PEOPLE
Summary
Lack of consideration of skills and investment in training continues to be one of the weakest features of SRM practice. Nearly a third of followers, the largest group in our sample, have no provision for SRM training at all. Organisations rank communication, strategic thinking and influencing, as their top three most important SRM skills, in descending order of importance. But there is a gap in the provision of training: 41% of organisations see communication skills as a priority for improvement, but only 17% are providing training. Similarly, 53% want to improve strategic thinking, but just 10% are looking to develop the capability in their SRM practitioners. Only 46% of organisations have provided SRM training in the last 12 months, and 24% have not completed the people and skills development steps that result in effective training. For organisations to improve return on SRM, they must increase their focus on people.
R egardless of how well programmes have paid close attention to involving the right people internally, assessing their skills and developing training to meet their needs. But, sadly, that is not often the case and we find that the approach to developing and recruiting people for SRM is too often weak. Successful SRM requires a broad range of so-called ‘soft’ skills. Some recognise that the SRM role creates a different demand for skills and competencies compared with procurement roles such as sourcing and category management. Nonetheless, SRM roles are frequently filled by people who have built careers in those roles. organisations plan SRM, it is people who make it come to life. The most successful SRM Skills and their importance The chart opposite ranks skills in order of importance, from top to bottom, according to our data. The chart bars show where organisations see the greatest need for improvement, and where they have already delivered training.
Organisations rank communication as the most important skill they require for SRM. Indeed, the data shows 57% say it is in their top three. Communication should go well beyond speaking and writing clearly; it should include empathy, as well as the ability to listen and comprehend. For SRM, an ability to communicate effectively with a wide range of stakeholders from the C-suite to operational teams is vital – it is the most important skill. The second-ranked SRM skill is strategic thinking. SRM requires a strategic thinker who can grasp the big picture and set direction. They need to be conceptual and directional and link the future with the past to grasp new opportunities. In our survey, 49% of companies put strategic thinking in the top three SRM skills. Completing the top three skills is influencing, which is cited by 48% of survey respondents. A combination of communication, negotiation and persuasion, influence is about getting the necessary buy-in for a business decision from all stakeholders. It is about developing and making the most of personal connections and inspiring confidence.
57% OF ORGANISATIONS RANK COMMUNICATION IN THE TOP THREE SKILLS THEY REQUIRE FOR SRM 46% OFCOMPANIESREPORT HAVINGPROVIDEDSOME FORMOFSRMTRAINING IN THELAST12MONTHS 24% HAVE NOT COMPLETED THE PEOPLE AND SKILLS DEVELOPMENT STEPS THAT RESULT IN EFFECTIVE TRAINING
60
STATE OF FLUX
Powered by FlippingBook