Andrew Daley was recently interviewed by one of the leading procurement and supply chain job boards www.supplychainonline.co.uk
The interview covers Andrew’s opinions on specialist job boards, the use of social media in recruitment and his concerns about the future of Linked In. He also talks about the benefits of forming effective working relationships with recruiters and the qualities to look for in a potential new boss.
You can read the full interview here:
Here’s an excerpt from our Procurement Quarterly Market Update for the second quarter of 2015.
The second quarter of the year brought a UK general election and further concern about the economic stability of the Eurozone. At Edbury Daley, we saw a drop in the number of new procurement vacancies coming to the market prior to the election. With opinion polls predicting a hung parliament and political commentators speculating on which parties would be capable of striking a marriage of convenience to create a majority, uncertainty was rife in the business world.
For many businesses that uncertainty manifested itself in delayed hiring decisions with positions pulled or postponed. The unexpected Conservative majority provided a considerable boost to business confidence but also introduced the prospect of a referendum on the UK’s membership of the EU. For those businesses reliant on trade across EU member states a new uncertainty was created by the Conservative manifesto.
The wider economic landscape had a filtering effect on those business looking to hire. Those truly committed to expansion still went ahead and searched the market for the procurement people they needed. The more tentative recruiters drew back and waited. The impact at Edbury Daley was a surge in conversion from job instruction to placement.
Those businesses which still hired enjoyed the benefit of a window of opportunity whereby the strongest candidates briefly had slightly fewer potential career moves to choose from. Coupled with our advice on salary and talent attraction they were able to strengthen their procurement team during Q2.
The more tentative recruiters made little progress with sluggish recruitment processes and weak financial offers to the strongest candidates leading to offer rejection. The candidate market proved too competitive for those businesses unable to adapt to changing conditions and many still have unfilled vacancies that are months old. Specifically, these business recruitment processes’ were too cumbersome with excessive timescales and too many interview stages which results in a poor candidate experience. Several also suffered from wider company issues such as hiring freezes and changing corporate goals.
To address this issue directly, Edbury Daley conducted a survey amongst one hundred procurement professionals gauging their response to various components to a typical corporate recruitment process. Using the results as a basis for best practice, we have advised a number of clients who have been agile enough to implement a number of changes to improve their time to hire. You can see the results here. Procurement leaders who had endured multiple offers and rejections over the past six months are now getting the people they need in to the team.
The overall picture remains that the very best performers in procurement are hard to attract away from their existing employers. Post recession, businesses are more willing to provide basic salary increases and bonus payments to their best people. In addition, we are witnessing an increase in the counter offer on resignation. This last ditch attempt by the current employer is often too late to prevent the valued member of the team leaving but is a clear indication of the perceived difficulty of recruiting a high quality replacement. This trend is seen in the wider jobs market:
“our own survey indicates that three-quarters of organisations have struggled with recruitment challenges in the last year, particularly when filling skilled or niche roles” Mark Beatson, Chief Economist at the CIPD
If you would like to receive a copy of the full report please contact Simon Edbury via firstname.lastname@example.org
Our report on the job market conditions for procurement professionals and associated markets in the second quarter of 2014 features some interesting and largely positive developments. Whether you read this with the mindset of a hiring manager or with an eye on your own career, this analysis provides very informative reading. Headlines include:
- We are seeing some classic symptoms of a recovering job market for the procurement profession.
- Technology remains the most sought after area of indirect spend category expertise.
- The Spend Management Technology market continues to grow rapidly.
- Consultancies face challenges around balancing resources.
The full report is available here: Q2 2014 Procurement Market Update Featuring The Indirect Spend Index
Client: International Banking Group
Position: Category Manager, Latin America region
The client needed to make a vital appointment for a key area of indirect spend as part of their transformation project to develop a truly international procurement capability.
The role had been vacant for several months and was becoming an urgent requirement despite the best efforts of local agencies and the in house recruitment/HR teams. The UK based hiring manager needed some fresh impetus in the process, ideally in the form of stronger candidates to consider and discussed the problem with us.
Despite us never having worked on roles in Mexico before, we were very confident that we would identify the most relevant candidates in the area quickly based on our previous success in other new locations and the transferability of our core recruitment methods.
Edbury Daley’s Head of Research, Raluca Pirvu ( an experienced international recruiter who is fluent in four languages) then worked closely with Andrew Daley to quickly assess the local talent pool and define a suitable strategy to identify and target the most relevant candidates for the role in question.
Our process included the following tools and techniques:
- Conducted an initial assessment of the local talent pool using our global database and online research tools.
- Using our in depth knowledge of the best international sourcing teams, we identified several target organisations to prioritise as part of our research for suitable candidates.
- We spoke to trusted contacts in our existing network to seek recommendations and local market knowledge. e.g. our contacts in North America recommended current and former colleagues in South America.
- We researched the cultural differences in the local recruitment market to understand how best to approach the most relevant candidates.
- We prioritised six stand out candidates and engaged with them via e mail in the first instance due to the time differences. We also approached four additional candidates with very relevant experience.
- Any candidates that didn’t respond to our initial communication were followed up within 48 hours and where necessary a third time 48 hours later, resulting in all ten responding to our approaches.
- Video and telephone interviews were arranged with the best candidates to assess their suitability, affordability and interest in the role.
- All the relevant information was passed to the UK based hiring manager and local HR teams for them to assess and decide who they wished to prioritise for interviews.
- We then liased with the clients HR team throughout the recruitment process providing the same level of support that we do with all of our work, in order to maximise the likelihood of the chosen candidate accepting our client’s offer of employment.
The successful candidate is now working her notice period before joining our client and her feedback on the guidance and support we provided to her is the source of great professional pride to our team here.
The key reasons why we have delivered effectively for our client on this and many other similar projects is that we know our markets intimately, we research any new geographical areas thoroughly, and then apply our tried and tested recruitment processes using all of our skill, tenacity and experience.
We’ve experienced a very positive start to year in terms of the recruitment market conditions for procurement professionals. Last year saw a marked improvement in the number of quality opportunities available in the market, with a particularly strong final quarter, and that increased demand has been sustained in the early months of 2014. Competition for the best procurement people remains fiercest in the middle market, experienced Category Managers in particular, but there is also healthy demand for emerging talent with strong academic backgrounds and a slight increase in the number of leadership roles. These are very encouraging signs for the profession and excellent news for those seeking to move roles in 2014. To view the Q1 indirect spend data and read the rest of our report please download the Procurement Quarterly Market Update Q1 2014