Talent Management
description
Transcript of Talent Management
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Innovators Forum - 2014
Talent Management
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Agenda
• About the Innovators Forum• Background & Perspective on the 2014 Topic• The Case for Change• Talent Management Framework• Summary of the Group Discussion and White Paper• What Happens Next• Questions
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About the Innovators Forum
PurposeEngage in analysis and
discussion of major issues impacting higher education and
procurement
GoalDevelop roadmaps that
procurement professionals can use
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2014
OBJECTIVES
• University Strategy Trends and Procurement’s role
• What practices needed to attract and retain people with the right skillsets
• Evaluate the issues and challenges
• Provide an integrated framework and useful roadmap
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Participation and Support
Procurement Officers• William Cooper – UCOP• Lisa Deal – University of Florida• Eric Denby – University of Virginia• Sandy Hicks – University of Colorado• Ted Johnson – UCSD• Jason Knoch – Princeton• Gary Kraft – University of Nebraska• Nichol Luoma – Arizona State University• Paul Martin – Rensselaer Polytecnic• Valerie Rhodes-Sorrelle – Grand Valley
State• Barry Swanson – University of Kansas
Business and HR Officers• Geoff Barsch – University of Colorado• Diane Goddard – University of Kansas• Matt Hawks – Rollins College• Maria Martinez – Rollins College• Betsy Rodriquez – University of Missouri• Howard Teibel – Teibel, Inc.
With Support From
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Case for Change
Universities pursue aspirational goals
Students
Local Communities
Global Issues
Procurement needs talent to become an
essential partner
Process
Technology
People
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What Do We Mean by Talent?
A person or group of people with a special
ability to do something well
• Single biggest driver of results• More important
than experience
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Talent Management Framework
There is a direct relationship between talent and business performance
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Organizational Strategy
CRITICAL PROCUREMENT STRATEGIES
• Recognized as an essential strategic partner
• Define and communicate procurement’s value proposition
• Proactively engage campus constituents
• Be a provider of essential information
• Drive process redesign to be of service to the campus
University
Procurement
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Talent Strategy
What key competencies are needed to achieve strategic goals?
KEY PROCUREMENT COMPETENCIES
• Develop compelling business cases
• Sell and influence diverse stakeholders
• Prioritization and management of complex projects
• Skills in critical thinking and adaptability
• Build and manage relationships with a wide variety of stakeholders
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Talent Acquisition
Selection is more important than training and attraction is better than recruitment?
RECRUITMENT / ATTRACTION
• Develop and sell an exciting image
• Emphasize professional growth and investment in people
• Revise job descriptions to emphasize talent skills
SELECTION
• Develop an evaluation team with different roles
• Develop behavioral based questions to evaluate key talent attributes and cultural fit
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Talent Performance
People quit their supervisors before they quit the organization
PERFORMANCE MANAGEMENT
• Align individual goals with broader strategies
• Incorporate self assessments and 360 degree evaluations
• Develop strong coaching programs
DEVELOPMENT
• Develop visible career paths and curriculum maps
• Provide committed training funds
• Develop mentorship opportunities
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Barriers and Challenges
Does procurement need to re-brand its image?
• Competing for talent against other industries
• Offering competitive salaries
• Support from leadership
• Retaining talent – will they stay engaged
• The “back office” perception
• Salary benchmarking practices
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Actions We Can Take Now
Developing the ideal solution will take time. Don’t wait!
• Evaluate and complete a skills assessment
• Read the University’s strategic plan and align goals
• Identify key executive sponsors who will provide support
• Develop a re-branded procurement concept and market it
• Solicit feedback from stakeholders
• Develop metrics to track value creation
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What’s Next
NAEP’s focus on talent management
• Distribution of White Paper
• NAEP’s work on Competency Model resources and implementation
– Complete Competency Gap Analysis
– Create additional Interview Guides
– Expand competencies currently mapped to Procurement Academy and other talent development programs
• Discussion at other professional group meetings
• Link outcomes to future annual/regional meeting programming
• Select topic for 2015
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Questions