How to Identify Top-Performing Procurement Talent
Against the backdrop of an ever-evolving list of priorities for modern-day procurement leaders, the success of the function will always largely hinge on the capabilities of the people they attract, retain, and develop. These skilled professionals not only enhance routine processes but also strategically drive organizational success. And as organizations increasingly recognize the pivotal role of procurement in achieving long-term success, the quest for top-tier talent has become more critical than ever.
Getting it right can enhance company culture and take the business to the next level. Getting it wrong, as many of us have likely seen at some point, can be expensive, disruptive, and sometimes even disastrous.
From decoding essential procurement skills to navigating evolving industry trends, let’s take a look at some tips for identifying top-performing talent.
Define Your Ideal Procurement Hire
Before you even start your recruitment process, you need to have a clear idea in mind of the sort of person you're looking for. It may sound obvious, but many companies simply dig up an existing job description as their first step, with little idea of what the person doing the job should bring to the table, and why.
The description shouldn't be too rigid. Also, think beyond the key qualifications and hard skills. Define some of the less obvious core competencies of the role and examine the soft skills you feel are required. Then consider specifically how you will evaluate them during the interview.
It's also essential to think about the kind of person that will fit into, and add to, the team. Don't just define it based on what the team is already like.
Focus on the Right Traits
When looking at applications, of course it's important to consider a potential hire's past achievements. It's what you can see on the resume. But the question of what is, and isn’t relevant experience often demands a closer look, and it’s imperative that hiring managers don't solely focus on prior technical knowledge at the expense of key meta-skills like a learning mindset and adaptability.
After all, the fact that someone hasn't already done the exact same job that they’ll be asked to do for you doesn’t mean they can’t. Often, they’ll have developed all of the constituent skills in a variety of other roles, and by hiring someone to do something new, you’ll have a far happier, more engaged, team member in the long run. You’ll also gain access to a large group of talented individuals that others are routinely ignoring.
The Future of Procurement
In the realm of procurement, the future is already upon us, demanding a paradigm shift in how we identify and cultivate top-performing talent. According to Gartner, a mere 14% of teams are currently deemed ready for the evolution of procurement and the future needs of business.
Further, most hiring managers know what they are looking for in the present but might not consider whether a new hire's skills align with the company's long-term goals and the potential career opportunities on offer. It’s likely that in the next ten years, many of the jobs we have done in the past will simply not exist. So focus on what you can tell about a candidate’s future potential, and put your emphasis on those individuals who will be best equipped to handle a changing work landscape and be able to grow and evolve with an organization.
In an era where change is the only constant, hiring managers must not only scrutinize a candidate's past achievements but also delve into their soft skills—qualities that reflect adaptability, strategic thinking, and the ability to navigate the uncertainties that lie ahead.
Building a Diverse Team: The Imperative of Inclusive Hiring in Procurement
When we think about building a team, we don't want carbon copies of the same person—and as a hiring manager, it can be tempting to hire in your own image. This often happens subconsciously, so you need to be hyper-aware of affinity bias and look to interview a wide variety of candidates.
Hiring someone you "see yourself in" is natural, but it will reduce diversity and, in turn, your business's performance. It could also mean missing out on some valuable knowledge and skills. As well as embracing people from different backgrounds, ethnicities, and genders, you should also look for diversity of thought. Don't be afraid to hire a candidate who goes against the grain. Different backgrounds and viewpoints contribute to more robust decision-making processes, enabling the team to navigate complex challenges with agility.
Moreover, a diverse workforce reflects the varied demographics of clients and suppliers, enhancing communication and relationship-building. By harnessing the power of inclusion, organizations not only attract top procurement talent but also create a high-performing team that adapts, innovates, and excels in the ever-evolving world of procurement.
Navigating Fair Waters: Strategies for Controlling Biases in Procurement Hiring
Although some things about a candidate can't be defined on paper, and chemistry is important, you can't just hire by going with your gut.
You need to ensure you have solid data about a person's experience to back up what you feel about their potential. This can help you shut down any bias you may have internally or bias on your colleagues' part. It also means, in the event of making the wrong decision (which happens), you can show that you had your reasons and be comfortable you couldn't have known any better.
Another way to control biases is to ensure you involve a diverse group of interviewers in the selection process. This can help bring different perspectives and mitigate the impact of individual biases.
It might seem like overkill, but organizations should regularly review hiring data to identify patterns or disparities that may indicate bias in the recruitment process. Tracking metrics such as candidate demographics, interview outcomes, and time-to-hire can help identify areas for improvement.
The Journey to Recruiting Top-Performing Procurement Talent
Hiring the wrong person can and does happen, as does failing to identify someone with potential and letting them slip through the net. That's OK, as long as you are honest with yourself and your team, and you learn from it. And remember, becoming a good judge of character and skills will involve a lot of practice and effort, so don't be afraid to ask for second opinions and continue to develop to be better next time.