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Strategic Management of Procurement Staff

Strategic Management of Procurement Staff. Canadian Forum on Public Procurement. Jim Richardson Department of National Defence 02 Oct 07. Outline. Profile of the DND procurement community Demands and pressures Procurement Community Management Succession Planning.

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Strategic Management of Procurement Staff

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  1. Strategic Management of Procurement Staff Canadian Forum on Public Procurement Jim RichardsonDepartment of National Defence 02 Oct 07

  2. Outline • Profile of the DND procurement community • Demands and pressures • Procurement Community Management • Succession Planning 1

  3. 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

  4. 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

  5. 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

  6. 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

  7. 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

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

  9. 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 WORKING TOGETHER Partnerships, Effective Relationships 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

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

  11. 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

  12. 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

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

  14. 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

  15. Questions? Contact Jim Richardson at: Richardson.JW@forces.gc.ca 613.943.8207 or Contact Jack Cruickshank at: Cruickshank.JA2@forces.gc.ca 613.943.8208 14

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