The recent Inc. article "Why Are Workers Really Quitting?" reminded me of a book I read many, many years ago titled Unstable at the Top by Manfred F. R. Kets de Vries and Danny Miller. The question you may have is, how does a book from 1988 have any relevance in the 2021 digital world regarding employee hiring and success? It is a good question with an equally good and compelling answer – employee success always has and will always start and finish with good management. The present-day Inc article reported that “a staggering 63 per cent of those employees with a bad manager are thinking of leaving in the next year." Meanwhile, in citing a 2018 Udemy study, the same article found that "nearly half of employees surveyed had quit because of a bad manager” and that “almost two-thirds believed their manager lacked proper managerial training.” The tie-in to the 1988 Unstable book would seem to suggest that while technology has achieved amazing breakthroughs in the candidate identification and acquisition process, employee retention continues to be undermined by some of the same leadership issues from the past. Perhaps this is why most new hires, from frontline workers to
At this year’s Zycus Horizon 2021 conference, I have the privilege of talking with three top procurement executives and industry thought leaders regarding how they “blazed a trail” for digital transformation success within their organization. Joining me for what promises to be an exceptional panel discussion are Pim Willems, Director, Global Sourcing & Contract Management at DANONE; Nicolas Gonzalez, Associate Director, Global Source-to-Contract at MONDELEZ; and Deborah Dunne, Global Director, Indirect Procurement at CLARIOS. Discussion Points: In this highly energized 20-minute session, Pim Willems will talk about how his experiences working with Sales, Procurement, Logistics, Outsourcing, and People Management has helped him to blaze a digital transformation trail with Danone. Deborah Dunne will share her experiences with starting up a new global Indirect Procurement organization in Clarios due to M&A divestiture from Johnson Controls to leverage digital procurement to achieve the company’s strategic objectives. Finally, and in his role as Digital procurement enablement/Procurement Digital transformation leader at Mondelez, Nicolas Gonzalez offers essential advice on setting realistic objectives and establishing best practices to successfully power change with digital procurement. Outcome: By attending this session, you will gain an inside look at how top global companies embrace the digital promise and transform their
The year that was: A look back on the highlights from the Procurement in 5-Minutes podcast’s first season
Back in the 1960s artist, Andy Warhol said that everybody would be famous for 15-minutes. He was right with his prognostication with one slight twist – in today's world of social media, everybody's moment in the sun comes at the same time and repeatedly. Against this expansive backdrop of a shared versus individual spotlight, it can be challenging to launch a new podcast and gain immediate traction. There are, of course, so many terrific podcasts, such as Sarah Barnes-Humphrey's Let’s Talk Supply Chain – which just hit the 30,000 follower mark, and the NIGP’s Decisions That Matter show that is setting the new standard for procurement's use of the podcasting platform. Don’t get me wrong; the procurement world is one of mutual respect in which supporting one another’s efforts regardless of the form said efforts take is commonplace. So, when we refer to other podcasts, we do so from the standpoint of their raising the bar of quality content versus competition. In short, if we were going to do a podcast, it had to offer great content in a unique and highly consumable format. PI5M is Born Coming up with a unique and highly consumable format that offers excellent
An Inside Out Look at Hiring Procurement Talent: A Parable of the book Acres of Diamonds by Russell H. Conwell
(A guest post by Octavian Cuntan, Head of IGS Category Management & Business Transformation Projects at Bombardier Transportation - Stockholm, Sweden) There is so much talent in the world, and for the most part, we are blind, or we cannot seem to be able to identify it. Why is that? Do we lack the tools, the time, or do we lack the proper training? I must admit I did not spend that much time thinking about this until I became a "people manager." Before then, my preoccupation was from the perspective of the employee who seeks internal or external development opportunities, but not from the perspective of someone who could actually influence this process. When talent is abundant, as is now the case due to covid-19 resulting in companies closing operations, reducing or sending their employees on furlough, we might find it easier to look for talent externally. Not to be misunderstood, looking externally or outward to evaluate the talent market is OK and should happen, regardless of the times. After all, and even before the pandemic, we were already moving toward a brave new world of remote working and the "gig" economy. The current crisis accelerated our transition
“A good manager will understand the requirements of the business and be able to assess the personal attributes and candidate skill set to see if there is a match. This takes a lot of time and experience in the organisation and in supply chain in general." – Mark K., Supply Chain Canada 2020 In the world of professional sports – no matter what the sport is, there is no such thing as bad teams only bad managers. At least one would think this is the case when a manager or coach is "fired" because a team is not performing to expectations. But is this a fair assessment? Is team performance the sole responsibility of the manager? During my recent presentation at the Supply Chain Canada 2020 Conference in which I talked about the importance of "rehiring from within" the question of manager, responsibility was an underlying theme as demonstrated by the above comment. In short, and please delay giving a reflex response, to what degree are managers responsible for the success or failure of their procurement teams? The Lay of the Land We have all heard of the numerous surveys and reports of how most CPOs believe that their
Horses, Carts, and Resume Robots: Why more than 50% of all new hires fail within the first 18-months
There was an interesting article in LinkedIn this weekend by Andrew Seaman titled How to make resume robots happy. It was a short and engaging read in which Seaman provided a couple of useful tips on how to "wordsmith" your resume, including formatting. The reason that resume wording and format are so important is because the applicant tracking systems that process a "flood of resumes" have a unique way of reading information. Regardless of your qualifications, if your resume content is not within the system search parameters - including keyword matching, rejection of your submission is likely. At this point, you may think that today’s article will focus on getting your resume “system ready” or "friendly" to increase your odds for selection. While writing an effective resume is a good topic, in truth, worrying about how a system will read your resume as a priority is like putting the proverbial cart before the horse. The real question that needs asking (and answering) is not how to get your resume accepted and through a system, but whether there is an actual cultural and personality match with a prospective employer in the first place. Be Careful About What You Wish Getting
In an exclusive Sourcing Solved series of one-on-one interviews with job candidates, we asked about their experiences during a virtual versus in-person interview, and which they prefer. With this survey, we want to hear your thoughts. SURVEY TIME: 1-Minutes Create your own user feedback survey The results of this survey will be analysed and shared by way of a Special Report-Knowledge Note in the next quarter.
Sourcing Solved conducted a series of interviews with job candidates who had recently gone through a virtual interview process to get their take on the experience. The objective of the research is to gain much-needed insight into what is now - and for the foreseeable future, the new normal for candidate assessment. In the following article, we will share with you the results from three of these interviews. Person One (public sector role) – Remote interview conducted via Teams. Their first-ever meeting carried out virtually. Candidate was concerned with what to wear. After the interview candidate said, they felt uncomfortable 'entering' the room, in the absence of the usual handshake and intros. Candidate found the overall process more "robotic" than a typical interview, and quite stilted. Said they didn't know how to wrap up the meeting without the usual etiquette. Their general feeling was that it was not their best performance, due to unusually high nerves. The candidate didn't get the job. On a side note, this person is extremely competent, can always talk the talk and rarely walks away without winning the job. The whole process massively fazed him. The following comment illustrates this last point; "I feel you
There are some amazing women in the procurement profession. People such as Kelly Barner, Sylvie NOËL, Virginie VAST and Elvire Regnier Lussier, only to name a few who immediately come to mind. Thinking about all the things these women have accomplished, I am both confused and sadly disappointed regarding the results of a relatively recent CIPS survey regarding pay equity. Perhaps in writing this, you can help me to understand the statistics to gain some missing insight because no matter which way you look at it, like the Rubik's Cube on my desk the coloured squares do not line up. Just the Facts While the October 2019 results reported by CIPS indicates that the "average pay gap in the profession overall narrowed slightly, from 23% in 2015 to 21% in 2019,” when women are "promoted" to a higher position, this gap increases significantly – and not merely by a few percentage points. According to CIPS, the gender pay gap for a senior position has risen from 15% in 2015 to 35% in 2019. It is as if women are being " penalised " for excelling at their jobs. Regardless of gender, who in their right minds would take
INTRODUCTION: Reading the article on "unconscious bias" by Michael A Massetti who is the Vice President, Gartner for General Managers - High-tech, is one of those moments where harsh reality collides with passive illusion. What he has done is remind us that overt or intentional bias is not the biggest challenge in achieving equality. The following are my thoughts on the power of Michael Massetti's words and why we all need to pay more attention. There is a saying that ignorance of the law is not an excuse for breaking it. In the same way, a lack of "conscious" awareness is not an excuse for bias. However, not knowing you are exhibiting bias because of the ingrained views you have ingested over the years through a stereotyping osmosis is a more difficult problem with which to deal. There is, of course, the obvious visceral reactions that can occur within a blink of an eye. For example, if you take the same route home from work every day, eventually you do not think about the turns you make or the intersections at which you stop for a light. Your mind has gone on autopilot. The only time you are "awakened"