Analysis and make recommendations for the case study?

Good evening. I really liked and appreciated the answer to the first question. I have attached the follow on question. I will have 2 other parts to this that I would also like to give you in the following weeks. Thank you for all of your help!

Stage 2: Process Analysis
Before you begin work on this assignment, be sure you have read the Case Study and reviewed the
feedback received on your Stage 1 assignment.
Overview
As the business analyst in the CIO’s department of Maryland Technology Consulting (MTC), your next
task in developing your Business Analysis and System Recommendation (BA&SR) Report is toconduct a
process analysis. This will identify how the current manual process is working and what improvements
could be made to the process that would be supported by a technology solution.
Assignment – BA&SR: Section II.Process Analysis
The first step is to review any feedback from Stage 1 to help improve the effectiveness of your overall
report and then add the new section to your report. Only content for Stage 2 will be graded for this
submission. Part of the grading criteria for Stage 4 includes evaluating if the document is a very
effective and cohesive assemblage of the four sections, is well formatted and flows smoothly from one
section to the next. For this assignment, you will add Section II of the Business Analysis and System
Recommendation (BA&SR) Report to Section I. You will conduct an analysis of the current hiring process
and present information on expected business improvements. This analysis lays the ground work for
Section III. Requirements of the BA&SR Report (Stage 3 assignment) which will identify MTC’s
requirements for a system.
Using the case study, assignment instructions, Content readings, and external research, develop your
Section II. Process Analysis. The case study tells you that the executives and employees at MTC have
identified a need for an effective and efficient hiring system. As you review the case study, use the
assignment instructions to take notes to assist in your analysis. As the stakeholders provide their
needs and expectations to improve the process, identify steps that could be improved with the
support of a hiring system. Also look for examples of issues and problems that can be improved with
a technology solution.
Use the outline format, headings and tables provided and follow all formatting instructions below.
Begin with your Section I (Stage 1 assignment) and add Section II. Apply specific information from the
case study to address each area along with relevant supporting research.
II.
Process Analysis
A.
Hiring Process
At the beginning of this section, write an introductory opening sentence for this section that
addresses what the complete table provides. Refer to Week 3 and 4 content on processes and
analyzing process improvements. Additional research can expand your knowledge of these
areas.
The first step in analyzing the process is to document what the current process steps are and
who is responsible for doing them. Therefore, the table provides the current steps in the manual
hiring process provided by the case study. Remember, a process is a series of steps to perform a
Stage 2: Process Analysis03/17/2020
1
task; therefore, think about what the users are doing as part of the hiring process. Retain the asis process steps provided; do not remove or revise these. Complete the second column by
identifying the stakeholder responsible for this step based on the interviews in the MTC Case.
The next step is to identify how a hiring or applicant tracking systemcould improve each step in
the process and how the business will benefit from that improvement. For each of the as-is
process steps provided, complete the To-Be Process column in the table.indicating how this step
in the process will be done using the hiring or applicant tracking system.For each process step,
the statement should be concise and include an action verb and align with improving or
replacing the current manual, as-is process step provided. Then complete the Business Benefits
of the Improved Process column by explaining how this part of the process can contribute to
the overall business strategy– think at a higher level than the specific process step. Review the
examples provided in the Hiring Process table. For each to-be process step, identify the result
of using the system, as shown in the two examples. While it is truethat the system will speed up
each step of the process, think about how MTCwould benefit more strategically from using an
automated system to perform that step.
The first row and last rows have been completed for you as an example and must be retained and not
revised.Be sure your table contains a total of 12 steps. Use the examples to help you provide clear tobe process steps and business benefits. Your responses should be written in complete sentences.
MTC Hiring Process
As-Is Process
Responsible MTC
Position
To-Be Process – How the
system Will Support and
Improvethe hiring process
Business Benefits of
Improved Process
(Align with MTC’s
overall business
strategy and needs.)
1. Recruiter receives
application from job
hunter via Postal Service
Mail.
Recruiter
System will receive
application via on-line
submission through MTC
Employment Website
and store in the applicant
database within the
hiring system.
A more efficient
submission process
decreases time
needed to receive and
begin processing
applications. This will
present a positive
image to potential
employees and help
MTC compete for top
IT talent.
EXAMPLE PROVIDED –
(Retain text as #1 but
remove this label and
gray shading in your
report)
2. Recruiter screens
resumes to identify top
candidates by matching
with job requirements
from job description.
3. Recruiter forwards top
candidates to
Administrative Assistant
Stage 2: Process Analysis03/17/2020
2
via interoffice mail
4. Administrative Assistant
forwards candidates’
resumes and applications
to hiring manager for the
position via interoffice
mail.
5. Hiring Manager reviews
applications and selects
who he/she wants to
interview.
6. Hiring Manager sends
email to Administrative
Assistant on who he/she
has selected to interview
and identifies members of
the interview team.
7. AA schedules interviews
by contacting interview
team members and hiring
manager to identify
possible time slots
8. AA emails candidates to
schedule interviews.
9. Interview is conducted
with candidate, hiring
manager and other
members of the interview
team.
10. AA collects feedback
from interviews and
status of candidates
11. Hiring manager informs
the AA on his top
candidate for hiring
12. Administrative Assistant
prepares offer letter
based on information
from recruiter and puts in
the mail to the chosen
candidate.
Hiring Manager and
Interview Team
Interview is conducted
with candidate, hiring
manager and other
members of the interview
team. (Hiring System is
not used for this step.)
n/a
Administrative Assistant
System enables AA to
prepare job offer letter by
storing the offer letter
template and information
on each candidate; allows
AA to select information
to go into letter and put it
into the template, which
can then be reviewed and
emailed to the candidate.
More efficient offer
process presents
positive image to
applicants and
decreases time needed
to prepare offer letter,
and enablesMTC to
hire in advance of the
competition.
EXAMPLE PROVIDED –
(Retain text as #12 but
remove this label and
gray shading in your
report)
B.
Expected Improvements – As noted in the case study, there are a lot of manual
processes, overwhelming paperwork, difficulty scheduling interviews, etc. related to MTC’s
current manual hiring process. A technology solution can address many of these issues. For
each of the areas listed in the table below, provide an example of an issue from the case study
Stage 2: Process Analysis03/17/2020
3
and how a technology solution could be used to improve that area. Issues and improvements
should be addressed in 1-2 clear, complete sentences with information incorporated from the
case study. The first one is provided as an example.Note: This is not about the stakeholders’
wishes or expectations for the new system but identifying the current issues they have. Some
may be explicitly stated in the interviews and for others you may need to apply some critical
thinking. (Provide an introductory sentence and copy the table and insert information within.)
For explanations of these areas, refer to Week 4 content on analyzing process
improvements.Additional research can expand your knowledge of these areas.
Area
Collaboration:
EXAMPLE PROVIDED
(Retain text but remove this label
and gray shading in your report)
Current Issues
(from the Case Study)
The Hiring Manager states that
recruiting is only one area he is
responsible for and he isn’t as
responsive to HR as he could be.
Therefore, he counts on the
Recruiters to help manage the
process and keep him informed.
Current manual system causes
considerable communication
breakdowns and takes additional
effort and time to stay on top of
the hiring process.
Improvements
(due to use of technology)
An efficient system with all information
in one place, easily accessible via a
dashboard, and updated in real time
could make his recruiting job easier;
and he could devote time to effectively
working collaboratively and proactively
with HR on his staffing needs.
Communications: Explain how a
hiring system could improve
internal and external
communications
Workflow: Explain how a hiring
system could improve the MTC
hiring process by providing a
consistent structure for each
participant to perform his/her part
in the hiring process.
Relationships: Explain how
implementing an enterprise hiring
system could foster stronger
relationships
withapplicants/potential
employees.
Stage 2: Process Analysis03/17/2020
4
Formatting Your Assignment
Consider your audience – you are writing in the role of anMTC business analyst and your audience is
MTC and your boss, the CIO. Don’t discuss MTC as if the reader has no knowledge of the organization.
Use third person consistently throughout the report.In third person, the writer avoids the pronouns I,
we, my, and ours. The third person is used to make the writing more objective by taking the individual,
the “self,” out of the writing. This method is very helpful for effective business writing, a form in which
facts, not opinion, drive the tone of the text. Writing in the third person allows the writer to come across
as unbiased and thus more informed.
•
In Stage 2, you are preparing the second part of a 4-stage report. Use the structure, headings, and
outline format provided here for your report. Use the numbering/lettering in the assignment
instructions as shown below.
II.
Process Analysis
A. Hiring Process
B. Expected Improvements
•
•
Begin with Section I, considering any feedback received, and add to it Section II.
Write a short concise paper: Use the recommendations provided in each area for length of
response. It’s important to value quality over quantity. Section II should not exceed 3 pages.
Content areas should be double spaced; table entries should be single-spaced.
To copy a table: Move your cursor to the table, then click on the small box that appears at the
upper left corner of the table to highlight the table; right click and COPY the table; put the cursor in
your paper where you want the table and right click and PASTE the table.
Ensure that each of the tables is preceded by an introductory sentence that explains what is
contained in the table, so the reader understands why the table has been included.
Continue to use thetitle pagecreated in Stage 1 that includes: The title of report, company name,
your name, Course and Section Number, and date of this submission.
Use at least two resources with APA formatted citation and reference for this Stage 2 assignment.
Use at least one external reference and one from the course content. Course content should be
from the class reading content, not the assignment instructions or case study itself. For information
on APA format, refer to Content>Course Resources>Writing Resources.
Add the references required for this assignment to the Reference Page. Additional research in the
next stages will be added to this as you build the report.The final document should contain all
references from all stages appropriately formatted and alphabetized.
Running headers are not required for this report.
Compare your work to the Grading Rubric below to be sure you have met content and quality
criteria.
Submit your paper as a Word document, or a document that can be read in Word. Keep tables in
Word format – do not paste in graphics.
Your submission should include your last name first in the filename:Lastname_firstname_Stage_2
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•
•
•
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Stage 2: Process Analysis03/17/2020
5
GRADING RUBRIC:
Criteria
Stakeholder
Identification
Identification of a
logical
stakeholder based
on the case study
Far Above Standards
Above Standards
Meets Standards
Below Standards
Well Below
Standards
16 Points
13.6 Points
12 Points
10.4 Points
0 points
14.4- 16 points
13.6 Points
12 Points
10.4 Points
0-8 Points
10 stakeholders
correctly identified
as derived from the
Case Study.
10 stakeholders
correctly identified
as derived from the
case study or logical
assumption.
Minimum of 8
stakeholders
correctly identified
as derived from the
case study or logical
assumption.
Fewer than 8
stakeholders
correctly identified
as derived from
the case study or
logical
assumptions;
and/or contains
significant
incorrect
information.
Content missing
or extremely
incomplete, did
not reflect the
assignment
instructions,
demonstrated
little effort, is
not supported
with
information
from the Case
Study; and/or is
not original
work for this
class section.
Generally,1 point
per stakeholder.
Stage 2: Process Analysis03/17/2020
Possible
Points
16
6
To-Be Process
Analysis
Analysis describes
how the system
will supportand
improve the
hiring process
Generally, 0-3
points per to-be
process step. Both
quantity and
quality evaluated.
48 Points
39.84 points
35.04 points
30.24 points
0 points
43.2 -48 points
38.4 – 41.6 Points
33.6 – 36.8 Points
28.8 – 32 Points
0-27.2 Points
To-Be Process step
improvements
clearly relate to
corresponding As-Is
Process step and
fully explain how the
system will support
it; demonstrates
sophisticated
analysis.
To-Be Process step
improvements
relate to
corresponding As-Is
Process step and
explains how the
system will support
it; demonstrates
effective analysis.
To-Be Process step
improvement is
provided for each
As-Is Process step
and an explanation
is provided for each.
Fewer than 10 ToBe Process step
improvements
and/or
explanations are
provided; and/or
contains
significant
incorrect
information.
Content missing
or extremely
incomplete, did
not reflect the
assignment
instructions,
showed little or
no originality,
demonstrated
little effort, is
not supported
with
information
from the Case
Study; and/or is
not original
work for this
class section.
20.8 points
0 points
Business Benefits
of Improved
Process
32 Points
27.2 Points
28.8 – 32 Points
25.6 – 27.2 points
22.4 – 24 points
19.2 – 20.8 Points
0-18.1 Points
Explains how
each step in the
process can
contribute to the
overall business
strategy
Business benefits for
all 10 process steps
are fully explained;
demonstrates
sophisticated
analysis.
Business benefits
for all 10 process
steps are explained;
demonstrates
effective analysis.
Business benefits
for all 10 process
steps are included.
Business benefits
for fewer than 10
process steps are
provided; and/or
contains
significant
incorrect
information.
Content missing
or extremely
incomplete, did
not reflect the
assignment
instructions,
showed little or
no originality,
demonstrated
little effort, is
not supported
with
information
from the Case
Study; and/or is
not original
work for this
class section.
Generally, 0-2
points per
improved process
step. Both
quantity and
quality evaluated.
Stage 2: Process Analysis03/17/2020
24 points
48
32
7
Expected
Improvements
Issues from case
study and
improvements
due to technology
in areas of
Communication,
Workflow, and
Relationships
32 points
27.2 points
24points
20.8 Points
0 points
28.8-32 Points
24.5 – 27.2 Points
22.4 – 24 Points
19.2-20.8
0-18.1 Points
Issues and
improvements for all
3 areas are fully and
correctly explained;
demonstrates
sophisticated
analysis.
Issues and
improvements for
all 3 areas are
explained;
demonstrates
effective analysis.
Issues and
improvements for
all 3 areas are
provided.
Issues and
improvements for
fewer than 3 areas
are provided;
and/or contains
significant
incorrect
information.
16 points
13.6 Points
12 Points
10.4 Points
Content missing
or extremely
incomplete, did
not reflect the
assignment
instructions,
showed little or
no originality,
demonstrated
little effort, is
not supported
with
information
from the Case
Study; and/or is
not original
work for this
class section.
0 points
14.4 – 16 Points
At least two sources
are incorporated
and are relevant
and somewhat
support the
analysis. References
are appropriately
incorporated and
cited using APA
style.
Only one resource is
used and properly
incorporated
and/or reference(s)
lack correct APA
style.
10.4 Points
0-8 Points
A source may be
used, but is not
properly
incorporated or
used, and/or is not
effective or
appropriate;
and/or does not
follow APA style
for references and
citations.
No course
content or
external
research
incorporated; or
reference listed
is not cited
within the text.
13.6 Points
12 Points
10.4 Points
0 points
14.4-16 Points
13.6 Points
12 Points
10.4 Points
0-8 Points
Well organized and
easy to read. Very
few or no errors in
sentence structure,
grammar, and
spelling; doublespaced, written in
third person and
presented in a
professional format.
Effective
organization; has
few errors in
sentence structure,
grammar, and
spelling; doublespaced, written in
third person and
presented in a
professional format.
Some organization;
may have some
errors in sentence
structure, grammar
and spelling. Report
is double spaced
and written in third
person.
Not well
organized, and/or
contains several
grammar and/or
spelling errors;
and/or is not
double-spaced and
written in third
person.
Extremely
poorly written,
has many
grammar and/or
spelling errors,
or does not
convey the
information.
Generally, 0-7
points per area.
Both quantity and
quality evaluated.
Research
Two or more
sources–one
source from
within the IFSM
300 course
content and one
external (other
than the course
materials)
Format
Uses outline
format provided;
includes Title
Page and
Reference Page
Required resources
are incorporated and
used effectively.
Sources used are
relevant and timely
and contribute
strongly to the
analysis. References
are appropriately
incorporated and
cited using APA style.
16 points
32
16
16
TOTAL Points
Possible
Stage 2: Process Analysis03/17/2020
160
8
Stage 2: Process Analysis03/17/2020
9
Maryland Technology Consultants, Inc.
Maryland Technology Consultants (MTC) is a successful Information Technology consulting firm
that utilizes proven IT and management methodologies to achieve measurable results for its
customers. Its customer base includes small to mid-tier businesses, non-profit organizations
and governmental agencies at the local, state and federal levels. MTC feels strongly that its
success is dependent on the combination of the talent of its IT consultants in the areas of,
Business Process Consulting, IT Consulting and IT Outsourcing Consulting and their ability to
deliver truly extraordinary results to their clients.
Corporate Profile
Corporate Name:
Founded:
Maryland Technology Consultants, Inc.
May 2008
Headquarters:
Baltimore, Maryland
Satellite Locations:
Herndon, Virginia; Bethesda, Maryland
Number of Employees:
450
Total Annual Gross Revenue: $95,000,000
President and
Chief Executive Officer (CEO): Samuel Johnson
Business Areas
MTC provides consulting services in the following areas:
•
•
•
Business Process Consulting – Business process redesign, process improvement, and best
practices
IT Consulting – IT strategy, analysis, planning, system development, implementation, and
network support
IT Outsourcing Consulting – Requirements analysis; vendor evaluation, due diligence,
selection and performance management; Service Level Agreements
Business Strategy
MTC’s business strategy is to provide extraordinary consulting services and recommendations
to its customers by employing highly skilled consultants and staying abreast of new business
concepts and technology and/or developing new business concepts and best practices of its
own.
Maryland Technology Consultants is a fictitious company created for the IFSM 300 Case Study.
MTC Case Study 11/23/2019 Ver. 1
1
Excerpt from the MTC Strategic Business Plan
While the complete strategic plan touches on many areas, below is an excerpt from MTC’s
latest Strategic Business Plan that identifies a few of MTC’s Goals.
Goal 1: Increase MTC Business Development by winning new contracts in the areas of IT
consulting.
Goal 2: Build a cadre of consultants internationally to provide remote research and analysis
support to MTC’s onsite teams in the U. S.
Goal 3: Continue to increase MTC’s ability to quickly provide high quality consultants to
awarded contracts to best serve the clients’ needs.
Goal 4: Increase MTC’s competitive advantage in the IT consulting marketplace by increasing its
reputation for having IT consultants who are highly skilled in leading edge technologies and
innovative solutions for its clients.
Current Business Environment
MTC provides consultants on-site to work with its clients, delivering a wide variety of IT-related
services. MTC obtains most of its business through competitively bidding on Requests for
Proposals issued by business, government and non-profit organizations. A small but growing
portion of its business is through referrals and follow-on contracts from satisfied clients. MTC
anticipates it will win two large contracts in the near future and is preparing proposals for
several other large projects.
MTC, as a consulting company, relies on the quality and expertise of its employees to provide
the services needed by the clients. When it is awarded a contract, the customer expects MTC
to quickly provide the consultants and begin work on the project. MTC, like other consulting
companies, cannot afford to carry a significant e number of employees that are not assigned to
contracts. Therefore, they need to determine the likelihood of winning a new contract and
ensure the appropriately skilled consultants are ready to go to work within 60 days of signing
the contract. MTC relies on its Human Resources (HR) Department to find, research, and assess
applicants so that line managers can review and select their top candidates and hire
appropriate consultants to meet their needs for current new contracts. It is very much a “just in
time” hiring situation.
The Headquarters in Baltimore, Maryland, houses approximately 350 employees. Satellite
offices have been opened in the last two years in both Herndon, Virginia and Bethesda,
Maryland to provide close proximity to existing clients. It is anticipated that new pending
contracts would add staff to all locations. The management team believes there is capacity at
all locations, as much of the consultants’ work is done on-site at the clients’ locations.
Maryland Technology Consultants is a fictitious company created for the IFSM 300 Case Study.
MTC Case Study 11/23/2019 Ver. 1
2
Strategic Direction
As a small to mid-size business (SMB), MTC recognizes that it needs to carefully plan its future
strategy. Considering the competitive environment that contains many very large IT consulting
firms, such as Hewlett-Packard (HP), Booz Allen Hamilton (BAH), and Science Applications
International Corporation (SAIC), as well as numerous smaller companies with various skill sets,
market niches, and established customer bases, MTC will be evaluating how best to position
itself for the future and recognizes that its ability to identify its core competencies, move with
agility and flexibility, and deliver consistent high quality service to its clients is critical for
continued success. MTC’s plan for growth includes growing by 7% per year over the next five
years. This would require an increase in consulting contract overall volume and an expanded
workforce. One area that is critical to a consulting company is the ability to have employees
who possess the necessary knowledge and skills to fulfill current and future contracts. Given
the intense competition in the IT consulting sector, MTC is planning to incorporate a few
consultants in other countries to provide remote research and analysis support to the on-site U.
S. teams. Since MTC has no experience in the global marketplace, the Director of HR has begun
examining international labor laws to determine where MTC should recruit and hire employees.
Challenges
Increased business creates a need to hire IT consultants more quickly. Overall, the Director of
HR is concerned that the current manual process of recruiting and hiring employees will not
allow his department to be responsive to the demands of future growth and increased hiring
requirements. There are currently two contracts that MTC expects to win very soon will require
the hiring of an additional 75 consultants very quickly. He is looking for a near-term solution
that will automate many of the manual hiring process steps and reduce the time it takes to hire
new staff. He is also looking for a solution that will allow MTC to hire employees located in
other countries around the world.
Management Direction
The management team has been discussing how to ramp up to fill the requirements of the two
new contracts and prepare the company to continue growing as additional contracts are
awarded in the future. The company has been steadily growing and thus far hiring of new
employees has been handled through a process that is largely manual. The HR Director
reported that his staff will be unable to handle the expanded hiring projections as well as
accommodate the hiring of the 75 new employees in the timeframe required. The Chief
Information Officer (CIO) then recommended that the company look for a commercial offtheshelf software product that can dramatically improve the hiring process and shorten the
time it takes to hire new employees. The Chief Financial Officer (CFO) wants to ensure that all
investments are in line with the corporate mission and will achieve the desired return on
investment. She will be looking for clear information that proposals have been well researched,
provide a needed capability for the organization, and can be cost-effectively implemented in a
Maryland Technology Consultants is a fictitious company created for the IFSM 300 Case Study.
MTC Case Study 11/23/2019 Ver. 1
3
relatively short period of time to reap the benefits. The CEO has asked HR to work with the CIO
to recommend a solution.
Your Task
As a business analyst assigned to HR, you have been assigned to conduct an analysis, develop a
set of system requirements, evaluate a proposed solution, and develop an implementation plan
for an IT solution (applicant tracking system hiring system) to improve the hiring process. You
have begun your analysis by conducting a series of interviews with key stakeholders to collect
information about the current hiring process and the requirements for a technology solution to
improve the hiring process. Based on your analysis and in coordination with key users you will
produce a Business Analysis and System Recommendation Report (BA&SR) as your final
deliverable.
Interviews
In the interviews you conducted with the organizational leaders, you hear the comments
recorded below.
CEO: Samuel Johnson
“While I trust my HR staff to address the nuts and bolts of the staffing processes, what is
critically important to me is that the right people can be in place to fulfill our current contracts
and additional talented staff can be quickly hired to address needs of future contracts that we
win. I can’t be out in the market soliciting new business if we can’t deliver on what we’re
selling. Our reputation is largely dependent on having knowledgeable and capable staff to
deliver the services our clients are paying for and expect from MTC.”
CFO: Evelyn Liu
“So glad we’re talking about this initiative. As CFO, obviously I’m focused on the bottom line. I
also recognize it’s necessary to invest in certain areas to ensure our viability moving forward. I
recognize that the current manual hiring process is inefficient and not cost-effective. Having
technology solutions that improve current process and enable future functionality is very
important to MTC’s success. We must consider the total cost of ownership of any technology
we adopt. MTC is run as a lean-and-mean organization and support processes must be effective
but not overbuilt. We do want to think towards the future and our strategic goals as well and
don’t want to invest in technology with a short shelf-life. Along those lines, we currently have a
timekeeping and payroll system that requires input from the hiring process to be entered to
establish new employees; and to help support our bottom line financially, any new solution
should effectively integrate with, but not replace, those systems.
Maryland Technology Consultants is a fictitious company created for the IFSM 300 Case Study.
MTC Case Study 11/23/2019 Ver. 1
4
CIO: Raj Patel
“As a member of the IT Department, you have a good understanding of our overall architecture
and strategy; however, let me emphasize a few things I want to be sure we keep in mind for this
project. Any solution needs to be compatible with our existing architecture and systems as
appropriate. Obviously, we have chosen not to maintain a large software development staff so
building a solution from the ground up does not fit our IT strategic plan. Our current strategy
has been to adopt Software as a Service (SaaS) solutions that can be deployed relatively quickly
and leverage industry best practices at a low total cost. In addition, our distributed workforce
means we are very dependent on mobile computing – this brings some challenges in term of
portability, maintenance, and solutions that present well on mobile devices. We’ve been
expanding at a rapid rate and are seeking to expand internationally so any solution will need to
be viable globally. And last, but certainly not least, MTC’s success is largely dependent on our
ability to satisfy the requirements of our clients and maintain a reputation of high credibility,
reliability and security. Any security breach of our applicants’ data could have a devastating
effect to our ability to compete for new business as well as maintain current clients. Any
technology solution adopted by MTC must contain clear security measures to control access and
protect data and allow us to use our current security for mobile links. I recognize that MTC can
no longer rely on a manual hiring process to meet these needs.”
Director of HR: Joseph Cummings
“Thanks for talking with me today. I see this effort as very important to the success of MTC.
While the recruiting staff has done an excellent job of hiring top IT consultants, the rapid
growth to date and future plans for expansion have pushed our recruiting staff, and we
recognize we can no longer meet the hiring and staffing demands with manual processes. I’m
also interested in solutions that are easy-to-use and can interface with our existing systems and
enhance processes. I’m willing to consider a basic system that can grow as MTC grows and
provide more capabilities in the future. I’m sure Sofia, our Manager of Recruiting, can provide
more specifics.”
Manager of Recruiting: Sofia Perez
“You don’t know how long I’ve been waiting to begin the process of finding a technology
solution to support our recruiting processes. In addition to myself, there are 2-3 full-time
recruiters who have been very busy keeping up with the increased hiring at MTC; and there are
no plans to increase the recruiting staff. It goes without saying that a consulting company is
dependent on having well-qualified employees to deliver to our customers. We’re in a
competitive market for IT talent and want to be able to recruit efficiently, process applicants
quickly, and move to making a job offer to the best candidate before the competition snaps
him/her up. When I talk with my colleagues in other companies, they mention applicant
tracking systems that have enabled them to reduce their hiring time by 15-20%. I’m so envious
of them and look forward to having our new solution in place before the next set of contracts
Maryland Technology Consultants is a fictitious company created for the IFSM 300 Case Study.
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are won and we need to hire 75 (to as many as 150) staff in a 2-month period. I do not think my
team can handle such an increase in an efficient and effective manner. On-going growth at
MTC will continue to increase the demands to hire more consultants quickly. It really seems like
there would be a rapid return on investment in a technology solution to support and improve
the hiring process.”
Recruiters: Peter O’Neil (along with Mike Thomas and Jennifer Blackwell)
“This project should have happened 2 years ago but glad it’s finally getting some attention. As a
recruiter, I’m sort of the middleperson in this process. On one hand, we have the job applicant
who is anxious to know the status of his/her application and fit for the advertised position. It’s
important that the recruiters represent MTC well, as we want the best applicants to want to
come to work for us. Then we have the actual hiring manager in one of our business areas who
has issued the job requisition and wants to get the best applicant hired as quickly as possible.
Obviously recruiting is not the hiring manager’s full-time job, so we’re always competing for
time with other job responsibilities, so we can keep things moving as quickly as possible. They
provide us with job descriptions to meet the needs of clients and look to us to screen resumes
and only forward the best qualified applicants to them so they can quickly identify their top
candidates. Working with Tom, our administrative assistant, we need interviews to be
scheduled to accommodate everyone’s calendars. After the hiring managers make their final
selections of who they would like to hire, it is our task to get the job offers presented to the
candidates – hopefully for their acceptance. Everything is very time sensitive, and the current
process is not nearly as efficient as it could be. Applications and resumes can get lost in
interoffice mail or buried in email; and, when a hiring manager calls us, we often cannot
immediately provide the status of where an applicant is in the process. This can be very
frustrating all around. Speaking for myself and the other recruiters, I have high expectations for
this solution. We need to really be able to deliver world-class service to MTC in the recruiting
and hiring areas to meet the business goals.”
Administrative Assistant: Tom Arbuckle
“I support the recruiters in the hiring process. After the recruiters screen the resumes and select
the best candidates for a position, my job is to route those applications and resumes via
interoffice mail to the respective functional/hiring manager, receive his or her feedback on who
to interview and who should be involved in the interviews, schedule the interviews based on
availability of applicants and the interview team members, collect the feedback from the
interview team and inform the assigned recruiter of the status of each candidate who was
interviewed. In addition to preparing the job offer letter based on the recruiter’s direction, after
a job offer has been made and accepted, I coordinate the paperwork for the new hire with HR
and Payroll to ensure everything is ready to go on the first day. As you can imagine when hiring
volume is up, I’m buried in paperwork and trying to keep all the applicants and their resumes
straight, track their status in the process, and ensure everyone has what they need is very
challenging. I love my job, but want to ensure I can continue to keep on top of the increased
Maryland Technology Consultants is a fictitious company created for the IFSM 300 Case Study.
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hiring demands and support the recruiting team effectively. Any tool that would help the
workflow and enable many steps in the process to be done electronically would be wonderful.”
Hiring Manager (in functional area; this person would be the supervisor of the new employee
and would likely issue the job requisition to fill a need in his/her department/team):
“While it’s a good problem to have – new business means new hires — the current method for
screening applications, scheduling interviews, identifying the best qualified applicants, and
getting a job offer to them is not working. My team is evaluated on the level of service we
provide our clients, and it is very important that we have well-qualified staff members to fulfill
our contracts. Turnover is common in the IT world and that along with new business
development, makes the need for hiring new staff critical and time-sensitive. I confess that
sometimes I’m not as responsive to HR as I should be; but although hiring new consultants for
the contracts I manage is important to successfully meet the clients’ needs, this is only one of
several areas for which I’m responsible. I look to the recruiters to stay on top of this for me. In
the ideal world, I’d like an electronic dashboard from which I can see the status of any job
openings in my area, information on all qualified candidates who have applied and where they
are in the pipeline. Electronic scheduling of interviews on my calendar would be a real time
saver. It’s important that we impress candidates with our technology and efficiency – after all
we are an IT consulting company—and using manual processes makes us look bad. And, this
system must be easy to use – I don’t have time for training or reading a 100-page user’s
manual. Just need to get my job done.”
Maryland Technology Consultants is a fictitious company created for the IFSM 300 Case Study.
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