what you’re writing, why should your reader?

Before: You might want to reconsider our financial targets as I think they are probably a little too low.

After: I recommend we increase our financial targets.

  1. Unnecessary apologising and over-justification

Although apologies are appropriate on certain occasions, think twice next time you want to use the word ‘sorry’.

Do you really have something to be sorry for? Or are you simply asking a colleague to perform a task that falls comfortably within their job description?

Before: I am sorry for the inconvenience as I know you are very busy, but can you please pop by my workstation when you are next available as my computer seems to be quite slow today.

After: My computer is very slow today. Can you please come to my workstation today to have a look?

And be careful not to apologise for something that’s outside your control – or for not fulfilling an unrealistic request:

Before: I am so sorry but I wasn’t able to meet your deadline. I had too many other commitments and I need to get up really early in the morning. I tried my best but just couldn’t manage it. I hope you understand.

After: As suspected, I wasn’t able to meet your deadline. I will call you tomorrow morning to discuss next steps.

  1. Asking superfluous questions. Seeking permission.

Questions such as ‘is that okay with you?’ and ‘am I making sense?’ show a lack of confidence in your own opinions, suggestions and accomplishments.

If you need to ask whether or not you’re making sense, then you either already know your email is confusing – or you are revealing that you’re unsure of yourself and your ability to communicate effectively.

Before: ‘Would you like to see a summary of my research? You may find it quite surprising.’

After: ‘Here is a summary of my research. It contains many surprising findings, including…’

  1. Overly polite and waffly

What’s wrong with being polite?, I hear you say.

Nothing. But many of us take it too far, which can dilute the core message we’re trying to communicate.

Before: I hope you are well and that you had a really great weekend. I am just writing about our catch up next Friday and was wondering if we could possibly reschedule to the following week? Is that okay with you?

After: I have a conflict next Friday and need to reschedule our meeting. Does the following week suit you?

So, c’mon, ladies. Let’s stop undermining ourselves. It’s time to ditch these words and phrases from our emails and earn ourselves the respect in the workplace we know we deserve.

Vikki Maver is a specialist web content writer, marketing copywriter and writing skills trainer. This article first appeared on her website, refreshmarketing.com.au.

Join the women in procurement conversation in the Procurious Bravo group. 

 

Be Bold For Change On International Women’s Day 2017

Did you know that 80% of presenters at Procurement conferences are male? How can this possibly help promote female leadership in the profession? If you’re looking for a rallying place to #BeBoldForChange on International Women’s Day, Procurious has launched Bravo! to celebrate and motivate women working within procurement.

Join the Bravo! group and take part in the discussion today!

International Women’s Day (IWD) is celebrated on 8th March each year. The first ever Women’s Day event of this kind was observed in the US in 1909. Since then, people from around the world have united to celebrate, empower and motivate women with the ultimate aim of achieving gender equality and fair recognition for women’s achievements.

The day’s success is due, in part, to its lack of affiliation to any one particular group or authority. Rather, the day sees the bringing together of individuals, organisations, charities governments and corporations with a common cause.

 What can you expect from this year’s International Women’s Day? It all depends on where you are in the world and what takes your fancy. In some places, women are striking; in others they are holding conferences, festivals and exhibitions. You can guarantee they’ll be protests, concerts, special cinema screenings, comedy shows, online digital gatherings and award ceremonies aplenty. Certain countries, namely Armenia, China, Cuba, Russia, Ukraine and Zambia, even recognise International Women’s Day as an official holiday. Can’t wait for that to catch on elsewhere!

You can find out about everything that’s going on near you via the official IWD website.

Get involved with Bravo! on Procurious

 Procurious launched the Bravo! campaign last year in support of all women working within procurement. Our experiences with the global procurement community highlighted the gender disparity which still exists within the function. The talent pipeline might be full to bursting with superstar women at entry – mid level. But, at leadership level, that same pipeline is overwhelmingly stocked with men. In an article published on Procurious, recruitment expert Jennifer Swain commented:

“We need to get more women into procurement and logistics.  We need to raise awareness to young talent at college or university as to what an amazing career in procurement and supply chain can be.  If more females take entry level roles, it stands to reason that there will be more females climbing the career ladder.  Secondly, equalling out the gender ratios can only help eradicate any sexism still lingering in the industry.”

When we investigated the facts we discovered that in the majority of procurement associations, women account for 20-35 per cent of memberships. At procurement conferences, they represent 30 per cent of attendees and just 20 per cent of speakers.

Penny Rush, Program Manager for Diversity and Inclusion at PwC Australia, recommends that advocates for gender equality equip themselves with the facts. “It’s important to have the latest figures at hand to help us celebrate the gains we’ve made towards gender equality, but also to highlight the distance we still have to go”, she said. “For example, an Ipsos poll on attitudes to gender equality released yesterday revealed that one in five Australians believe men are ‘more capable’ than women, and eight in 10 women believe gender inequality still exists.”

Bravo! seeks to challenge and rectify this inequality by promoting strong and inspiring women in procurement and tackling issues such as diversity, inclusion and workplace sexism.

We’d love to hear your plans for IWD. How are you getting involved? What do you believe are the benefits of an event such as this? Have you, or your procurement team, been bold for change and, if so, what have you done? Let us know in the discussion board on Procurious or via the Bravo! group.

The origins of International Women’s Day

In 1909 the Socialist Party of America rallied to commemorate the 1908 New York garment workers strike, which saw 10,000 take to the streets to campaign. They protested for equal pay, shorter hours and better working conditions.

Throughout the years, the event has taken on many forms and been gradually adopted by different countries whether its to protest against war, set gender equality targets or fight for women’s education.

IWD has been celebrated on the 8th March since 1913 but was only officially recognised by the United Nations in 1975. Since then, each year has had a specific theme.

Of course, cultures and attitudes towards women have drastically changed, for the better, since the early 1900s. It wouldn’t be a women’s equality event without the usual cries of “But do we really need a women’s day? Aren’t things pretty much equal now anyway and, besides, there’s no international men’s day?”

Firstly, there actually is an international men’s day.

And secondly, things aren’t pretty much equal just yet. The original aims of IOW are yet to be achieved. Statistics show that:

Be Bold For Change

The theme, and official hashtag, for this year’s event is #BeBoldForChange :

“Whether it’s organising your own event or making a pledge to speak out about equality, we can each play our part in creating a fairer world. If you joined the Women’s Marches on 21 January, the day after Donald Trump’s inauguration, to protest prejudice, misogyny and racism, you’ll know that powerful feeling of taking action. Being bold for change means continuing that work and not staying silent.”

 In short, being bold for change means standing up for women, standing up for inequality and challenging sexism whenever, and wherever, you can. Every single person can make a world of difference by calling out discriminatory behaviour when they see it happen, in their personal or professional lives.

If you haven’t quite managed to keep up with all of Procurious’ Bravo! content, you’ll find some of the highlights below:

Join the women in procurement conversation via our Bravo group. 

Why Fit In When You Were Born To Stand Out? : The Case for Workplace Diversity and Inclusion

There’s no question that diversity and inclusion is good for business. But, Tom Verghese explains why a new approach is needed. 

As part of the Bravo campaign, Procurious will be hearing from a number of high profile procurement leaders on the topics of diversity, equality and women in procurement.

Diversity in our workplaces is important. It’s widely acknowledged that diversity in our leadership teams matters. It’s imperative for any organisation that wants to achieve and remain competitive. Diversity helps to generate new ideas, drive creativity, and meet market needs; it also reflects our own communities. While the benefits are many and varied I want to draw your attention to a recent body of research ‘Diversity Matters’ conducted by McKinsey & Company.

Diversity Matters Study

One of the key findings from this study is that companies in the top quartile of gender diversity were 15 per cent more likely to have financial returns above their national industry median.

The authors contend, based on other studies and the correlation in this study between diversity and performance, that the more diverse an organisation is the more successful they are at winning top talent, customer orientation, employee satisfaction and effective decision-making.

While this research paper found that no organisation performed well in all areas of diversity (it is a very select few who do) it highlights the ongoing demand for diversity training programs.

Diversity policies and approaches tend to be country specific. However, traditionally the common approach in countries such as the UK, U.S and Australia has been to adopt a single diversity program that covers all areas from gender and age, to race, ethnicity, sex, religion and disability.

I contend that one of the problems with this approach is that some more visible areas of diversity such as gender, have received more focus than others, namely race and ethnicity.

A new approach to diversity is needed

A new mindset and approach to diversity needs to occur. The overall current characterisation and management of diversity is too broad, it commands greater depth.  In other words, a more individualised, tailored approach is required, it needs to be ‘unbundled’.

At the same time, I would go one step further and posit that diversity in any organisation or workplace cannot be fully realised without an equal and complementary focus on inclusion.

The challenge of inclusion is not in producing a diverse workplace; diversity is rather the natural outcome of inclusion. If we define diversity as all the ways we are different – that which is the human condition, then inclusion is our ability to value, recognise and appreciate these differences.

It is possible for organisations to hire a diverse workforce, however, without the necessary corresponding inclusion policies.

We see ‘in’ and ‘out’ groups start to form and those in the ‘out’ groups (typically those people who find themselves in a demographic minority) less likely to stay in their roles.

Attraction and retention are equally important partners in any organisation’s D&I journey; they must therefore be given equal effort and intent. If we focus back on our gender example, inclusion on a basic level means making women feel welcome and valued in the workplace. This can be reflected in policies such as: flexible work arrangements for men and women, allowance for career breaks, available role models, mentoring opportunities, and affinity groups.

It is worth noting that these types of policies will differ across different societies or cultures. Organisations that work across borders must consequently be aware and knowledgeable of these implications.

Managing a diverse organisation

Diversity and Inclusion is not an easy undertaking. Managing a diverse organisation is far more difficult than managing a homogenous one, and it requires a completely different skillset.

Leaders must step up to the challenge and in many cases push past the latent philosophy of maintaining status quo – the ‘why change something if it is not broken’ attitude we all too often still see represented in the homogenous recruitment policies of organisations.

Specific programmes that develop, monitor and promote ongoing continuous improvement need to be implemented.

Some examples are unconscious bias training, cultural intelligence training, mentoring, or executive coaching. These programs provide greater rigour, understanding and appreciation that make real headway into changing attitudes, behaviours and outcomes.

Why, What and How?

In conclusion, I would like to put forward three questions organisations can ask in order to pursue an integrated approach to Diversity and Inclusion (D&I):

  • WHY – Organisations must establish the reasons why D&I is important for them
  • WHAT – Organisations must educate their leaders on D&I, bias and its impact on decision-making
  • HOW – Organisations must examine the policies, procedures and processes that systematically re-enforce the current state

Further to improving diversity and inclusion, organisations and their leaders must visibly demonstrate that they believe in the value of D&I and assert why it is a priority in a manner that influences, promotes and inspires others to also commit.

As the authors of ‘Diversity Matters’ point out we “must do more to take full advantage of the opportunity that diverse leadership teams represent… we live in a global world that has become deeply interconnected.” This research serves as an ongoing reminder of the headway that we have made to date in countries such as the U.S and U.K in diversity. But it also highlights the benefits to be gained and that there is still much work to be done.

Join the women in procurement conversation in the Procurious Bravo group. 

If I Could Turn Back Time: Advice To My Younger Procurement Self

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? 

ashatan-f/Shutterstock.com

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?

  1. Putting gender disparity on the leadership agenda of issues to address.
  2. Balanced slates in recruitment.
  3. 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. 

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

The Glass Ceiling For Women In Procurement and Supply Chain – Myth or reality?

If the glass ceiling is a figment of our imaginations, why do so few women make it to the top? 

Hyejin Kang/Shutterstock.com

Procurious’ new group, Bravo, celebrates women in procurement- Join the conversation here.  

This article was originally published on Jennifer Swain’s LinkedIn profile

There’s a lot of talk about the glass ceiling for women. Do they really exist and what can be done about it? I decided to really give this situation some thought to try to understand WHY there are so few females in Head Of or Director level roles within supply chain, procurement and logistics.

Traditional Logistics

Up until fairly recently there were certain industries / vocations that were considered either man’s work or women’s work. The stereotype twenty years ago that girls want to grow up to be Nurses and boys to work as Engineers is now very outdated to most.  But it’s legacy does still live on in some businesses.

Logistics definitely comes under the former stereotype of being a “man’s job” and still to this day this view point can be found in the culture of some warehouse operations.  Granted, the page 3 girls plastered on the walls may have disappeared for the main.

But, I have witnessed on occasion women with more talent being overlooked for opportunities, with an extreme case where I was asked by one company owner how old the woman was as he was concerned she was going to go and have children in the next 12 months and he would have to pay maternity!

Numbers game

Possible due to the lingering perception of point one, it is a fact that far fewer women than men enter into a profession in Logistics and Supply Chain in the first place. Obviously then, it stands to reason that if the ratio of men to women in entry level positions is heavily-weighted to the male of the species, that as you move up the career ladder this ratio will still apply.

Biology

 I preface this by saying that I am possibly the biggest feminist I know (to the chagrin of my other half sometimes) but I am also pragmatic and, having had 2 kids myself, do believe that, for most women, having kids brings with it a reassessment of what is important and the need to have a work / life balance.

I have a number of male counterparts who I worked with earlier in my career who reached Director level before me – not because they were better than me, but because they hadn’t taken 2 years out to have a family. Of course, there are  stay at home dads too but it is less common. Crucially, it should be a woman’s choice how they manage family and working life and society needs to make this easier.

Lack of Applications

When I advertise on ANY platform, the ratio of male to female applicants can be as much as 40:1.  Now I appreciate that part of this is down to point 2 above, however I also feel there is much more inertia on the part of women to push their careers forward.

I feel that some women believe it is not worth applying for certain roles as they think it would be a pointless exercise and their application would be overlooked if there is someone with very similar experience and skills also applying and who also happens to be male.

It has also become apparent to me that men and women view a job description in very different ways.  A man will look at a job specification and highlight all the things he CAN do, and apply for the role on the basis that he may tick 70 per cent of the boxes.  A woman will look at the same job description and look at all the things they CANNOT do and NOT apply because they don’t tick 30 per cent of the boxes.

Now this I know comes across as a sweeping generalisation – something I am always very wary of, but I personally cannot come up with any other explanation as to the lack of applications I get from women and I know you are out there as we are connected on LinkedIn!

So, these are the main reasons why I feel there may be restrictions in place to women achieving the upper echelons in business.  More importantly, what can we do about it?

Improve the Talent Pipeline

We need to get more women into procurement and logistics.  We need to raise awareness to young talent at college or university as to what an amazing career in procurement and supply chain can be.  If more females take entry level roles, it stands to reason that there will be more females climbing the career ladder.  Secondly, equalling out the gender ratios can only help eradicate any sexism still lingering in the industry, which again will assist in creating equality in promotion.

Help to Stamp Out Sexism and the Glass Ceiling

I do appreciate that sexism in the workplace is a rare occurrence these days. Most professionals of both sexes are accepting, progressive individuals who judge people on their skills and experience, not their gender. However sexism DOES still exist.  I have experienced first-hand and I know my experiences are not unique.

It can feel like a scary thing to do to stand up to those who display sexist behaviour but there are procedures in place and help available to assist anyone experiencing this type of discrimination.  At the risk of sounding like a self-help guru, if you don’t bring it to the attention of those who can do something about it, the glass ceiling situation will never get better, not just for you but for your successors.

Positive Mental Attitude

Cheesy maybe, but true!  This probably applies more to us ladies who are in male-dominant environment because we have to feel confident in our ability to push ourselves to move forward in what can sometimes feel like a hostile environment because of our minority status.

I welcome any application from people of any colour, race, religion or gender and if there are question marks around your suitability for an opportunity, this is something I will be happy to discuss with you and either put to bed any fears.

Procurious would love to hear your thoughts and comments on Jennifer’s article.  Is your procurement career being haltered by a glass ceiling?  Join the Bravo group  here to take part in the discussion. 

Fortune Favours the Bravest Procurement Professionals

Don’t let a lack of confidence hold your career back- Sometimes it pays to throw yourself into the riskiest of situations.

Sunny studio/Shutterstock.com

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 leaders and seeking their advice on how we can help other women to get ahead in their procurement careers.

Deanna Lomas is the Chief Supply Chain Officer at Super Retail Group, one of Australasia’s largest retailers. Headquartered in Brisbane, Super Retail Group has over 630 retail stores and almost 12,000 team members across Australia, New Zealand and China. SRG provide solutions and engaging experiences that inspire their customers to live their leisure passions. SRG is the owner of iconic Australian brands including Amart Sports, BCF Boating Camping Fishing, Supercheap Auto, Rays and Rebel.

In this interview Deanna discusses her greatest achievements, gives her tips for reducing gender disparity in organisations and explains why confidence is so crucial.

How can procurement motivate more women to join the profession (and stay with it!) ? 

As procurement leaders, we have a role in advocating for the profession and showcasing possible career paths. Procurement and supply chain professionals do not always get a strong voice in the external environment so it’s important we proactively engage and participate in the conversation. Procurious is a great example of this!

We also have an obligation as leaders to support women entering into procurement, specifically to coach and encourage them. This takes a personal commitment of time and effort but we just simply need to do it.

What have been the most successful approaches organisations you know have taken to decrease gender disparity?

Organisations have to be brave and articulate some target aspirations. This focuses leaders on a goal that, with reporting and measurement of progress, has the best chance of success.

The biggest challenge is to ensure that, once you get momentum on increasing the representation of women, you also work to create a culture that welcomes them. This might mean improving and developing the inclusion behaviours in your team members.

Pay equity checks by organisations are a powerful way of reducing gender disparity.  I have worked for organisations that have made commitments to pay equity across the board and this reassures me that I am an equitable and valued team member.

What has been your most rewarding experience and greatest accomplishment to date? 

My greatest accomplishment was paying my own way through University to complete three Bachelor degrees and a Masters qualification. However, my most rewarding career experience was a being a leader of a large team that I had the opportunity to reshape and create, the best team I have led so far!  A big part of my approach was focusing on a ‘service of others’ model in the leadership brand for the team. This enabled us to attract and retain fabulous people that gave their best to the business.

What do you see as being the emerging trends for procurement?

Technology enablement continues to be both a challenge and an emerging opportunity.  Too few organisations have been able to create processes and systems that make procurement efficient, collaborative and real-time.  It’s easy to default to complex process, controls and governance that can restrict the ability of the business to be agile.

The other emerging trend I see is the move towards the creation of genuine collaborative eco-systems between multiple external partners and the organisation. The greatest opportunities will come from cross industry collaboration with the beneficiary – the organisation – who is at the heart of the value realisation. I see this as a reduction in traditional “two-party” partnerships and an increase in “multi-party” commercial partnerships.  This might be seen as an increased complexity level for the profession to manage, but I think it would, in fact, drive simplicity and a true focus on relationship management.

If you could offer your younger self two pieces of advice, what would they be?

Have the confidence to give things a go and find ways to help reduce the fear of failure. My confidence has grown as I have gained experience. However, early ison in my career I know this was something I struggled with which can hold you back at times. Be courageous and step into “risky” situations or opportunities as it can be highly valuable.

At Procurious, we want to make it easier for women to get into, stay in, and thrive in the procurement profession. This is why we are launching Bravo – a Procurious Group celebrating and promoting women in Procurement. Join the conversation here.

Nobody Said Procurement Was Easy

Are you ever tempted to give up on your career aspirations at the first hurdle? Tania Seary explains why you’ll thank yourself in the long run for sticking it out!

What is the hardest job in the world? This newspaper job advert has, in fact, awarded the title to motherhood! 

We recently launched Bravo – a Procurious Group addressing gender disparity in the workplace through the celebration of women.

As part of Bravo, Procurious will be asking a number of high profile procurement leaders their advice to other women in Procurement, and how we can help them to get ahead in their careers.

We’re kicking things off with our founder Tania Seary. Tania is the Founding Chairman of three companies specialising in the development of the procurement profession – Procurious, The Faculty and The Source. In this interview, Tania shares her thoughts on what makes a great leader, how we can motivate more people to join the procurement profession and her advice to the next generation of rising stars.

How can procurement motivate more women to join the profession (and stay with it!)?

A career in Procurement offers fantastic and diverse opportunities, which are not always readily, or well, conveyed to budding young professionals.

In my opinion, the function could be doing a lot more to engage with universities, both to encourage the development of the curriculum and to educate undergrads about what constitutes a career in procurement. Several global companies have integrated procurement rotations into their graduate schemes and I would love to see more organisations following suit. Not only has this proven successful in terms of recruiting the hottest new talent but it also gives the business as a whole the chance to see what valuable and interesting work procurement is doing.

Finally, as always, I would encourage and urge procurement professionals to share, share, share! Become an advocate for procurement by sharing your stories, experiences and insights to encourage the best talent, both male and female, to join our profession.

What tips/advice would you give to Procurement rising stars?

Stick it out!

One of life’s greatest achievements is making it across the finish line to collect the medal, or at least the participation award!  In today’s fast-paced world, it’s easy to give up at the first hurdle and pull out of the race. By abandoning your plans you’re doing yourself a huge disservice. Those who are ambitious, push through in tougher times, keep working hard and are able to bounce back onto the career track after a knock back are the ones who go on to the greatest successes.

Of course, this can be easier said than done, especially when it comes to juggling family and working life. Women are under so much more pressure to balance the two and it’s this that I believe explains the gender disparity at the top of organisations.

What has been your most rewarding experience and greatest accomplishment to date?

Being a full time working woman and a mother presents a whole host of logistical and emotional challenges. It’s even harder without a strong support network. I’ve been so fortunate to have had some inspiring female mentors and colleagues who supported me through the early stages of my career and when I was setting up my own businesses

It’s extremely rewarding to now be in the position to pass on some of the things I’ve learnt. I’m always keen to mentor, inspire and, of course, employ fantastic women in procurement!

My three companies (The Source, The Faculty and Procurious) have helped to connect thousands of procurement pros. It’s exciting to see how Procurious has helped to shape the careers of procurement professionals globally and in so many different ways.

What 3 attributes make a great leader?

1) Accountability – The best leaders will take full responsibility for their mistakes as well as their successes. They can look in the mirror, own their decisions, embrace the outcomes and be proud of what they see.

2) Vision – This is what separates leaders from managers. A manager simply does the job they are tasked with. A true leader has vision and, as such, a passion (that they can hopefully make contagious) for what they are trying to achieve.

3) Empathy – Understanding the motivators, drivers and feelings of those around you is so important when it comes to unlocking the power of the people in your organisation. Solid, working relationships make the world, and business go around.

Why is procurement the perfect career for you?

As someone who get bored easily, the variety of possibilities within procurement was initially a big drawcard. I love to continuously learn, problem solve and bring people together.  Procurement has allowed me to do all three of these things on a global scale.  

What are three pivotal things that have brought you to where you are today?

Working hard, never giving up and continually learning.  There’s always a lot of discussion surrounding the first two points but I’d really like to stress just how important it is to keep learning, no matter what stage you have reached in your career.  We’ve made eLearning a huge part of Procurious and in the work we do in my other companies so it is easy for procurement pros to learn quickly, any time and on the go!

Take every opportunity you can to learn from your colleagues, managers and even your employees. Make sure you work for “learning” organisations that are likely to support your ongoing career development.

At Procurious, we want to make it easier for women to get into, stay in, and thrive in the procurement profession. This is why we are launching Bravo – a Procurious Group celebrating and promoting women in Procurement. Join the conversation here.

Women in Procurement – An International Survey

Gender imbalance in business is clear to see. But, in procurement, how do professional associations stack up in terms of percentage of women members? 

Women in Procurement Study

Procurious recently launched Bravo: Celebrating Women in Procurement. Join the discussion here.

It’s well documented that females represent less than 5 per cent of CEO positions in S&P-500 companies, but organisation with greater diversity have enhanced business results.

Less described is the status of female participation across the procurement profession. So I decided to explore this using data from international Purchasing Associations (PAs).

Feedback from 22 PAs having a subscription base of around 230,000 members was received. I found that, on average, women accounted for 41 per cent of the membership base. However, the figure is skewed because the largest association is close to 50 per cent.

In reality, the majority of the other associations are in the 20-35 per cent female membership range. This also makes them a long way from gender parity.

PAs also reported that typically only 30 per cent of females attend their conferences and events, and that, correspondingly, a little under 20 per cent of women present at them.

There are also considerable differences between the national PA’s on how they are currently addressing the topic. Barring a few exceptions, most of them having no active forums.

Recent Procurement Studies

Various aspects of this topic have been outlined via a variety of different media. The most notable ones include:

Nonetheless, so far gender participation from a PA perspective has not been explored.

Methodology

Over 30 national PA’s were approached for their participation in a “Women in Procurement” survey. The following 22 replied: Australia, Austria, Argentina, Belgium, Canada, Denmark, France, Germany, Greece, Hong Kong, Indonesia, Italy, Japan, Netherlands, Poland, Portugal, Russia, Thailand, Turkey, UK, USA and Vietnam.

The PA’s were sent a survey that had a combination of quantitative and qualitative questions.

Women in Procurement – The Findings

The percentage of female members from the individual PA’s has been clustered and summarised into four groups. Of the 22 respondents 21 of them provided relevant data.

This identifies that the majority of the PA’s have considerable opportunity to approach membership gender parity:

The consultancy named “Catalyst” reports gender participation at different organisational levels in a pyramidal format. Unfortunately, despite trying to explore role level with the PA’s, they did not have enough data to be able to compose any related trends.

One exception, CIPS, the UK purchasing association, has a variety of member levels, differentiated by certification. The highest, most senior level (called Fellows) had 17 per cent women (despite being a cluster 4 PA).

Nonetheless, an interesting trend was noted in the decreasing differences between percentage membership, percentage event attendance, and percentage speaker/presenters.

For the PA’s as a composite group the trend was 40 per cent, 30 per cent and 19 per cent respectively. Not quite the pyramid, but certainly a trend with procurement women having decreasing visibility.

Furthermore, it does beg the question why is there a decreasing participation, and, what can PA’s do to achieve enhanced parity?

Maintaining Highest Level of Inclusion

Despite being informed by the MD of one PA that they “simply weren’t interested in this topic”, the survey research has been able to collate snapshots from different global PA’s and related associations addressing the Women in Procurement opportunity.

This includes:

  • CIPS-MENA (Middle East and North Africa) branch hosted a “Women in Procurement in Saudi” in May 2016. It is the first of its sort in the Middle East.
  • Procurement Leaders have launched in September 2016 an interesting microsite.

When talent compares a prospective career in Procurement with Finance, Marketing, Sales, IT, etc., our track record as a profession might be a problem. And it is hardly enough just to be aware of the issue.

Procurement Associations have an obligation, not only to their members, but to the organisations and communities that engage them, to maintain the highest possible standards and society inclusion.

Enhancing the Profession

What should Procurement Associations do to enhance the attractiveness of the profession…?

On 5th October 2016, CIPS-Switzerland held a “Women in Procurement” evening event. Over 80 participants enjoyed presentations from three great speakers. We now have plans to start a CIPS-Switzerland WiP forum.

The first letter of the word inclusion is “I” – what can “I” be doing about a topic of interest or an arena that needs addressing? It’s your turn now…!

John Everett is the CIPS-Switzerland branch chairperson as well as the EMEAI regional purchasing director for The Dow Chemical Company. His 30-year career spans product innovation, business development, procurement and business services leadership.

Women and Indirect Procurement – A Perfect Fit!

Indirect procurement is a perfect fit for women. And women in indirect procurement are a perfect fit for a company.

women indirect procurement

At a recent fantastic CIPS CH event on ‘Women in Procurement’, it got me thinking about why indirect procurement is a great function for women.

My path to leadership in procurement happened by accident. In the late 90s, when indirect procurement was emerging as a strategic sourcing function, I joined the corporate sourcing team at a large Swiss bank.

The team had been formed specifically to implement ‘strategic sourcing’. I got my first taste of the three things that make women in indirect procurement such a great combination.

  1. Indirect procurement is results oriented

One of the realities of being a businesswoman is that the range of acceptable behaviour can be pretty narrow. Being clear about your opinion in a meeting easily becomes being ‘too direct’.

But the great equaliser is delivering financial results. Everyone wants to hear more, especially senior executives.

But not just any numbers will do…

  • Clear financials – Focus on savings that bring the cost base down and have P&L impact via a tight link to the budget process (see my previous article on this topic).
  • Long-term savings commitment – The first time we committed as a team, I was nervous presenting it to the executive committee. But after we delivered the first year, my nervousness was gone.

Women who advance into leadership roles in corporations are all results oriented and tend to be super exact because the winnowing out process is earlier and harsher.

Mary, the leader of the US professional services category was exactly this kind of woman, delivering business innovation and significant numbers every year.

As part of our strategy for breaking through on more difficult categories, she led a new approach by working across regions. I also gave her a leadership challenge to think bigger on the numbers. She did. And the team delivered some great innovation to the business and tripled the savings delivery.

  1. Indirect procurement is flexible

One of the greatest aspects of being measured on results is that it makes space for flexibility between work and home time.

After some years in consulting, I was back in industry with a full-time role, and two small children, leading a big team for the first time. There were several other women with children in the team trying to manage work and home time. We needed to do something.

There were two things going for us.

  • A results oriented CPO even though he was an old style German man!
  • Procurement is in the ‘client’ role so sales people try to match your schedule.

This combination equals control of your agenda and gave us a chance to organise time differently.

  • No meetings after 5pm, but with the expectation of being online post bedtime.
  • Working fewer hours than the men just by being more focused. There’s nothing like needing to be home to get focus.

There’s no pretending that this was easy to do. But in addition to being able to balance work and home time, there were two side affects of this way of organising things.

  • The leadership team was young. And the men also started to organise themselves this way after they had children.
  • Talent retention and growth of women rising on the organisation.

Isabelle, a young woman in my former team recently had her second child and had the chance to take over a regional head role. We met for coffee and discussed her fear of taking the role with young children.

She made a clear plan on how she would manage her work and home time, including how many late evening conference calls she was willing to make, and went for it.

Great for her and great for keeping and developing talent in the company.

  1. Indirect procurement has P&L impact

Women continue to be underrepresented in senior management, and the ones there, are often in non-powerful functions like HR.

One of the key ticks in the box for advancing is P&L responsibility. Indirect procurement can have high impact on the P&L and therefore crucial ‘visibility’ to senior management. Keep in mind:

  • Senior management cares about the P&L. You need to not only deliver the numbers, but make sure you are up there presenting to them. And it’s a chance to show you can handle the pressure of executive level presentations and questions sessions.
  • Know your numbers inside and out. This means being aware of the status of all material projects driving delivery on a monthly basis.
  • Can you measure and track it – proof! Have a clear report that is linked to the budget cycle

The more visibility women have, the better their chances to advance. This naturally adds to the pipeline of women for a company – the lack of which is the eternal topic in every article about why there aren’t more women in senior positions.

The bottom line is empowered women deliver.

Pauline King is the CEO of Heykins GmbH, Rapid Results Procurement, focused on working with clients’ existing teams to deliver tangible financial results.

She is a recognised expert in indirect procurement with deep operational experience in procurement transformation. Pauline also works closely with The Beyond Group AG where she heads up the Indirect Procurement Practice.

Inspirational Words from Women in Procurement 2016

The Faculty’s Hugo Britt shares some inspirational words and thought-provoking ideas from the 2nd Annual Women in Procurement conference. 

Women in Procurement 2016 Inspirational Words

Back in March, I attended Quest Event’s 2nd Annual Women in Procurement conference in Melbourne, representing Procurious as the event’s media partner.

Literally within minutes of the conference being opened by NBN Co’s Chief Procurement Officer Coretta Bessi, I was scrambling to keep up my note taking as a flood of ideas, inspirational words and thought leadership came from the podium. And this pace didn’t let up over the two days of the conference.

Why run a conference exclusively for women in Procurement in Australia? Because the numbers are dire.

According to Jigsaw Talent Management’s Trends in Gender Diversity, the average split in the Australian national workforce is 54 per cent to 46 per cent in favour of men. But in the Procurement profession specifically the numbers are much worse – 63 per cent to 36 per cent in favour of men. Let’s not also forget the widening gender pay gap – currently averaging 17.1 per cent.

All of these figures point to an urgent need to drive change through a gathering of minds such as that seen at Women in Procurement.

Rather than try to summarise the content of the key speakers’ presentations, I’d like to share what I took as the most inspirational words and thought-provoking quotes from the conference.

Coretta Bessi, CPO, NBN Co.

“Ask yourself every day: ‘What am I doing today that will make me better tomorrow than I was yesterday?’”

Kelly Irwin, Head of Procurement Australia and NZ, Holcim

“Have the courage to leap out of your comfort zone.”

“A boss depends on authority, but a leader depends on goodwill.”

Jonathan Dutton, Director, JD Consultancy

“The secret to success in procurement is staying relevant to the vision.”

“Corporate Social Responsibility has the potential to change the fabric of our decision-making in procurement.”

Dutton’s four big critiques of modern procurement:

  1. An unproductive focus on cost
  2. Organisational isolation with no customer focus
  3. Glacial pace of procurement processes
  4. Acting without enquiry and not asking WHY.

Margaret Ruwoldt, University of Melbourne, speaking on the “Working out Loud” movement

“Hierarchical boundaries are much more permeable in a networked world. You have personal development opportunities that didn’t exist five years ago.”

“’Working out Loud’ is ‘How to Make Friends and Influence People’ meets the internet”

“Don’t wait to be plucked from the crowd – make yourself stand out.”

Jackie Aggett, Head of Procurement, Laing O’Rourke and The Faculty Roundtable member

“Courage, for me, means believing in myself, and believing my ideas are worth sharing.”

Sharon Hoysted, Procurement Manager, Supplier Management, Boeing Aerostructures Australia

“Diversity and inclusion are key to fostering a culture of innovation in your business.”

Nelli Kim, Senior Supplier Management Specialist, Telstra International Group

“If you can get through the self-doubt and give something a try, it’s a win.”

“What are YOU doing to personally manage your development?”

Professor Margaret Alston, Monash University

“Australia’s gender pay gap has grown to 17.1 per cent differential. This is simply not equitable. To achieve the same wage in Australia, women would have to work 64 days extra per year.”

Jennie Vickers, Director Australia and NZ, IACCM

“Don’t be defined by your job title or you’ll find yourself disappearing.”

“Make the case and articulate the benefits of supplier relationship management.”

Honey Meares, Procurement Manager, Supply Strategy, Genesis Energy

On clarity of purpose: “It’s important to know what you are trying to achieve.” 

Sarah Collins, Chief Procurement Officer, NSW Roads and Maritime Services

“Don’t try to change everything at once – rather, concentrate on starting the momentum.”

You can check out the full programme for the event here.

Hugo Britt is a Research Consultant at The Faculty, helping to support The Faculty Roundtable, an influential group of Australian procurement leaders, who gather to share their experiences and insights. The Faculty will be hosting their ninth Asia-Pacific CPO Forum, the region’s premier procurement event dedicated to accelerating commercial leadership at the highest level.

For more information on The Faculty Roundtable or CPO Forum, contact Program Manager, Belinda Toohey.