正如那句老话所说，你付出什么就得到什么。同样的道理也适用于招聘最优秀的采购人才。《花销事件》将继续刊登德勤’s recently published paper:采购Talent Management: Exceptional Outcomes Require Exceptional People. Today we take a glance at Deloitte’s thoughts on the compensation equation.
“Many procurement functions downsized extensively after the 2008 financial crisis. Early retirement packages led procurement groups in industries such as oil and gas, chemicals, utilities, transportation and metals and mining to lose considerable institutional knowledge and experience. To respond to this brain drain, a proactive approach is needed.
The salary question is central to how the business perceives procurement. Alignment of compensation to expectations is essential to selling executives on paying for skill sets and to selling candidates on giving procurement a chance. One benchmarking analysis found high-performing organizations paying top procurement talent an additional 30% or more than typical performing organizations, well into 6 figures.
薪酬计划可以通过创新的绩效管理和奖励计划来补充。采购职能部门可能会奖励一种创业方式，激励顶尖人才承担风险，改善采购组织。这可能会导致一个良性循环，吸引人才进行采购，然后通过创新的绩效评估、薪酬和奖励计划说服他们留下来。”
薪酬在所有级别的采购中都很重要——即使是入门级职位。根据我们的现状分析，ISM Richter学者从大学本科课程中获得的收入与入门级管理顾问或投资银行家一样多（或更多）（至少在后一种情况下是在奖金之前），很明显，一些采购组织重视从一开始就让顶尖人才进入。然而，在MBA预科阶段，或对于那些经验不足5-6年的人，这种早期愿意支付大量款项的意愿显然仍然是例外，而不是常态。
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