In a recent NASPO survey on professional development, NASPO members cited travel, time away from the office, limited financial resources for training and a lack of relevant training opportunities as some of the major barriers to training for procurement professionals.

To overcome these issues and encourage ongoing professional development in his state, Dean Stotler, director of Delaware's Department of Government Support Services, is very intentional about creating a culture that puts strong value on professional development. He credits professional development as one of the keys to employee satisfaction, retention and performance.

"Providing your staff with professional growth opportunities is the most important retention tool that you have as a CPO," explained Stotler. For example, Stotler notices an immediate positive effect after staff participates in educational events like the NASPO regional meetings. "Sending staff to the Eastern region meetings helps them get new ideas and learn best practices through conversations with their peers in similar positions," explained Stotler. "They come back rejuvenated, and I see lift in performance. They bring home new ideas and begin to implement best practices." 

To support ongoing professional development efforts, Stotler uses NASPO professional development funds to offset training expenses and encourages staff to take advantage of Procurement U educational offerings. In addition, Delaware also uses employee performance evaluations to further emphasize the importance of ongoing learning.

In Delaware, each procurement professional creates a performance plan that identifies areas of improvement. Staff members and their supervisors work together to identify courses and certifications that can help employees expand areas of expertise and hone skills. Employees understand that engaging in professional development is one measurement of their performance.

"It's an expectation just as important as other measurable goals, such as achieving savings or solicitation development," said Stotler.

Delaware also reinforces a culture that supports professional development through regular recognition and internal communication about the educational accomplishments of staff members. For example, when staff members obtain CPPO or CPPB certifications or even non-procurement professional certifications, the news is shared on an internal website. It is also promoted in a divisional monthly e-newsletter and noted during standing team meetings. Finally, staff members are encouraged to include certification letters in their professional signatures.

The central procurement office staff also acknowledge that there is healthy competition among staff to achieve certifications. The CPPO or CPPB certifications provide instant credibility, which is helpful when working with vendors and external agencies who are seeking guidance on procurement issues.

Stotler noted that CPOs should recognize creating a professional development culture is not just a one-day journey. "This is a culture shift to embrace. It will take several years to get all the benefit. Staff will come in at different places on the journey. If you are persistent, your whole operation will benefit."

"Chief Procurement Officers should not fear training staff members and then having them leave. CPOs should embrace it," said Stotler. "We are a farm team for talent. If staff members do leave for other positions, they take their procurement skills with them, as well as a deeper understanding of honesty, fairness and openness. This translates to good government everywhere."

Editor's note: NASPO is featuring a reoccurring spotlight on how states provide training and professional development for procurement professionals. If you would like us to feature your state, please contact procurementu@naspo.org.