procurement
WE WANT TRAINED PEOPLE , BUT NO ONE HAS THE TIME TO TRAIN THEM . WE WANT EXPERIENCED PEOPLE WITHOUT PROVIDING THEM ADEQUATE ON-THE-JOB EXPERIENCE TO BUILD THE SKILL SETS REQUIRED .
mirror images of each other . Furthermore , these directors are vying for the same resources , which means the same candidates might compete in multiple , almost-identical competitions . Yearly collective staffing would put an end to this , and standards must be created and decided upon across government for each PG level , perhaps even using the certification program standards as the measurements for certain levels . For example , level one certification could be a standard used for the PG04 level . One competition per year for each level , using these standards , would create a pool of available PGs for all departments to choose from . This would not only lead to efficiencies in time and effort , it would also lead to standardizing the PG levels and an increased focus to the certification program , giving more credibility to our group as professionals .
INVESTING IN PEOPLE
A vibrant , strategic procurement group can mean the difference between average achievements and truly outstanding corporate performance . PGs are uniquely positioned between the corporation ’ s comptrollership functions and their clients ’ operational needs , giving them knowledge and information other groups may not have . We can see consistent needs across the organization that can be met through strategic , effective , creative and agile procurement solutions . Organizations must acknowledge the vital role their PGs play in the organization ’ s success and instil in their PG teams a sense of their value and criticality . Investing in PGs will empower and motivate them to achieve greatness .
Management must also ensure appropriate training for PGs . Access to and frequency of mandatory PG training courses has improved in recent years , but management often struggles to ensure employees are given adequate time and funding to complete them . We want trained people , but no one has the time to train them . We want experienced people without providing them adequate on-the-job experience to build the skill sets required . Our day-to-day operational requirements are so demanding that it can seem impossible to set aside time for training , but this attitude is short-sighted . With the skill set demanded of a PG changing , increasing training and education is more important than ever . Investment in our people will pay back in terms of their technical skills on the job , and also in their job satisfaction and decision to remain in the PG stream throughout their career .
We need to invest heavily in programs such as the Public Services and Procurement Canada Intern Officer ( PSPC IO ) Training program , a long-standing program with obvious and proven success . Such programs provide the critical training and experience to grow PG employees and prepare them to take on procurement positions . Investing in this type of prestigious occupational training will help resolve the shortage in PGs , ensure PGs of the future are ready to meet our new demands and entice more people to join the PG group .
Alternate learning opportunities must also be provided . Assignments within departments are excellent ways to invest in PGs and help grow their skill sets , benefitting each individual but also the organization as a whole . More secondments between departments would give employees the opportunity to learn about procurement in a variety of organizations . Wellversed , experienced PGs with a wealth of broad experiences will bring success to the whole community . Mentoring is also an excellent learning opportunity , for both the mentor and the mentee . A mentoring relationship is incredibly useful in sharing lessons learned among PGs and facilitating the transfer of corporate knowledge and memory . Investment in our people should continue with a commitment to informal learning opportunities such as job shadowing , “ lunch and learn ” -type presentations and reading to stay current with developments in the procurement world . Perhaps PGs could be offered professional days to work on their Candidate Achievement Records for the certification program , or take on stretch assignments . Finally , consideration must be given to the many employees who are satisfied at their current levels and don ’ t wish to
LOOKING FOR PUBLIC SECTOR SUPPLY CHAIN TRAINING ?
The Supply Chain Management Association ( SCMA ) is Canada ’ s largest professional supply chain association and has over 2,000 public sector members .
While supply chain skills are transferable from one sector to another , those in the public sector have added components of regulation , transparency and defensible decision-making not found in the private sector .
SCMA ’ s Supply Chain Management Professional ( SCMP ) designation program includes a seven-week course on public sector procurement , and SCMA will be launching additional new public sector workshops and courses in 2017 .
SCMA continuously collaborates with other organizations , such as the Canadian Public Procurement Council and the Treasury Board of Canada Secretariat , to identify and address knowledge and training gaps in the public procurement field .
For more information about SCMA ’ s programs , visit : SCMA . com .
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