I had the privilege of being involved in the delivery of the Bid and Proposal Co-Ordinator Level Three Apprenticeship for three years. In that time I worked with a diverse range of bid teams – from blue chip to SME – each with its own level of maturity, structure, and approach to winning public sector contracts. It became abundantly clear that the way a team is set up significantly impacts new starters – for better or worse.
Too often I saw bid teams take the old ‘baptism of fire’ / ‘learn as you go’ approach to introducing new talent to the sector. The worst examples relied on outdated working models: long hours, relentless deadlines, and bidding on crap because the Director said so. This traditional approach might have delivered results in the past but it is unsustainable and unnecessary. As Generation Alpha emerges into the workforce, we must rethink how we nurture and develop talent within bid teams – this gang sees behind the curtain and demands balance and rewarding work for the effort they put in.
One of the biggest challenges I observed is how new starters perceive the traditional bid team culture. Many come in eager to learn but are quickly disillusioned by the frenetic workload and unreasonable expectations around work/life balance. The expectation to work late nights, manage constant pressure, and push through at any cost is fundamentally at odds with the evolving expectations of the next generation (and us oldies too who have seen the light). Wellbeing has become a non-negotiable.
A solid foundation is critical. People of all ages stepping into the world of bidding need more than just on the fly technical training – they need structured support, a clear career pathway, and to feel valued. Bid teams that invest in this approach see better engagement, higher retention rates, and stronger long-term performance.
If bid teams want to attract and retain the best talent, they need to adapt. That means embracing technology, fostering a culture of collaboration, and ensuring that workloads are managed realistically.
Forward-thinking organisations are already making these shifts, integrating new starts into well-structured teams that prioritise sustainability over short-term gains. They are reaping the benefits: innovative thinking, a more engaged workforce, and a stronger talent pipeline for the future.
For bid teams looking to remain competitive, the message is clear – get your house in order, get decent processes in place, have clear lines of accountability and expectations, and support your team properly, even if it means doing some of that wellbeing stuff you don’t think have time for. Times are changing. Change with them or be prepared to lose out in the talent war.
Gemma Waring
Gemma has been a dynamic force in tendering and procurement for 20 years. Her commitment to excellence, determination to succeed and passion for empowering others has resulted in exceptional career achievements. She is a key player in the roll out of the Procurement Act 2023 and was a recent Runner Up in the APMP UK's annual awards in the Supplier of the Year category.
