Andrew Daley was recently interviewed by one of the leading procurement and supply chain job boards www.supplychainonline.co.uk
The interview covers Andrew’s opinions on specialist job boards, the use of social media in recruitment and his concerns about the future of Linked In. He also talks about the benefits of forming effective working relationships with recruiters and the qualities to look for in a potential new boss.
You can read the full interview here:
Here’s an excerpt from our Procurement Quarterly Market Update for the second quarter of 2015.
This market is the one that bucks the trend this quarter as the growth in the use of procurement technology continues unabated. Several industry reports offer impressive growth predictions for this market over the rest of this decade and this is supported by anecdotal evidence from our clients in the sector.
The second quarter of 2015 has seen strong demand for people with proven skills in systems implementation, transformation consultancy, project leadership and business development.
The core areas that we see most activity in relate to P2P, e Sourcing, analytics and contract management technology with the first two leading the way.
Experienced professionals who can point to an impressive track record selling or implementing these systems are in strong demand. Furthermore, with a finite talent pool in the UK to satisfy this demand, the skills shortage that we have observed in our last five regular quarterly reports is becoming more acute. Salaries continue to rise as a result.
What’s more, we have now collated hard evidence of these salary trends in the sector over the past year to support some of our clients recruitment activities and they make for fascinating, if slightly worrying reading.
Those companies that are consistently successful in hiring the skills they need in these market conditions are the ones that adapt best to the challenges they face. We’ve helped design several innovative solutions to enable our clients overcome these challenges in a market we know intimately and this has given them a valuable source of competitive advantage.
If you wish to discuss our sector specific salary data or our innovations in talent sourcing please contact Andrew Daley.
The market for “in house” roles requiring these skills hasn’t been as bouyant as the provider market largely because of the trend to use technology platform providers and associated consultancies. However there have still been some interesting opportunities in major corporates for both P2P and e Sourcing specialists.
The interim market place for these specific skills has been steady throughout 2015 following a solid period in 2014 but there is still usually resource available when our clients need short term support to address spikes in their work load.
We anticipate that this particular interim market will get busier towards the end of Q3 of 2015 as a direct result of the talent shortage in the permanent market.
Here’s a case study explaining how our range of services has enabled one of our clients in the sector to hire the people they need despite the challenging market conditions.
As part of Spend Matters focus on Talent this month we are contributing a series of articles relating to the subject of recruitment and retention of outstanding procurement professionals.
A great recruitment strategy actually starts with the retention of your best people. Why? Retaining, developing and promoting your best people sends a very positive message to the market that your department is a great place to work. Conversely an organisation with high staff turnover and unhappy staff will quickly gain a negative reputation.
So how do you keep your best people happy, motivated and away from what is a very busy job market?
Here we look at the reasons why procurement professionals to want to leave their current employer, what we in the recruitment profession call “push” factors.
Looking at this study from the US they list the top three reasons in order as:
- Career Advancement
- Work/life balance
We wouldn’t necessarily disagree with this but from our experience with procurement people there are a number of factors in play. Using years of anecdotal experience, here’s a list of the most common reasons people tell us they want to move.
Lack of career progression – when people reach the glass ceiling where they realise their future opportunities for advancement are limited they are generally willing to consider roles with organisations where those opportunities are considerably better. This is a common mindset amongst “passive” job seekers.
Lack of training and development – “I’m not learning anything” or “I don’t feel challenged” are common complaints that usually tie in with a lack of career progression.
Break down in relationship with boss/peers/stakeholders – this can lead to a pretty unhappy time at work and usually results in a desire to move jobs as quickly as possible.
Lack of senior management support – procurement needs sponsorship at the highest level to effect positive change. A lack of support from the top is a common reason why departmental leaders want to move. Similarly for those working with difficult or uncooperative stakeholders in Category Management roles, going to work can be very unrewarding and encourages people to seek an environment where their skills will be valued by others.
No challenge left in the role – many leading procurement people thrive on delivering the inherent change required to deliver better commercial outcomes. When they have delivered significant improvements and are left with running a “steady state” they become bored and seek the next challenge, usually in a new employer.
Treated unfairly – when people perceive that others are being treated better by senior management, whether it be through promotions, pay rises or bigger bonuses, this breeds resentment and pushes that person onto the job market.
Colleagues moving on – when people see their friends at work moving to other organisations for better roles and salaries they begin to wonder if they should be considering options outside their current employer.
Company health/profitability – be definition procurement people are commercially savvy and have access to all sorts of financial data. They know when the company is struggling and this brings the issue of job security onto the agenda.
Work/life balance – working long hours, making early or late calls to colleagues, stakeholders and suppliers in different time zones and excessive work loads will be tolerated by many in the short term but when it becomes a long term trend and impacts on your personal life it becomes a source of discontent.
Practical reasons – a significant change in personal circumstances often prompts people to look for a new job that is more suited to their lifestyle. People also move because of excessive business travel and difficult commutes.
Financial – it is actually very rare that a procurement person lists salary as the principal reason why they want to consider a move. In fact it’s usually us that raises the issue of salary and benefits when we first speak to a new candidate and most people will tell us that its only one consideration in a much broader picture.
However when it comes to actually discussing a job offer, it becomes clear that the salary is usually a critical factor.
This situation is perhaps best illustrated by something one of my senior management consulting clients once said to me:
“The thing that irritates me about hiring procurement people is how they switch from sales mode in interview to buyer mode at offer stage. They tell us that career progression is their top priority then feel the need to demonstrate their negotiation skills and end up giving the impression it was about salary all along.”
Whilst this maybe a slightly harsh judgement, it does offer an interesting insight into how many procurement professionals behave during the process, and confirms that salary is a key driver in almost every job move.
In our recent research into recruitment best practice we asked how much of an increase in basic salary would you require to commit to a move?
Only 10% of participants would move for an improvement of 5% on their salary, whilst 44% wanted at least a10% uplift. 39% said they would only move for an improvement of 20%.
With the skills shortage we mentioned above and this approach to negotiating job offers, its clear to us that companies looking to attract the best procurement people will have to look carefully at their budgets in 2015. Quite simply, if the financial package on offer isn’t attractive, most procurement people will wait until someones makes them an offer that does meet their expectations.
Our message to procurement leaders is this – we are on the cusp of a skills shortage in key areas of the procurement profession. Hiring good people is becoming increasingly difficult in a competitive job market and your best people will be in the sights of head hunters. A key target for you in 2015 is to work hard to keep those best people.
Whilst a small degree of staff churn is viewed as healthy by most, keeping your best people will also make it easier to attract a quality replacement when you do lose somebody.
For an alternative view from the US on this subject, this article from Forbes magazine makes interesting reading.
At Edbury Daley we are instigating some timely new research on the choice of recruitment and selection methods and the impact of those choices on the success rate of a getting quality recruits in to a hiring business.
As the global economy recovers many companies are pursuing significant growth plans. Often, the key constraining factor is the ability to hire and retain the skills and expertise needed. Employer Branding and Talent Communities are becoming the new parlance of Human Resource Management as bigger corporations embrace the advent of social media to gain an advantage in finding the people they need. This is covered in some detail in a very interesting recent study by Deloitte.
The creation of talent pipelines and new employee engagement techniques are pushing the boundaries of traditional recruitment practice but their success is reliant on the conversion of the initial engagement in to a hire. In other words, they only bring candidates to the start line of the selection process. How a company interacts from this point onwards determines whether the candidate ever crosses the finish line and joins the hiring company. Our survey is designed to investigate this second stage of recruitment process.
Candidate facing, the questions have been written to test attitudes and experience towards the mechanics of a typical corporate recruitment process. With companies investing heavily in cutting edge talent attraction strategies, this survey is about what happens next; how candidates respond to companies’ selection procedures.
To complete the survey simply think only of your experiences and responses as a candidate. There are just twelve carefully designed multiple choice questions.
The data gathered will be used to formulate a robust framework for a recruitment process which all corporate organisations can use as a benchmark for best practice. As a participant you will automatically have the chance to win one of three free career consultations with Peter Brophy, a qualified HR professional and one of our Directors.
The survey features twelve multiple choice questions and will only take a short time to complete. The questions are here:
How Do Recruitment Processes Impact On The Battle For Procurement Talent?
If you are a hiring manager you can request a copy of our analysis by e mailing Andrew Daley at email@example.com
If you would like to discuss any aspect of recruitment best practice, please contact the author of this survey, Simon Edbury via firstname.lastname@example.org
2014 has seen Edbury Daley make senior procurement appointments across the UK, Ireland, Continental Europe and Latin America. Here is how we provide global procurement recruitment solutions from a single UK office:
International database of procurement professionals – working with an existing network of talented, geographically mobile candidates
Leading edge technology – utilising on and offline technology solutions for virtual meetings and video interviewing
Global market knowledge – understanding regional market dynamics, candidate availability and salary expectations
Multi-lingual research capability – communicating with clients and candidates in their native language
As a product of global commercialisation the world gets smaller and major procurement functions increasingly move to international structures. We have adapted our capability to apply our superior level of recruitment consultancy effectively in international markets.
We now have a truly international network which spans all the key business locations in Europe and beyond. This enables us to consistently outperform local suppliers in cities as diverse as Dublin, Munich and Mexico City. Recent successes include:
- Appointed the European Procurement Director in Dublin for a Fortune 500 Company based on the East coast of the US
- Recruited an Albanian national as Global Category Leader based in Switzerland with the hiring manager based in the UK.
- Identified an excellent short list of Marketing Procurement Specialists in Mexico for a global banking group. Read the case study here.
- Sourced three Polish nationals for Category Management roles for a British company with offices in Warsaw.
If your procurement function has an international dimension we can ensure you attract the very best procurement people, wherever you need them.
Contact our team for further information:
Andrew Daley +44 (0)161 924 2385 email@example.com
Simon Edbury +44 (0)161 924 2384 firstname.lastname@example.org
Raluca Pirvu +44 (0)161 924 2387 email@example.com
Earlier this month we published our latest Procurement Market Update where we reported on strong demand for procurement consultancy experience from the big four, the major multi disciplinary practices and established niche players.
The skills in most demand at Senior Consultant and Manager level are those required in major transformation projects, sector specific areas of direct spend and both the implementation and adoption of procurement technology like P2P, spend analytics and strategic sourcing suites.
There are also some excellent opportunities at senior management level including Directorships with Partnership potential for those that can contribute to practice growth through sales, leadership and delivery of procurement led projects.
We are working with some of the best names in each sector of the consultancy market to help them attract the outstanding talent they need to grow their practices in competitive but ultimately very favourable market conditions.
Whilst we are particularly interested in the consultancy expertise outlined below, several of our clients are also interested in outstanding candidates with predominantly industry experience. We’d like to hear from anyone with the following skills:
1. Senior Consultant, Manager and Senior Manager grade
- Specific sector experience in Oil & Gas, Mining, Utilities, Energy, FMCG or Pharmaceuticals
- Public sector transformation projects, mainly central government and MoD
- Procurement Technology – design, implementation, adoption and associated transformation projects.
2. Directors and Practice Leaders
- Candidates with outstanding careers in procurement consulting who offer the full breadth of leadership skills including business development and project leadership and can really contribute to growth of a practice.
Whether you want to work for a big four firm, one of the other major market leaders or a niche specialist we can help you find the consulting career opportunity to suit you. We welcome the opportunity to have confidential discussions with anyone considering their future in this area.
Experienced consultants should contact Andrew Daley via firstname.lastname@example.org or on 0161 924 2385 for a confidential discussion.
If you have a strong track record in the relevant areas of industry outlined above and want to move into consulting please e mail your CV to Raluca Pirvu with a view to arranging an initial discussion with Andrew.