procurement
instil confidence in the rigor of the procurement process and further strengthen the professionalization of the PG group .
Furthermore , at the Treasury Board Secretariat ( TBS ), the central hub of comptrollership within the federal government , a leadership position should be created to represent the PG community . A position of chief procurement officer ( CPO ) could represent the PG group as the chief financial officer ( CFO ) does the financial management ( FI ) group and the chief human resources officer ( CHRO ) the personnel administration ( PE ) group . Giving the PG community a voice at the leadership table will set us up for success and enable us to reach our full potential .
Classification standard The PG classification standard needs to be revisited . The current standard dates to 1990 and is not applicable to current PG work expectations , nor will it be relevant to the PG of the future . An updated classification standard must be a priority to ensure pertinent job standards and compensation appropriate for the PG role , including the specialized skill set required and the inherent risk in procurement work . This will help in recruiting people to the PG category and retain them .
WITH AN ESCALATING VACANCY RATE AND FURTHER SHORTAGES PREDICTED , WE MUST INVEST IN THE FUTURE . RECRUITMENT MUST BE ONGOING AND IT MUST BE A PRIORITY .
Professionalization Discussion about the PG classification standard often raises debate about whether the education standard for PGs should be changed from a minimum requirement of a high school diploma to a post-secondary education , or perhaps a degree . Compared to similar comptrollership groups , such as the FI community requiring a degree , the current PG minimum educational component could be seen as a barrier to the professionalization of the group ; however , simply changing the educational standard for PGs will not professionalize the group . By developing and building the community , the function will become professionalized , and this will attract the type of employees needed . This does not mean only those with degrees , as professionalization is tied to more than education .
An important identifying factor of professional groups is the understanding that there are distinguishable criteria that must be met . By ensuring members meet these benchmarks , professionalization is solidified .
Identifying a functional authority for procurement within each department will play a major role in the professionalization of the PG group . A group of such functional authorities could be created to play the role across the federal government that a Contract Review Committee does internally for each organization . This gathering of the senior procurement group representatives to review government procurement strategies will ensure sound application of contracting rules and regulations across the government and allow aggregate planning and strategic procurement opportunities .
Recruitment With an escalating vacancy rate and further shortages predicted , we must invest in the future . Recruitment must be ongoing and it must be a priority . We need a constant flow of new , keen people to join our group who are willing and able to learn and grow . The need for procurement personnel will never disappear , and we need to keep attracting and developing capable people .
We have to engage college and university students to create awareness of a career in procurement . We must create strong partnerships with post-secondary institutions and look for opportunities to influence and participate in educating tomorrow ’ s PG population , including co-developing course content and case studies related to federal procurement . It is essential that we continue to employ students through programs such as the Federal Student Work Experience Program ( FSWEP ) and co-op placements . This will give them firsthand experience and insight into the wonderful career that the PG community can provide , and if the experience is good , they ’ ll tell their friends .
Internal recruitment opportunities should not be overlooked , and we must also consider individuals with the potential to be outstanding procurement employees . There is resistance to bringing in people without hard contracting skills , and this will harm our group in the long run . Contracting skills can be learned , but vision , strategic thinking and leadership skills cannot be so easily acquired . Intense operational demands mean most organizations can ’ t dedicate the time and effort required to train high-potential individuals who aren ’ t able to hit the ground running in a contracting environment , and potential leaders are passed over . This is short-sighted , and the understanding that we need space to invest in highpotential people needs to come from the top down . We need capable , smart , interested individuals who are willing to learn PG work and contribute to the PG workforce of the future , and we need to create opportunities at all levels .
We will always require experts who know procurement rules inside and out , but a better mix of knowledge and potential should be supported . We need to change the focus of our priority in staffing from straight experience to a hybrid of hard contracting experience and soft skill potential , with candidates who show strengths in softer competencies valued just as highly . Again , procurement can be learned , but innate leadership skills cannot .
Collective staffing : Creating “ standing offers ” for qualified PGs Collective staffing is a must . Currently , multiple directors across the federal government are using their valuable time to run competitions over and over again , which are almost
28 • SUPPLYCHAINCANADA . CA • SCMA