0. Strategic Management of Procurement Staff
Canadian Forum on Public Procurement
Jim Richardson Department of National Defence
02 Oct 07

1. Outline Profile of the DND procurement community Demands and pressures
Procurement Community Management
Succession Planning
Describes the presentation flow 1

2. Profile of the Procurement Community in National Defence
630 PGs (Purchasing and Supply people) in DND
510 current staff
120 new recruits
Junior to senior levels: PG 01 to PG 06 + Officer Development Program 2

3. Profile (cont’d) 85% work in the National Capital Region
Average age is 47
53 % women
Good representation from all Employment Equity groups (except Aboriginal) 3

4. The Current Pressures
Retirements + new work means capacity for current workload is limited
130 vacancies 06/07
210 vacancies 07/08
Linguistic ability needs strengthening
Ability for managers to coach, mentor and develop staff is limited 4

5. The demands on the procurement community in DND
More accountability requirements
Certification and training
New organizational structures
New projects
More performance-based contracting
Increasingly mobile, better educated workforce 5

6. The DND Procurement Community Management Office
The Objective: a focussed effort to strengthen the procurement community in DND
The Approach: A dedicated team of procurement and HR professionals has been established to provide leadership and management of the procurement community in DND
The Focus:
Recruiting
Retention
Career and Succession Planning
Learning and Professional Development
Communications and Consultation
Flexible work options 6

7. Recruitment and Retention Learning and Professional Development
Community Management Framework
LEADERSHIP
Recruitment and Retention
Learning and
Professional Development
INTEGRATED
WORK
PROCESSES
ETHICS AND VALUES
WORKING TOGETHER
Well-Being
Communication
and
Consultation
SUCCESS

8. Community Management Framework
LEADERSHIP – HR Planning, Functional Direction, Management Support
Recruitment and Retention
Workforce Analysis
Common Structure and Generic WDs
Standard Statements of Merit Criteria
Recruitment and Staffing Programs
Security and OL Requirements
Orientation Program
Succession Management
New Hire and Exit Interviews
Learning and Professional Development
Competency-Based Management
Personal Learning Plans
Performance Management
Scholarship Program
Apprenticeship, Entry-level Officer Development Programs
Career/Leadership Development
Knowledge Transfer
INTEGRATED
WORK
PROCESSES
Partnerships, Effective Relationships
WORKING TOGETHER
ETHICS AND VALUES
Well-Being
Physical environment: OH&S, accommodation in workplace
Work practices: acting/ assignment opportunities, workload management
Work-Life harmony: Alternate Work Arrangements (AWAs)
Personal state: EAP, Compensation and Benefits
Communication & Consultation
Community meetings
Mentoring
Networking
Conferences
Professional Associations
SUCCESS – ACTIVE PARTICIPATION
Individual, Organizational and Functional Community

9. C Mgt O Resources Executive / Champion PG Functional Specialist (SME)
Human Resources Manager
Functional Specialist Support (PGs)
Administrative Support 9

10. C Mgt Actions to support the Procurement Community
Fill 210 vacancies in 2007
Implement continuous hiring program
Launch new entry and apprenticeship programs
Communicate opportunities
Outreach to universities, colleges, professional associations
Streamline training, plan for certification
Provide greater mobility for procurement people in DND
Broker deals for job sharing, part-time work 10

11. Coaching and Mentoring
Enabling the learning of important skills
Preservation of corporate memory
Retention of staff
Orientation for new recruits
Career development
Succession planning 11

12. Succession Planning
Common succession planning for all procurement people across all DND organizations
Standardize:
Work descriptions
Competency profiles
Learning plans
Performance assessments 12

13. Succession Planning (cont’d)
Consult with executives and managers to identify:
key positions and numbers required for next level
people with high potential
Additional leadership, management and procurement training will be offered
Advancement will be primarily through competition but some direct appointments may be used 13

14. Questions? Contact Jim Richardson at: Richardson.JW@forces.gc.ca or
Contact Jack Cruickshank at: 14