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Why are capability assessments not done?

Procurement is the fastest-growing division in many companies,  consequently, it originates a war fo...

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Posted by Dave Food on Apr 20, 2020 5:56:02 PM
Dave Food

Procurement is the fastest-growing division in many companies,  consequently, it originates a war for talent remarkably in this section that still undergoes the lack of higher education courses. 

This is why capability assessments are such an important responsibility; the on-the-job training is therefore vital, yet budgets are limited.  Evaluation helps you to identify the skills the team holds or the lack of abilities needed to guaranty that gap-measures continually shorten.

Enterprises found that just half per cent of their leaders now embark on some capability assessment, bringing to light a divergence among the apparent demand for skill assessments and corporations acting in consequence. Procurement assessment can deliver significant benefits for your company, but not many appreciate it like that.

Why not?

Capability assessments, training plans and visibly-linked career paths are some of the most efficient means used to overturn this gap and adjust workforce retaining.  Hereafter the most ten common reasons why not:

  • The possibility of external hiring (higher than internal promotion) or outsourcing.
  • The shifting to short-term retention of staff, therefore, reluctant to invest in individuals who would leave your company soon.
  • The team is nervous about being assessed. Carefully communicate your position, the company’s, and let your staff know their benefits coming from it.
  • Short or any resources to run out a capability assessment. Your company has no plans in the short-term on investing in edge-tech nor on applying new lines of attack. But, you need to invest both on time and money; the potential benefits and longer-term savings are significant when using a proven framework.
  • Your former capability assessment was unproductive due to lack of implementation and not undertaking any suggestions; combine formal training and on-the-job coaching. Follow up your outcomes and create a Measure your staff’s skills right-away, previous and after your closure to grasp improvements and new possibilities.
  • You are in a new position with little or no information available to assess efficiency.
  • Stakeholders do not accept the outcomes, or you do not like them either. You lost interest as other Procurement groups left you far behind.
  • Your team is too good for assessment; you know well what to do. Or, process and people are not working well.
  • You think your time or money is not worth spending on training. You might prefer to spend money on implementing edge tech.
  • It might be you and your group are not well-included to the rest of the staff.


Improve and apply competency plans urgently!

Surveys lately concluded that a low number of employees count on the skills to perform their jobs, but predictions are this would drop in the coming years.  Employees are the company most significant asset; investing in people’ education will furnish a business with the perfect combination of leadership, technical and industrial capabilities, making available a well-defined professional journey to uphold top players. …Yet only half of the organisations are using capability assessments.

Further comments: call Procurement leaders to action to conduct a capability assessment; and create investment in team development, paving the way for improved-staff retention and lower hiring costs, strengthen team’s performance and follow-on value delivery.  Go all the way to deliver VALUE!

Dave Food

Prophetic Technology

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