2014 Global SRM Research Report - Customer of choice

STATE OF FLUX

2014 GLOBAL SRM RESEARCH REPORT

PEOPLE & SKILLS 125

Figure 4.3. Supporting elements and structures for the SRM role – respondents answering yes

FORMALISED JOB PROFILE / DESCRIPTION (STAND ALONE OR PART OF A BROADER ROLE)

PERFORMANCE MANAGEMENT (SPECIFIC SRM ACTIVITIES INCLUDED IN PERSONAL OBJECTIVES)

DEFINED SKILLS AND COMPETENCY REQUIREMENTS

IDENTIFIED TRAINING SOLUTIONS FOR THE KEY SKILLS AND COMPETENCIES

SKILLS AND COMPETENCY ASSESSMENT COMPLETED

0% 10% 20% 30% 40% 50% 60% 70% 80%

Of those companies that have defined and recognised the unique nature of the role, 77% have created a job profile with more specifics including duties, organisational and physical location, grade, and remuneration. Later in this section, we will see there is an increasing understanding of the skills required to be an effective SRM practitioner, but here only 62% of companies report having defined those skills, and only 32% have completed a skills and competency assessment. Training solutions have been identified by 36% of companies, although, as we will see later, these do not always align to the needs of SRM practitioners.

Defining and recognising the role is important, but in reality it is more a statement of intent. What is critical to real success is building the role into one that is not only recognised in the organisation, but is sought after externally and seen internally as adding real value to the business while being a positive career development step for individuals. To determine whether or not this is happening, we have to link the previous data with follow up questions to determine how far the role has been developed. For those organisations reporting that the role has been recognised and defined, figure 4.3 . indicates the supporting elements and structures which have been put in place. It’s clear to see that while over half of our respondents report that SRM is defined as a specific role, considerably fewer have yet put in place the infrastructure to ensure the role is well defined, the skills requirements and capabilities clearly understood, with training solutions and performance management put in place.

Note: Defining the role and defining the job profile are different in that the role will describe high level accountabilities and responsibilities, and contribution to the business. The role definition could constitute a job in itself or be combinedwith another role as part of a job.