This is definitely something that should have greater consideration in my organisation, I have been quite vocal in pushing it. I have worked in teams where particular members have found the lack of bounds extremely stressful as they feel they are crowded out or put upon by the more vocal members, who are equally frustrated it takes so long to get things done. Clarity in defining the roles and responsibilities can often be an enabler.
• Airbus Defence and Space Limited
Agreed, this is a great article and really gets you thinking about the behaviours instilled within your own immediate team. If we cannot get the behaviours and roles clearly specified for our own team members first we are setting ourselves up to fail in the wider team and externally.
Agree - this was quite an insightful article. I've always believed that it should work in reverse - that you should set the objective and then leave it up to individuals to work out how to get there, which is what the article says except for specifying that their roles need to be clear. I believed that if roles were less clearly defined then it gave people scope to expand their remit, however I can see why this can cause confusion.
Glass Door and LinkedIn have some good "salary survey" tools, with specifics for positions such as "Contract Manager". For the U.S. market, I seem to recall a recent survey that offered an annual salary range of $74K-$95K. I do think that Aerospace salaries trend toward the upper end of this range, but of course there are a lot of variables that go into the mix.
While I am based in Toronto Canada, the company I work for is based in Montreal and I have a contract management role (sr. managers of contract governance and financial management)
Base Salary is in High 90's + Incentives (annual performance bonus payout of 15-20%)+ benefits
IACCM is collaborating with AltoPartners, the international alliance of independently owned retained executive search and leadership consulting firms, and is recognized and endorsed as the Global Provider of Executive Search for the IACCM.
Make sure you post your resume in the IACCM resume section and watch that jobs board as well, that does get a bit of traction, and the system recommends local people to those that post roles for hire. This is open to paid and trial members.
Paid members also have access to the member search feature, to network with others in the field and world.
See: www.iaccm.com/contract-management-jobs/ once logged in.
Thanks for this information.
• Seiersen Enterprises
We do not know of any recruiter firm specialized in contract management. There are a number of firms that specialize (to a certain extent) in supply chain management, which would be relevant if you want to find buy-side roles. Argentus comes to mind (Sam Manna is starting a new firm in Ontario call him at 514 866 3884x224). Michael Page is also active here. On the sales side, contract management tends to be covered by the sales and marketing search firms.
If you would rather discuss, give e a call you can find y contact details under IACCM staff
Ultra Electronics Precision Control S...
You might want to start with Suzanne Birch at IACCM Resourcing email@example.com. Also, you can post your resume on the IACCM Job Post page under the resource tab. Good luck!
P.S. Next week Suzanne Birch will be hosting a Women's Networking Group webinar on 'Marketing Yourself through Social Media.' You might want to sign up for it. Check out the events calendar.
• Phillips 66
You might want to check with Global Resources depending on what you want to do. They do a lot of placement of professionals into Corproate settings as consultants. My company has used them and I know peopel that work for them.
• New Zealand Defence Industry Association (NZDIA)
The Jobs Board is also a good place for this request are you there applications flowing in directly and fast?
• IACCM Resourcing
Hi Dominic, how are you progressing in relation to your search for German speaking contracts managers? Here at IACCM Resourcing we can provide introductions to professionals who can draft and negotiate in German. Call me on 01344 424117 or email me on SBich@iaccmresourcing.com.
In itself, the right for a customer to request replacement staff has no direct implication for employment law. They are not asking you to dismiss that person, just to replace them. Where I presume you foresee an issue is if you do not have alternative work fro that individual, but the customer would (perhaps rightly) take the view that this is your problem.
The only time i can really see your case for inserting an additional provision would be if a) you were acquiring that person from the customer (eg as part of an outsourcing deal); or b) they had selected the person in the first place and you had hired them on that basis.
• ESP Global Services
Thanks Anon, and its both a) and b).
In the circumstances raised by Anonymous, I am wondering who would have the liability. If the original employer transfered the employee to an outsourcing company and then immediately requested removal of that employee from the project/work site, two questions seem to be relevant:
(a) Does the transfered employee have any other value to the outsourcing company such that (s)he could be placed on another assignment?
(b) Should local law treat the original employer as being responsible for "effective termination"? This seems like a specific legal question.
If the latter is true, then we still would need that effective termination to be considered unlawful in order for liability to accrue.
I suppose it's possible to ask for an indemnity from the original employer.
The answer is going to vary depending on where this is happening. For example, does TUPE apply?
But certainly it is strange that the client would be making this request if they know the individual so well; it almost sounds like they have an issue with them which they do not want to confront, so are seeking to pass the problem to you.
I think it's a fabulous idea- especially in the US where maternity leave is paltry at best, and childcare costs are astronomical (in consideration of the lack of subsidies). Many working mothers (and I'm sure some fathers) have an emotionally difficult time leaving their children and as a result, stress increases. As stress increases, performance decreases. In my opinion, ny accomodations that a company can make to allow parents to spend more time with their children will only produce better long-term results (i.e. happy staff = longer term employment/loyalty = more output).