Andrew Daley was invited by Philip Ideson from the excellent Art Of Procurement podcast to discuss two of his favourite topics, Talent Attraction and Career Development, both of which should be of interest to the modern Procurement or Spend Management professional.
The Rules Of Talent Attraction should be of particular interest to any hiring manager who is focused on recruiting the best people they can find into their team. It covers key areas like recruitment processes designed to attract as well as assess strong candidates, the supply and demand of various core procurement skills and how to avoid some common recruitment mistakes.
The Strategies & Tactics You Need To Secure Your Dream Procurement Job is geared towards the procurement professionals personal career objectives. Philip and Andrew discuss the importance of networking, how you present yourself to the external job market and what skills you will need to develop to progress your career.
Both interviews have been very well received by the audience and have resulted in some excellent feedback.
If you would like to discuss any of the issues raised in either interview, please get in touch directly with Andrew via firstname.lastname@example.org
Case Study – Adapting To Competitive Market Conditions
A rapidly growing spend management platform provider needed to make a key appointment. They ideally wanted to identify a candidate with experience from a direct competitor that could fit seamlessly into client facing projects.
In a market where those skills were particularly rare, we identified an outstanding candidate who met all the core criteria. After reviewing our findings on recruitment best practice, the client ran an excellent interview process, and the candidate accepted an offer at the perceived market rate. However the candidate was then made a very aggressive counter offer when he resigned which increased his basic salary by 32%. The candidate then decided to stay with his current employer.
We then focused on a second candidate that we had identified earlier in the process. He was offered a salary at the very top of our clients band for that grade. However he was made another offer by a Consultancy which was worth 15% more on the basic salary alone and accepted that.
At this point our client realised that the market had moved on from their existing salary bands and they needed accurate, up to date salary benchmarking data for their specific market sector.
Within 10 days we were able to gather salary data from their direct competitors and make our recommendations on the market rate for their various different grades. Using this hard evidence HR and the senior management team were then able to revise their salary bandings across all grades giving them more flexibility to recruit external talent without creating pressure on their existing internal structures.
This client’s ability to adapt to changing market conditions has now enabled them to compete successfully for the best talent in the market. As a result the role has now been filled with a very strong candidate that we sourced from a direct competitor.
We’ve also been able to recruit for additional roles for this client at the lower and mid points of their salary bands by tapping into an alternative talent pool that we discovered through extensive networking across the sector.
If you would like to understand how Edbury Daley can have a positive impact on your hiring process in challenging market conditions, please contact Andrew Daley.
For more information on the Spend Management market place, please visit our new site http://www.spendmanagement.co.uk/
Edbury Daley have instigated 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 a quality recruit in to the 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.
In our most recent Quarterly Market Update on the employment market for procurement professionals we reported on a skills shortage in spend management which has been created by the recent growth in the sector.
We mentioned the various factors creating inflationary pressures on salaries and offered some potential solutions for companies seeking to hire the talent they need in a very competitive market. The full report is available here whilst subsequent editions of our quarterly reports can be accessed here.
Unfortunately one fact is unavoidable, salaries are rising at pace and this is making it harder to afford quality people within existing salary bands.
Most salary data provided to HR departments is 6-12 months out of date and is too general to be accurate for a specific niche like procurement technology.
Given our specialism in this area we have access to a great deal of market data and have recently analysed how remuneration packages are growing at the various different levels from Directors down to graduates with two years experience.
If your business needs to benchmark its salary and benefits packages with direct competitors from the industry, we can provide a bespoke report tailored to your specific grades within a week. Please contact Andrew Daley if you require more details.
If you want more information about what’s happening in the Spend Management sector, including the latest news and career opportunities, you can visit http://www.spendmanagement.co.uk/
This article was published on http://spendmatters.com/uk/ on 3rd December.
We are delighted to bring you the second part of a first-hand look into The Chasm Separating Companies from Good Candidates from Peter Brophy at Edbury Daley. Yesterday he talked about expectations of new roles or new recruits.
How we treat people through the recruitment process
In recent years many organisations have invested heavily in creating talent pools or have used agencies to source ‘difficult to find’ candidates at short notice but rarely then consider what happens once the candidate has been approached and enters the ‘assessment phase.’
In the current market many candidates complain of roles not materialising or long delays in the process and often question whether a role was real in the first place or was a benchmarking exercise against existing internal candidates.
Candidates’ perception of an organisation’s brand is often negatively impacted by their recruitment experience. To understand, Edbury Daley has recently instigated some timely research to investigate this by gaining feedback from candidates to a ‘typical’ corporate recruitment process – you can see the survey here. Once this research is complete we will publish and share it, so watch out for a further post.
The negative impact on your brand perception caused by poor processes or lack of feedback or poor communication should not be underestimated; candidates are potential clients or customers. They also talk to each other about their experiences so word gets around the market.
The challenge is that often recruitment has been re-organised during the recession to focus on transactional metrics such as time to hire and cost per hire to fill headcount slots quickly rather than consider the value that securing a better candidate could bring or the cost of getting it wrong (both hard to measure).
Now as the market improves good candidates are actively choosing roles based on their recruitment experience as much as the role itself or the organisation. To many candidates, their actual experience quite correctly is of the organisation in reality, in action, and laid bare, rather than the generic snappy careers site’s words about engagement, opportunities and being a great place to work.
As a job hunter myself earlier in the year I often found that the standard of service and communication from organisations was often poor and sporadic. It made me wonder what the reality is for many candidates at more junior levels?
The following are some personal examples I experienced:
- An organisation took so long to recruit for a maternity cover role that in the end it wasn’t worth bringing someone in
- Arriving for an 8am meeting to be told ‘something urgent’ had cropped up and only being able to meet with a more junior person. I could see the person in the office sat at their desk reading something. What annoyed me was not that this happened because these things do happen but if someone has put themselves out treat them with some respect. For me 30 seconds to say sorry and I would have been happy or at least understood. I didn’t go back.
- Think carefully about who interviews and how prepared they are. I was interviewed on many occasions by more junior people or by people who weren’t prepared, so they didn’t know what to ask or fully understand the context. For some of the junior people I could have made it up as I went along whereas a more capable interviewer would spot any inconsistencies.
- Lack of feedback – often poor and incomplete and I had to chase and chase on many occasions. If a candidate has taken half day to travel is it acceptable to be told very little specific feedback? If given the right feedback in full they are more likely to advocate your organisation to their network.
Many of these may only be small things but they add up, and if a candidate has no other option your process may still secure them, but increasingly you need the process to be quick, professional and to sell the organisation as well as let the candidate meet some key people.
As reported in our recent Quarterly Market Update the market is improving and good candidates are becoming increasingly harder to attract and hire so this is becoming increasingly critical for organisations to get right.
Your recruitment process needs to be well organised and to consider the candidates if you wish to source the best candidates and to ensure that those unsuccessful feel they have been fairly considered, met some good people who sold the organisation well and that they got some good feedback. –
See more at: http://spendmatters.com/uk/clarity-and-expectations-in-recruitment-part-2/#sthash.jrmZL4ot.dpuf