Talent is considered an organization’s most valuable
resource. Nearly nine in 10 CPOs consider talent
the most significant factor in driving procurement
performance, according to The Deloitte Global CPO
Survey 2017. Yet more than 60 percent of CPOs
don’t have policies relating to loyalty and retention,
the survey found.
Numerous factors contribute to an organization’s
difficulty in grooming, inspiring and retaining talent,
says Ryan Flynn, principal at Deloitte Consulting
LLP in Atlanta. At the heart is a changing workforce,
which affects the labor pool and the role employees
play in an organization, he says.
“On the non-talent side, over the last several years,
there’s been a stronger acknowledgement of the
value procurement generates for companies,” Flynn
says. “As a result, more companies are looking
to transform their procurement organizations to
deliver greater value to the business. This has led
to increased demand for procurement talent with a
more strategic and analytically-focused skill set.”
Employees are not created equal. Some aspire to move up the ladder. Others don’t. Some want to advance their skills — and have the ability and ambition to do so. Other employees, content to do their work, give no thought to other positions that might suit them.
Every supply management organization needs good, stable workers who like what they do.
However, to move forward, drive performance and meet changing needs, companies must
identify high-potential employees and develop strategic plans to groom and inspire them —
and retain them — for the future.
“A lot of companies don’t do talent management well,” says Brent Edmisten, vice
president of global supply chain, engineering and logistics at Excel Industries Inc. in
Hesston, Kansas. “And if you don’t maintain the talent, you won’t have the right people
when the company needs to grow or change, and you won’t survive.”
BY SUE DOERFLER