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Recruiting &Retaining Talent
2019 Wisconsin Statewide Procurement Conference: Procurement in Partnership1
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22019 Wisconsin Statewide Procurement Conference: Procurement in Partnership2
Recruitment
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State Procurement & Purchasing Position Data
• 12 different classifications analyzed (procurement, purchasing and supervision)
• Permanent, classified positions• 84 filled (12 supervisors)• 8 vacant• ≈ 9% vacancy rate
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Demographics & Retention Data
Demographics
• 2/3 female
• 1/3 male
• 91% white
Incumbent Retention
• Avg. 10+ years employed at the State of WI
• Avg. 2.5 years at agency
• Avg. 2.75 years in classification
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Top Recruiting Sources
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42.8%
16.4%
11.1%
9.1%
3.5% Percent of Traffic
Direct Links 42.8%
Indeed 16.4%
Google 11.1%
Facebook 9.1%
LinkedIn 3.5%
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State Recruitment Data:
8/20/17 –8/20/19
• 57 job announcements published
• Avg. job announcement duration = 12 days
• 6 job announcements had deadline extended
• 4 job announcements were re-announced on a later date
• Avg. of 32 applications/announcement
• Avg. of 12 registrants (at least minimally eligible/minimally qualified)
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State Hiring Data:
8/20/17 –8/20/19
• 40 individuals hired
• 11 declined offers
• 67 days average from application received to hire date
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Type of Hire Count
New Original Hire 18 (45%)
Promotional Appointment 13 (32.5%)
Transfer 7 (17.5%)
Demotion 1 (2.5%)
Career Executive Upward Movement 1 (2.5%)
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Manager Perspective
• Difficult to get “new” people
• Many familiar faces
• Long time to go through the process
• Wages not competitive
• Other opportunities- private and governmental
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Manager Perspective
• Mandatory requirements exclude candidates
• Must have done an RFB
• Must have experience in STAR
• Must have been a supervisor
• Desirable experience can also be a deterrent
• Consider what can be done “on the job” vs. required coming in
• Process taking too long
• If someone doesn’t have a good experience, they won’t apply again
• Wages advertised vs. wages offered
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Tips for Making Quality Hires
• Cast a wide net to encourage a diverse candidate pool
• Provide realistic job previews so the role matches applicant expectations
• Consider hiring at multiple levels
• Ensure selection criteria is valid
• Consider how much training is provided on the job to new incumbents
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Retention & Engagement
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STAY GOor
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Retention in Procurement
• Long learning curve
• Managers do not have adequate time to train
• Constantly changing
• Need to learn the organization as well as procurement
• Must be able to manage large workload
• Short deadlines, program area demands
• Advancement opportunities in organization can be limited
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Retention in Procurement
• Set clear expectations and provide employees with a path to success
• Develop a strong onboarding process
• Help employees understand how their role fits into the bigger picture
• Provide coaching and constructive feedback
• Provide training and professional development opportunities
• Provide flexible work arrangements when possible (hours, remote work, etc.)
• Develop and maintain a healthy culture
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Questions?Thank you for participating!
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