1. Looking for Key Talent in the Midst of Procurement Retirements

2. Background of Procurement Professional Survey
2017 is the first Member Profile Survey
Data was collected on career paths, future career plans, salary and succession planning
504 respondents, 86% from NAEP member institutions
All NAEP regions were represented. Largest number of responses were from the following regions
Pacific, TOAL, Great Lakes, New England and Great Plains
This is to be expected since they have the larger member populations

3. Membership Profile - Employment
Why don’t these pie charts equal 100%?
Degree granting: other responses, not shown, included K12 & non-degree granting
Institution type: less than 1% responded for profit, none of the above, or unsure, respectively (not included here)

4. Respondent Characteristics
504 responses:
62%
38%
female
male
What does an NAEP member look like? Here are your higher ed procurement industry demographics.

5. Respondent Characteristics
44%
Bachelor’s
Degree
34%
Master’s
Degree
57%
Job Satisfaction
$50,000
____
SRHM reports that 77% of employees report they are satisfied – procurement mirrors this exactly
$100,000 1% 6%
16%
48%
29%
salary
Unhappy
Very Happy

7. Succession Planning

8. Weak bench/talent development required
Why Not? 1
Not a priority/unimportant to leadership 2
Weak bench/talent development required
Ask audience what competing funding means. In salary unable to offer or cost toward development of succession planning ? 3
Competing Funding

9. In Your Opinion, What Is The Most Important Succession Plan Element?1
Talent Development 2
Leadership Buy-In 3
Mentoring Opportunities

10. Group Poll: What is your greatest frustration with your job?
Culture that resists change
Never enough money
Belief you are infinitely accessible
Difficulty cultivating leadership in others
Unresponsive campus leaders

11. Respondent Characteristics: Retiring 1 – 3 Years
What does someone who is working in higher ed procurement and is planning to retire in the next 1-3 years, look like?

12. Respondent Characteristics: Retiring 1 – 3 Years
Similar education levels, slight increase in those retiring holding their Master’s Degree
Filtered: Retiring in 1-3 Years
All Respondents

13. Respondent Characteristics: Retiring 1 – 3 Years
Filtered: Retiring in 1-3 Years
All Respondents

14. Respondent Characteristics: Retiring 1 – 3 Years
Private
Degree granting: other responses, not shown, included K12, non-degree granting
Institution type: less than 1% responded for profit, none of the above, or unsure, respectively (not included here)
4 Year
2 Year
All Respondents
Filtered: Retiring in 1-3 Years

15. Respondent Characteristics: Retiring 1 – 3 Years
All Respondents
Filtered: Retiring in 1-3 Years

16. Seek advancement in current field
Retire
Seek advancement in current field
Here’s the little nugget from this data that I found most interesting, especially as it relates to the long-talked about “retirement boom.” This looks to be a good opportunity for those seeking to advance. The interest and experience is there, but is the talent?
So what are people looking for when they consider formalizing a succession plan?

17. Succession Planning
Succession planning is a process for identifying and developing new leaders who can replace old leaders when they leave, retire or die. ... In business, it entails developing internal people with the potential to fill key business leadership positions in the company.

18. Building a Succession Plan
High potential vs Everyone
Hiring from within or outside the university
Diversity
Support

19. Building a Strong Succession Plan
Pack a BASKET
Behavior
Attitude
Skills
Knowledge
Experience
Talent

20. Then What? Know where you are going Map the gaps Ask for help
Identify road blocks
Make sure leadership is involved

21. Mistakes to Avoid Using the past to plan for the future
Only succession planning for the Director
Not getting Leadership onboard
Allowing human capital roadblocks
Succession planning isn’t part of the culture
Wrong people making decisions

22. Roadmap
Plan Do
Review