1. TALENT MANAGEMENT IN PUBLIC PROCUREMENT Barbara R. Johnson MPA CPPO CPPB

2. Talent Management in Public Procurement YOU will be experiencing the effects of the search, development and demand for MORE professional procurement talent.

3. Talent Management SOURCES DEFINITION ENVIRONMENTAL FACTORS IDEA SHARING

4. Talent Management - Sources Accenture Deloitte KPMG CEO Magazine CIPS, The Chartered Institute of Purchasing and Supply Government Procurement Magazine Governing Magazine

5. Talent Management – Sources (continued) Harvard Business Review International City/County Management Association McKinsey & Company National Association of State Procurement Officials (WSCA) National Council for Public Procurement & Contacting NIGP, The Institute for Public Procurement

6. Talent Management – Sources (continued) Talentmap, Ontario CA spendmatters.co.uk Wikipedia ODesk.com The Lisboncouncil US Office of Federal Procurement Policy US Office of Personnel Management

7. Talent Management – Definition Talent management is the science of using strategic human resource planning to improve business value and to make it possible for companies and organizations to reach their goals. Everything done to recruit, retain, develop, reward and make people perform forms a part of talent management as well as strategic workforce planning. strategic human resource planningbusiness valuestrategic workforce planning Source: Wikipedia

8. Talent Management Recognize and act on the principle that a public entity is only as good as its people; their ideas, their experience, the way they do things and their attitude as they do them

9. Talent Management – NASPO Research The procurement professional needs skills to support the new reality: Strategic Thinking: no longer just processing transactions Look Deeper: analyze many elements for decision making Deal with new challenges: legal, ethical, social, technological Taking on more tasks and documenting for future generations

10. Governing Magazine July 2014 Reported on: The Center for State and Local Government Excellence's latest annual workforce survey

11. Talent Management government human-resources managers cited: staff development, succession planning, employee morale, and retaining staff for core services as their top issues

12. Talent Management The WAR for Talent: 1997 McKinsey & Company (reprised as late as 2009 by others) - Refers to an increasingly competitive landscape for recruiting and retaining talented employees

13. Environmental Factors DEMAND SUPPLY

14. DEMAND: UPWARD MOBILITY Enabling the viability of entities and their leadership More Strategic Procurement and Planning in the Public Sector Engaging as a Partner in Risk Management Higher Status in the Organization

15. SUPPLY: “THE PERFECT STORM” AGING PUBLIC WORKFORCE One out of every three federal US employees is expected to retire by 2018 The number of workers 55 and older is going to jump from 17% to 23% by 2015. 35% of Canadian public procurement employees indicated they were leaving their job within the next 12 months (9/2007) Shrinking availability of younger workforce “Exodus” was slowed by recession….

16. SUPPLY: SOURCES OF TALENT 50% will come from colleges and universities…. Business grads are in high demand… and it will outstrip supply in the coming years. 38% will come from elsewhere in the organization… 12% will come from various other sources – temps, temp to hire, etc.

17. Talent Management Subject Matter Areas Recruit Retain Develop Reward Encourage Performance and Ensure Accountability

18. RECRUIT NCPPC Report on Standardized Job Descriptions for the Profession called for the following KSA areas: Procurement Administration Sourcing Negotiation Process Contract Administration Supply Management Strategic Procurement Planning

19. RECRUIT NCPPC Report on Standardized Job Descriptions for the Profession; called for the following Compensation: Chief Procurement Officer: $90,000 - $124,999 Procurement Manager: $60,000 - $124,999 Procurement Analyst: $40,000 - $79,000 Buyer: $30,000 - $100,000 Procurement Assistant: $20,000 - $69,999

20. Recruit:Check out the Ideas Sheet!

21. “Re-recruitment involves engaging employees in conversations and dialogues about the vision and goals of the organization; conducting “stay interviews” with employees. Re- recruitment helps retain talented employees even though they could go elsewhere.” Source: ICMA RETAIN

22. To gain and retain top talent for your procurement organization, each procurement-leader must embrace change, continuous improvement, technology, and continuous learning and advancement. Source: Government Procurement Magazine RETAIN

23. Retain:Check out the Ideas Sheet!

24. DEVELOP – Formally! “With face to face, webinar and on- line learning formats, NIGP: The Institute for Public Procurement enables you to meet your need to learn or sharpen the skills you’ll need to excel!”

25. DEVELOP – Formally! The Institute’s “Learning Central” web page indicates that it has been “Developing, supporting and promoting the public procurement profession through premier educational and research programs, professional support, technical services and advocacy initiatives that benefit members and constituents since 1944.”

26. DEVELOP – Formally! A few of the Universities with public procurement/contract management courses: Florida Atlantic University (Florida) Old Dominion University (Virginia) The Ohio State University (Ohio)

27. DEVELOP – Informally! “Investing in employees by helping them develop new skills not only benefits governments but also shows workers that they are valued. Offering cross-cutting assignments appeals to younger workers who are eager to gain experience and a bigger picture of organizational challenges.” Source: Governing Magazine

28. DEVELOP – Informally! SUCCESSION PLANNING: Growing the experiences Supporting the stress-free vacation of co-workers Leave a legacy when you move on…

29. DEVELOP – Informally! Chapter Treasures: Opportunity to practice leadership Opportunity to share experiences Opportunity to learn in short sprints four or five times a year!

30. DEVELOP - Check out the Ideas Sheet!

31. REWARD

32. REWARD - Compensation NCPPC 2013 Study results Chief Procurement Officer: $90,000 - $124,999 Procurement Manager: $60,000 - $124,999 Procurement Analyst: $40,000 - $79,000 Buyer: $30,000 - $100,000 Procurement Assistant: $20,000 - $69,999

33. REWARD - Compensation (average) 2012 NIGP Compensation Study - A total of 305 individuals participated in the survey. Most of them were employed by city/municipal (23.9%) or state/provincial (23.9%) governments. Director, Materials Management + : $87,321 Director, Purchasing: $78,491 Manager, Contracts: $68,144 Senior Buyer: $56,700 Buyer: $46,761 Assistant Buyer: $42,090 Administrative Assistant: $39,164

34. REWARD – Compensation Northern and Central Ohio Columbus Procurement Manager: $76,000 to $114,000 Toledo Administrative Svcs Commissioner $65,000.00 - $96,873.92 State Purchasing Administrator: $70,000 to $92,000

35. REWARD – Compensation Northern and Central Ohio State Purchasing Manager: $58,000 to $83,600 Columbus Procurement Officer: $54,000 to $81,000 Cuyahoga County Sr Purchasing Administrator $57,543.43 to $80,565.05

36. REWARD – Compensation Northern and Central Ohio Cuyahoga County Purchasing Administrator $49,353.25 to $69,086.07 State Purchasing Analyst: $45,000 to $66,000

37. REWARD – Compensation Northern and Central Ohio Cuyahoga County Sr. Purchasing Agent: $43,878.99 to $61,426.34 Cuyahoga County Purchasing Agent: $38,425.94 to $53,787.83 Toledo Chief Buyer $44,362.24 - $52,187.20

38. REWARD – Compensation Northern and Central Ohio Columbus Sr Procurement Specialist: $44,000 to $66,000 Columbus Procurement Specialist: $39,000 to $59,000 Toledo Buyer $39,416.00 - $43,823.50

39. REWARD – Compensation Northern and Central Ohio State Purchasing Specialist: $34,000 to $41,000 State Purchasing Assistant: $32,000 to $38,000 City of Toledo Purchasing Aide $27,266.72 to $36,354.24

40. REWARD – “Total Rewards” A host of benefits listed on several public sector websites included the usual: “retirement and medical, dental, vision and life insurances at various employer and employee contribution levels.” Source: Federal Office of Personnel Management

41. REWARD – “Total Rewards” Some public sector websites also listed: “flexibility and telecommuting for work/life balance,” “family” benefits in terms of childcare tax credits, “generous” leave allowances, and “health and wellness” programs. Source: Federal Office of Personnel Management

42. Reward:Check out the Ideas Sheet!

43. ENCOURAGE PERFORMANCE

44. How does your personal mission align with your agency’s mission? Share it with your team & leadership!

45. ENCOURAGE PERFORMANCE Granting formal, honorary awards for significant achievements; Providing informal recognition items; and Holding ceremonies and recognition events.” Source: Federal Office of Personnel Management

46. ENCOURAGE PERFORMANCE – Check out the Ideas Sheet!

47. ENSURE ACCOUNTABILITY

48. “Agencies must be results- driven, citizen-centered, and market-based.” Source: Federal Office of Personnel Management ENSURE ACCOUNTABILITY

49. “A well-developed PM program addresses individual and organizational performance matters necessary to properly create and sustain a healthy and effective results-oriented culture...” ENSURE ACCOUNTABILITY

50. ENSURE ACCOUNTABILITY – Check out the Ideas Sheet!

51. Talent Management: WIIFM-Get Ready! Engage in Continuous Learning and Leadership Help update Position Descriptions/Pay Plan for Succession Engage the professionals in your community Require/Achieve Certification Seek public policy or procurement classes

52. Talent Management THANK YOU! brjohnson@columbus.rr.com