Innovators Forum - 2014

Talent Management

Agenda

• About the Innovators Forum• Background & Perspective on the 2014 Topic• The Case for Change• Talent Management Framework• Summary of the Group Discussion and White Paper• What Happens Next• Questions

About the Innovators Forum

PurposeEngage in analysis and

discussion of major issues impacting higher education and

procurement

GoalDevelop roadmaps that

procurement professionals can use

2014

OBJECTIVES

• University Strategy Trends and Procurement’s role

• What practices needed to attract and retain people with the right skillsets

• Evaluate the issues and challenges

• Provide an integrated framework and useful roadmap

Participation and Support

Procurement Officers• William Cooper – UCOP• Lisa Deal – University of Florida• Eric Denby – University of Virginia• Sandy Hicks – University of Colorado• Ted Johnson – UCSD• Jason Knoch – Princeton• Gary Kraft – University of Nebraska• Nichol Luoma – Arizona State University• Paul Martin – Rensselaer Polytecnic• Valerie Rhodes-Sorrelle – Grand Valley

State• Barry Swanson – University of Kansas

Business and HR Officers• Geoff Barsch – University of Colorado• Diane Goddard – University of Kansas• Matt Hawks – Rollins College• Maria Martinez – Rollins College• Betsy Rodriquez – University of Missouri• Howard Teibel – Teibel, Inc.

With Support From

Case for Change

Universities pursue aspirational goals

Students

Local Communities

Global Issues

Procurement needs talent to become an

essential partner

Process

Technology

People

What Do We Mean by Talent?

A person or group of people with a special

ability to do something well

• Single biggest driver of results• More important

than experience

Talent Management Framework

There is a direct relationship between talent and business performance

Organizational Strategy

CRITICAL PROCUREMENT STRATEGIES

• Recognized as an essential strategic partner

• Define and communicate procurement’s value proposition

• Proactively engage campus constituents

• Be a provider of essential information

• Drive process redesign to be of service to the campus

University

Procurement

Talent Strategy

What key competencies are needed to achieve strategic goals?

KEY PROCUREMENT COMPETENCIES

• Develop compelling business cases

• Sell and influence diverse stakeholders

• Prioritization and management of complex projects

• Skills in critical thinking and adaptability

• Build and manage relationships with a wide variety of stakeholders

Talent Acquisition

Selection is more important than training and attraction is better than recruitment?

RECRUITMENT / ATTRACTION

• Develop and sell an exciting image

• Emphasize professional growth and investment in people

• Revise job descriptions to emphasize talent skills

SELECTION

• Develop an evaluation team with different roles

• Develop behavioral based questions to evaluate key talent attributes and cultural fit

Talent Performance

People quit their supervisors before they quit the organization

PERFORMANCE MANAGEMENT

• Align individual goals with broader strategies

• Incorporate self assessments and 360 degree evaluations

• Develop strong coaching programs

DEVELOPMENT

• Develop visible career paths and curriculum maps

• Provide committed training funds

• Develop mentorship opportunities

Barriers and Challenges

Does procurement need to re-brand its image?

• Competing for talent against other industries

• Offering competitive salaries

• Support from leadership

• Retaining talent – will they stay engaged

• The “back office” perception

• Salary benchmarking practices

Actions We Can Take Now

Developing the ideal solution will take time. Don’t wait!

• Evaluate and complete a skills assessment

• Read the University’s strategic plan and align goals

• Identify key executive sponsors who will provide support

• Develop a re-branded procurement concept and market it

• Solicit feedback from stakeholders

• Develop metrics to track value creation

What’s Next

NAEP’s focus on talent management

• Distribution of White Paper

• NAEP’s work on Competency Model resources and implementation

– Complete Competency Gap Analysis

– Create additional Interview Guides

– Expand competencies currently mapped to Procurement Academy and other talent development programs

• Discussion at other professional group meetings

• Link outcomes to future annual/regional meeting programming

• Select topic for 2015

Questions