94
A ‘real’ job A good place to start when looking at the people and skills element of SRM, is to deter- mine the degree to which the role is recognised as a specific role in the same way that other business disciplines are. The two charts below are linked in that the ‘yes’ respond- ents to the first question: ‘is SRM defined and recognised as a specific role and discipline within your organisation?’, were then asked a second question: ‘what elements of the usual infrastructure to support a properly defined role are in place?’. It’s clear to see that while around 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 capability clearly understood, with training solutions and performance management put in place.
Figure 4.0. Is SRM defined and recognised as a specific role and discipline within your organisation? – buy side
DON’T KNOW 3%
NO 48%
YES 49%
Figure 4.1. What elements of the usual infrastructure to support a properly defined role are in place?
80%
74%
49%
46%
38%
FORMALISED JOB PROFILE / DESCRIPTION (STAND ALONE OR PART OF A BROADER ROLE)
PERFORMANCE MANAGEMENT (SPECIFIC SRM ACTIVITIES INCLUDED IN PERSONAL OBJECTIVES)
SKILLS / COMPETEN CIES INVENTORY
SKILLS / CAPABILITY ASSESSMENT
IDENTIFIED TRAINING SOLUTIONS FOR THE KEY SKILLS / COMPETENCIES
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