Читать книгу Supplier Diversity For Dummies - Kathey K. Porter - Страница 17

If supplier diversity is to continue to evolve, maintain its relevancy, and usher in a new era of supplier diversity, some pointed actions need to occur:

 Continued investment in current and pipeline professionals: As supplier diversity evolves, so must the professional profile of its leaders. Organizations have to have a clear understanding of the function when drafting job descriptions and hiring (as I note earlier in the chapter, this position isn’t a catchall). Today, certification and training programs offer professionals an opportunity to build their skills in this area to ensure that they’re prepared to hit the ground running and not necessarily learning on the job. I discuss building a career in supplier diversity in Part 6.

 Development of industry standards: People have long complained that the industry can be fragmented because of different standards and requirements across industries. For a long time, supplier diversity took its cues from the federal government. But as corporate supplier diversity grew, those programs began establishing their own standards, which sometimes creates confusion for the small and diverse businesses (and even industry professionals). It has also created a bit of a chasm between professionals that work in public supplier diversity and private (corporate) supplier diversity. The industry has to work together to create standards that help uplift the entire industry, an act that would likely go a long way in crafting a message that makes gaining buy-in at the organizational level easier.

 Proactive mindset shifts from senior leadership: Like anything, priorities shift. New leaders have different ideas for where the organization should focus its energies. As much as you may want everyone to be proactive and progressive, they just aren’t. This area is one of the reasons supplier diversity is a continual process that requires constant work on culture and change management. So much so that everyone, even a leader, will have to get with the program, or they may find themselves a poor culture fit.

 A strategic focus with key performance indicators (KPIs) that align with big-picture goals: Supplier diversity has to shift its narrative to one focused on strategy. Some organizations still likely treat this initiative as a charity or philanthropic effort rather than a true strategic management function. Supplier diversity has to develop those KPIs that align with the organizational goals to demonstrate the value that it brings in achieving them.

 Reputation management: Supplier diversity can sometimes be a mixed bag of results in a mixed bag of perceptions. I’ve seen programs that are wildly successful and those that are just treading water. Unfortunately, the latter programs/leaders are the ones that give the impression that all supplier diversity does is “help landscaping and janitorial companies.” Supplier diversity has always done a good job of building positive relationships and converting them into advocates and allies. It has to continue to influence this decision making to earn its seat at the table and level up how people perceive supplier diversity.

 An emphasis on conviction, compliance, and courage: I saw this three C’s idea for another industry but thought it was very applicable. Supplier diversity must lead with conviction to communicate why it’s doing what it is and why that’s important for the organization. It has to educate on compliance — the processes that are there to protect the organization and not expose it or the program to risk. Finally, supplier diversity has to have courage to continue to push for change so that it can add value and create impact that shapes the community.

 Measurement of economic impact: Externally, supplier diversity has to be able to tell its story of the economic impact it adds to the small and diverse businesses, the organization, and the community at large.