ARTicle
STATE OF FLUX
2014 GLOBAL SRM RESEARCH REPORT
138
DEFINING THE ROLE
There are two key areas that contribute to role definition – job design and an underlying competency framework. The table below summarises the goals and proof points.
GOALS
CONTRA-INDICATIONS
PROOF POINT
1 ––– JOB DESIGN
ö ö An SRM specific role profile and job description exists.
SRM is seen as a set of additional duties that have been appended to an existing role (e.g. category manager or service delivery manager). The competency framework does not include SRM specific skills and disciplines, or is generic in nature.
Supplier relationship manager is a defined job role with a specific job description.
2 ––– COMPETEN- CIES
ö ö SRM relevant competency framework exists. ö ö Validated using multiple inputs from the business and externally benchmarked. ö ö Reviewed in last 18 months.
An SRM competency framework is used to drive hiring, development and performance management.
ATTRACTING TALENT
Here there are three areas to be considered: how the supplier relationship manager role is positioned and ‘branded’ internally; the underlying hiring strategy; and how people are on-boarded to the role:
GOALS
CONTRA-INDICATIONS
PROOF POINT
3 ––– ROLE ‘BRANDING’ 4 ––– HIRING STRATEGY
Under-acknowledged efforts, uncommunicated expectations, etc.
ö ö Internal communications exhibits.
The SRM role is openly promoted as strategically important to the business by the executive team.
ö ö SRM centric hiring profile. ö ö Time to fill open position metrics. ö ö Talent retention metrics (especially first six and first 12 months). ö ö SRM specific on-boarding checklist. ö ö Time-to-productivity metrics.
Generalised hiring profile creates a shortlist of candidates who are not suited to the role (e.g. attracting category managers with no SRM expertise).
SRM addressed as a discrete job role. An effective hiring profile shortlists good calibre candidates and SRM positions are filled quickly.
5 ––– ON- BOARDING
Supplier relationship managers struggle to define their role and are left to it to come up to speed. The ‘in at the deep end’ experience prevails.
New hires are effectively brought on board in a structured and systematic way to achieve full productivity.
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