TALENT MANAGEMENT IN PUBLIC SECTOR PROCUREMENT: GOOD OUTCOMES REQUIRE GOOD PEOPLE

1. TALENT MANAGEMENT IN PUBLIC SECTOR PROCUREMENT: GOOD OUTCOMES REQUIRE GOOD PEOPLE A PRESENTATION TO THE 10TH EAPF – KAMPALA, UGANDA BY DAVID KIYINGI NYIMBWA LLM, FCIPS ACCOUNTANT GENERALS OFFICE MINISTRY OF FINANCE, PLANNING, AND ECONOMIC DEVELOPMENT UGANDA 2nd November 2017

2. Session Highlights

3. INTRODUCTION • Public sector leaders around the world face common set of challenges that include how to manage their Human Capital/ Talent. • Today, organizations [Public or Private] know that they must have the best talent in order to succeed in the hyper-competitive and increasingly complex global economy. • Making the public sector a preferred workplace can be a powerful driver for public sector empowerment and competency, encouraging motivated individuals to join – and remain with – the service.

4. BACKGROUND • The environment is one of the greatest challenges for both Public and private sector supply chains. • Whether it's resource scarcity, natural disasters, OR technology , the procurement function will have to respond to the changing environment. • The technological landscape is constantly changing and taxpayers expect faster transactions/processes, and better information flow within and across Government entities. • Public entities need to keep on top of changes in the technological environment and more so how the human capital fits into the improved public sector procurement environment.

5. The CIPD (Chartered Institute of Personnel and Development, UK) has defined ‘talent’ as

6. According to McKinsey; talent is the sum of • Persons ability to learn and grow. • Person’s Capabilities, • Persons intrinsic gifts • Skills, knowledge, experience , • Intelligence • Judgment, attitude, character, drive, etc

7. Talent Management Both Talent Management and Human Resources Management are concerned with managing employees. Talent Management shifts the focus from ‘What can I get out of an employee?’ to ‘How do I engage and retain an employee so that they continue to stay for the long-term?’ Talent management tools take top performers and prepare them for strategic, leadership positions. Thus putting special emphasis on trainings, personal development, coaching and stay interviews instead of token employee appreciation gestures and exit interviews.

8. Why the Concern? Public Sector Procurement System SYSTEMS PILLARS POLICY LEGAL INSTITUTIONS PEOPLE PROCESSES MARKET INTERGITY& ACCOUNTABILITY FOCUS ON RESULTS/PERFOMANCE

9. WHAT'S DRIVING THE CURRENT EMPHASIS ON TALENT MANAGEMENT? • Doing “more with less” is the new standard • There is a demonstrated relationship between better talent and better business performance, hence increasing source of value creation. • Organizations that apply talent management practices demonstrate higher financial performance compared to their industry peers. —IBM/HCI Research, 2008 • The context in which we do business is more complex and dynamic e.g increased automation, and New contracting arrangements like EPC, Contractor Financing Projects, PPP’s.

10. HOW TO MANAGE TALENT RECOGNISE TALENT ATTRACT TALENT SELECT TALENT RETAIN TALENT MANAGE SUCCESSION CHANGE ORGANISATION CULTURE

11. ADDRESSING THE TALENT GAP PERFOMANCE APPRAISALS CROSS FUNCTIONAL TEAMS PROFESSIONAL TRAINING COMPETENCY PROFILING MULTISKILLING CUSTOMISE TALENT MANAGEMENT JOB ROTATION

12. CAN TECHNOLOGY CLOSE THE TALENT GAP?

13. From the invention of the wheel to the arrival of the semiconductor and artificial intelligence, technology has disrupted the way people work The Global Talent Competitiveness Index theme for 2017 was ‘Talent and Technology’by Human Capital Leadership Institute Contrary to some dismal predictions about a ‘jobless future’, the analysis contained in this year’s report indicate that people, machines, and algorithms are combining to create an unfolding future for work where new skills will need to be provided and acquired.

14. It is important to understand that e-procurement is one of the Many tools that can be used to improve service Delivery The delivery of effective public services cannot be achieved via technology alone. Technology is used primarily as an enabler of transformation There is still no substitute for ‘old- fashioned qualities’, such as courtesy, friendliness,caring, etc Re-engineering, Retooling Reskilling existing ineffective and inefficient systems will have to be the starting point before we adapt technology.

15. AS TECHNOLOGY IS TRANSFORMING PSP NEW BUSINESS NEEDS NEED FOR NEW SKILL-SET AND COMPETENCE’s FOCUS ON SUPPLY CHAIN NEW TALENTS

16. To achieve excellence we need professionals who are familiar with

18. CHALLENGES FACED WITH TALENT MANAGEMENT • Lack of a shared understanding of organisational talent management requirements. • The lack of alignment between corporate/business strategy and people strategy • Overcoming Budget constraints and providing attractive remuneration • How to repair the eroded image of the public service to make it attractive to the best. • How to increase the talent pool

19. CHALLENGES …….. • Can we beat the competition from the private sector • How do we block Head-hunters from taking the best employees • How to make Public Service jobs more challenging and satisfying • How to withstand the Political pressure and recruit only the best performers, etc.

20. Way forward Expedite implementation of the comprehensive Public Service Policy Capacity Development Plan. Put in Place a long term manpower and human resource development strategies Paradigm shift in HRM and PSP [SCM] Assess and determine the talent needs in the different sector Supply Chains Expedite Salary Review Process Revisit Contractual Arrangenents • Design More instruments of incentives to attract and Retain Talents Retooling

21. Conclusion • There is an urgent need to revisit public sector procurement talent management as the talent crisis is becoming a matter of huge concern for many organizations. • In this environment, talent management is not optional, it’s essential because of the pressure to streamline talent processes in ways to improve efficiency, reduce risk and lower costs. • Although we are not near the apocalypse of work, the urgent reality is that we have to work differently than we are used to. • Delivering customer-centric services can only be achieved with the commitment of a highly-motivated, flexible, diverse and skilled workforce, capable of providing high-quality, personalised public services.

22. THE FUTURE OF THE PROCUREMENT PROFESSIONAL IS A PERSON WITH THE SKILLSET AND MINDSET TO MANAGE THE MACHINE SCIENCE OF COGNITIVE PROCUREMENT WHILE PRACTICING THE ART OF PROCUREMENT BEYOND THE ABILITY OF ANY MACHINE

23. Remember: We can have the most well thought-out legal, High tech, and process frameworks in place, but it is the Talented professionals that drives procurement excellence!

24. Thank You