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Attracting top performers continues to be a key area of focus for most procurement leaders today. We’ve seen firsthand the steadily increasing demand for strong supply management talent throughout 2016 and early 2017, although the supply has remained relatively unchanged. What’s also evolving is the way in which companies approach hiring and retention of these individuals, as well as the makeup of modern-day procurement groups. In this post, we explore the top three trends affecting supply management talent.
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技术是一种载体通过哪个公司变革被驱动和启用，因此我们应该期望在应用新技术优化人才采集策略方面，我们应该预期的焦点并不震惊。数据是王，HR函数也不例外。根据全球招聘组织Mrinetwork的说法，使用数据将衡量和改善人才采集实践将变得更加广泛，以便将传统的招聘方法与可行，数据驱动的情报混合在全球招聘组织的情况下。
不幸的是，在这个竞技场上有很多进展，因为许多人力资源组织都感到受到他们的内部测量工具而受到影响。在招聘经理中，70％的人认为招聘计划需要更具数据驱动，超过一半（超过一半，在某些情况下）认为有用的候选人的长期成功，招聘长期影响根据Visier，员工分析公司Visier的调查，雇用时间很难评估。随着新技术的进步，据塔莱和ICIMS能力等公司的申请人跟踪系统进化，所以在这个竞技场也会消费。
Earning Through Learning
Another interesting trend is the significance of helping employees in their quest to improve their skills via learning. As more and more professions are requiring that workers gain new skills while past ones are rendered obsolete, workers are being asked to perform what are called “hybrid jobs.”
例如,编程技能no longer just in the realm of technology jobs. According to the consulting company Burning Glass Technologies, 49% of postings in the quartile of occupations with the highest pay are for jobs that frequently ask for coding skills. Of course, this means that new jobs will also be undergoing dramatic changes. Case in point: Over the past five years, data analyst positions have seen a 372% increase in demand.
这也带来了另一个较少讨论的概念。由于职业生涯跨越增加，只有大学学位开始一个人的职业生涯的职业生涯不足以满足今天的工人的持续技能改进。自衰退以来，公司在投资培训员工时继续捏钢笔。我们发现这个可悲的是讽刺意味的是，随着公司范围的培训继续留在吸引和留市的顶级之一。
公司将迅速蒸发，以至于他们必须保护投资，并随着劳动力市场的流失，他们讨厌看到这些工人训练并离开。我们经常被客户要求确定他们寻求顶级候选人的技能熟练程度，但技能几乎不一致。同样，我们与之互动的顶级候选人将引用他们的技能的前景变得过时作为让他们在晚上保持警惕之一，而他们的挫败感在不清楚他们如何保持不断变化的技能。
Blended Procurement Resources
根据我们之前的一项研究，只有38％的Exce of Exec of Execo的exec of exec of Execo的exciec将拥有它需要在今天成功的能力。Deloitte。此外，同样的研究发现，只有43％的人认为他们的供应链集团在解决问题和战略上思考的舞台上非常好或优秀。
With the aforementioned evolving landscape and growing skills gaps, many companies’ procurement leaders are tasked with finding creative ways to solve this dilemma. As a result, we’ve noticed a growing trend of companies placing more emphasis on blending their procurement resources between full-time employees (FTEs), contractors, procurement services providers and group purchasing organizations. There is no one-size-fits-all solution, and typically this takes quite a bit of tweaking until an optimal combination is found, but a blended procurement organization can be an impressively effective unit.
To put this in sourcing terms, think “make vs. buy” in terms of “hire FTE vs. outsource.” In one-off sourcing projects or areas of non-critical spend, it doesn’t make sense to hire and train an FTE. Rather, outsourcing to a reputable procurement services provider or hiring a subject matter expert to a contract gig are quick, trustworthy alternatives that allow you to allocate your resources to more mission-critical areas of focus.
这个概念是nothing new, but what’s needed in the blended workforce are leaders with well-developed soft skills who are capable of seamlessly integrating new providers and resources, developing proven partnerships with consulting suppliers and the know-how to discern when the time is right to outsource.
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