Public procurement officials face new demands, but automation and cooperative arrangements can help lighten the workload
Procurement utilities face many demands, says Tom Hunley, product marketing manager at Job offer. His firm provides governments and other organizations with the tools to attract, engage, hire and retain the talent that drives success by delivering talent acquisition software, an agile solution, and services to automate processes and help. recruiters to hire top talent more effectively. Its tools improve recruiter efficiency by removing repetitive administrative tasks to hire the right talent twice as fast through automation.
Like all organizations, government procurement departments are currently facing some disruption, such as the Great Resignation, the shrinking job market, and a workforce accepting remote work, Hunley said. Cooperative solutions. “This creates a number of challenges, including heavier workloads per person and per department. Many organizations are redefining contractual relationships to reduce expenses, resulting in more work for purchases beyond their typical contractual cycles.
Hunley says cooperative purchasing agreements can be an advantage for smaller public procurement agencies. “Cooperation contracts save time, costs and resources across multiple entities. Having a single point of contact for research, negotiation and execution of the process reduces duplication of efforts in these organizations. He adds that overhead can be reduced by allowing one resource to do the work for several: “All cooperative entities save money by not having to go through the purchasing process separately.
Cooperative agreements can be used as a tool to help small-staffed procurement departments keep up with their workload, says Hunley: “Purchasing resources on a large scale allows lighter departments to have access to capacities that may not be offered by smaller budgets. The customization and automation of high-end tools can increase the efficiency of different departments and users.
Small businesses and disadvantaged suppliers can probably be more competitive through cooperative arrangements, adds Hunley: “Cooperative purchasing can open up customers to local, small, or disadvantaged suppliers. These companies may not have the capacity to work with multiple clients individually, but if the clients are grouped into one client, these vendors are able to manage these contracts.
Hunley adds that government procurement teams can use tools like templates to keep their discovery process running smoothly across the board. On the recruiting front, Jobvite offers a Request for Proposal (RFP) model to give organizations a holistic view of what is needed for a robust talent acquisition platform.
Hunley says his company has the ability of multiple entities to share resources if they buy a solution together. “If these organizations are able to share data between municipalities, Jobvite can make it easier to use the platform to extend their processes. Jobvite offers robust offerings for organizations of all sizes, from small to global. Even without sharing resources, an entity can maximize its efficiency by using Jobvite’s automated tools. The firm’s Jobvite talent acquisition suite offers a complete recruiting solution. The company’s products are not available under cooperative purchasing agreements at this time.
Procurement managers can try a unique strategy when team members retire, says Kurt Jones, senior product manager at Jobvite. “Talent acquisition teams need to take a recruiting marketing approach in order to sell the benefits and value of working for state or local government as a career opportunity. Their identified talent audience will want to understand some of the benefits of working in local government and state in the short and long term. Jones says recruiting marketing efforts might include interviewing current employees or even retiring employees and asking them what made their decision to work in local and state government an experience of positive career. “This content can then be used to market to their audience and share the appeal of this type of career,” says Jones.
Jones says similar techniques can be used to recruit more professionals from blacks, Hispanics, Aboriginals, people of color, women, small businesses and other under-represented groups. He says that, as with any audience, there needs to be a connected content strategy for these under-represented groups that explains how they can thrive in the recruiter’s organization. “It’s especially important to help your talent audiences feel connected to current employees through social media content, blogs, videos and recruiting events. For an under-represented audience to consider working for an organization, multicultural representation must be evident throughout the recruitment process. People want to know that current employees who are like them have been successful in this area.
Jones urges public procurement recruiters to take several steps when navigating campus recruiting to attract early-career professionals:
- Make sure the outreach includes college and university affinity groups and multicultural groups on campus to broaden the reach of applicants.
- Check that job descriptions are not biased and make sure the language is inclusive and representative of the values of the recruiting organization.
- Make sure that these job descriptions are available in multiple languages on your agency’s career site. It’s another way to appeal to a larger audience of talent.
Jones says recruitment marketing efforts for diversity and inclusion (D&I) could include interviewing current employees as well as agency employees who are about to retire. These employees could be asked, he says, what made their decision to work in local and state government a positive career experience when it comes to diversity and inclusion.
Michael Keating is editor-in-chief of US city and county. Contact him at [email protected].