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

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Presentation on theme: "Strategic Management of Procurement Staff Jim Richardson Department of National Defence 02 Oct 07 Canadian Forum on Public Procurement."— Presentation transcript:

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

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

3 2 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

4 3 Profile (cont’d) 85% work in the National Capital Region Average age is % women Good representation from all Employment Equity groups (except Aboriginal)

5 4 The Current Pressures Retirements + new work means capacity for current workload is limited 130 vacancies 06/ vacancies 07/08 Linguistic ability needs strengthening Ability for managers to coach, mentor and develop staff is limited

6 5 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

7 6 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

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

9 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 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 INTEGRATED WORK PROCESSES SUCCESS – ACTIVE PARTICIPATION Individual, Organizational and Functional Community ETHICS AND VALUES WORKING TOGETHER Partnerships, Effective Relationships Community Management Framework LEADERSHIP – HR Planning, Functional Direction, Management Support

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

11 10 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

12 11 Coaching and Mentoring Enabling the learning of important skills Preservation of corporate memory Retention of staff Orientation for new recruits Career development Succession planning

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

14 13 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

15 14 Questions? Contact Jim Richardson at: or Contact Jack Cruickshank at:


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