Stage 2 Process Analysis Before You Begin Work On Thi 740944
Stage 2 Process Analysisbefore You Begin Work On This Assignment B
As the business analyst in the CIO's department of Chesapeake IT Consulting (CIC), your next task in working towards an IT solution to improve the hiring process at CIC is to conduct 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. You will add Section II of the Business Analysis and System Recommendation (BA&SR) Report by conducting an analysis of the current hiring process and presenting information on expected business improvements. This analysis lays the groundwork for Section III – Requirements of the BA&SR Report which will identify CIC’s system requirements. Using the case study, assignment instructions, course content readings, and external resources, develop your Section II: Process Analysis. The case study indicates that CIC's leadership recognizes the need for a more effective and efficient hiring system.
Review the case study carefully, take notes on stakeholder inputs, and identify key steps in CIC’s manual hiring process that could benefit from automation or system support. Highlight issues such as delays, paperwork overload, scheduling difficulties, and communication gaps. Use the outline format, headings, and tables provided, ensuring all formatting instructions are followed. Begin with a revised Section I (from your Stage 1 assignment, incorporating feedback), then add Section II: Process Analysis, structured in two parts:
Part 1: Analyze the current “as-is” process by organizing interviewee steps into a logical, high-level sequence. Insert missing steps and assign responsible positions, ensuring each step is concise with an action verb. The process begins with the application receipt and ends with the offer being accepted or rejected.
Part 2: For each step, describe how the proposed technology will support the new process (the “to-be” process). Then, explain how these improvements align with business strategy, such as reducing processing time, improving communication, and strengthening relationships with applicants. Focus on the overall benefits of system implementation rather than just individual steps.
Additionally, include a section on expected improvements in collaboration, communication, workflow, and relationships. For each area, describe current issues identified in the case and how a technological solution could address them in 1-2 sentences.
Throughout the report, write in third person, maintain a professional tone, and ensure content is well-organized with clear headings, tables, and paragraphs. Content should be double-spaced, with tables single-spaced, and length not exceeding three pages for the main body. Include a title page as created in Stage 1 and a references page with at least two credible sources cited in APA format, one from course readings and one external source.
Paper For Above instruction
The dynamic nature of human resources (HR) processes necessitates continuous improvement, especially in the context of recruitment and hiring. Chesapeake IT Consulting (CIC) recognizes that manual and paper-based hiring processes hinder efficiency, contribute to delays, and limit responsiveness. Conducting a comprehensive process analysis is essential to identify problematic areas in the current manual process and determine how technology can streamline recruitment workflows, improve communication, and enhance overall effectiveness. This detailed analysis will serve as a foundation for developing a comprehensive system requirements document, aligning technological solutions with CIC’s strategic objectives.
Section II: Process Analysis
A. CIC Hiring Process – As-Is Process (Part 1)
The analysis begins with the current manual hiring process, as described by stakeholder interviews and supplemented by logical assumptions based on CIC’s operational context. The process involves multiple steps, starting from application receipt to offer acceptance or rejection. The following table summarizes this high-level process, with responsible positions and key actions:
| Step No. | Process Step | Responsible CIC Position |
|---|---|---|
| 1 | Recruiter receives applications via postal mail or email | Recruiter |
| 2 | Sort and record applications in applicant database | HR Assistant |
| 3 | Initial screening of applications based on qualifications | Recruiter |
| 4 | Schedule interviews with shortlisted candidates | Recruiter / Administrative Assistant |
| 5 | Conduct interviews and candidate assessments | Hiring Manager and Interview Panel |
| 6 | Evaluate candidates and select the top candidate | Hiring Manager |
| 7 | Prepare and send job offer letter | Administrative Assistant |
| 8 | Candidate reviews and responds to offer | Candidate |
| 9 | Finalize onboarding documentation | HR Coordinator |
| 10 | Onboard new employee and complete documentation | Onboarding Specialist |
Part B: To-Be Process and Business Benefits
Next, the process must be designed to leverage technological enhancements at each step, aligning the system’s capabilities with CIC’s strategic goals of efficiency, responsiveness, and improved candidate experience. The following table describes how the targeted system will support each step and the overarching business benefits:
| Step No. | Current Process | To-Be Process – System Support | Business Benefits of Improved Process |
|---|---|---|---|
| 1 | Application received via postal mail or email | Online application portal automatically captures and stores submissions | Faster application intake, increased accessibility, and improved candidate experience |
| 2 | Manual recording of applications | Automated import into applicant tracking system (ATS) | Reduces manual effort, decreases data entry errors, and speeds up processing |
| 3 | Initial screening based on manual review | Automated screening filters based on predefined criteria | Reduces screening time, ensures consistency, and enhances candidate quality assessment |
| 4 | Scheduling interviews manually | Integrated scheduling system with real-time calendar access | Streamlines scheduling, reduces conflicts, and accelerates interview timelines |
| 5 | In-person or phone interviews conducted manually | Virtual interviews facilitated via integrated video conferencing tools | Increases flexibility, saves travel time, and broadens candidate pool |
| 6 | Candidate evaluation done on paper or isolated systems | Digital evaluation forms accessible through ATS | Fosters objectivity, simplifies comparison, and speeds decision-making |
| 7 | Offer letter prepared manually | System-generated offer letters using templates filled automatically with candidate data | Reduces errors, accelerates offer process, and enhances professionalism |
| 8 | Candidate reviews and responds via email or mail | Electronic response system allowing digital acceptance or rejection | Speeds up response times, improves candidate experience |
| 9 | Onboarding documentation handled manually | Digital onboarding portal with checklist and pre-filled forms | Speeds onboarding, reduces paperwork, and improves new hire integration |
| 10 | Onboarding conducted with physical documents and face-to-face | Online onboarding modules completed remotely | Enhances onboarding flexibility, accuracy, and efficiency |
Expected Improvements
Implementing a comprehensive hiring system addresses several issues identified in CIC’s current manual processes. Specifically, automation will mitigate delays caused by manual data entry and physical paperwork. Communication between stakeholders can be streamlined through integrated messaging and notifications, fostering real-time collaboration. Additionally, the structured workflow supported by the system ensures consistency in processing applicants and reduces scheduling conflicts. These improvements will not only accelerate the hiring timeline but also improve the quality of selection, enhance candidate experience, and strengthen CIC’s strategic positioning in attracting top talent.
Furthermore, enhanced data management and reporting functionalities will enable CIC management to track key recruitment metrics, evaluate process efficiency, and make data-driven decisions. This aligns with strategic HR management principles that emphasize agility, transparency, and continuous improvement targeted at organizational growth.
Additional Areas for Improvement
Based on the case study, several areas such as collaboration, communication, workflow, and relationships are notably impacted by manual processes. Challenges include limited responsiveness of hiring managers, fragmented communication channels, inconsistent scheduling, and weak applicant relations. Implementing an enterprise-level hiring system could fundamentally transform these areas:
Collaboration:
Stakeholder interviews reveal that hiring managers are often overwhelmed and rely heavily on recruiters, leading to bottlenecks. A centralized, accessible platform would facilitate real-time collaboration, enabling hiring managers and recruiters to share updates promptly. This integration fosters proactive engagement and reduces delays, aligning with CIC’s strategic goal of a more responsive HR function.
Communications:
Current communication relies on email and physical documents, leading to delays and misaligned expectations. An automated system with integrated messaging will ensure timely and consistent communication with candidates and internal stakeholders, improving transparency and candidate experience.
Workflow:
The manual, piecemeal approach results in inconsistent candidate evaluations and scheduling conflicts. System-supported workflows enable standardized procedures for each recruitment phase, increasing efficiency and fairness in candidate assessment.
Relationships:
Applicant engagement can be significantly improved through self-service portals and regular updates. Such improvements foster positive relationships, strengthen CIC’s employer brand, and attract high-caliber candidates, supporting long-term strategic talent acquisition goals.
References
- Bartol, K. M., & Martin, D. C. (2018). Management. McGraw-Hill Education.
- Bond, T. (2019). Modern HR systems and their impact on recruitment. Journal of Human Resources, 45(3), 112-130.
- Jain, V., & Mahajan, V. (2020). Integrating technology into HR processes: Challenges and opportunities. International Journal of Business Administration, 11(2), 45-58.
- Murphy, K. R., & Laczniak, G. R. (2021). Strategic HR management: Concepts and practice. Strategic HR Review, 20(1), 21-27.
- Sullivan, J. (2017). The future of recruitment with AI and automation. Harvard Business Review, 95(4), 55-63.