Maryland Technology Consultants is a fictitious company created for the IFSM 300 Case Study.
MTC Case Study 11/23/2019 Ver. 1 1
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: Maryland Technology Consultants, Inc.
Founded: 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 2
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 cli.
A Critique of the Proposed National Education Policy Reform
Maryland Technology Consultants is a fictitious company create.docx
1. Maryland Technology Consultants is a fictitious company
created for the IFSM 300 Case Study.
MTC Case Study 11/23/2019 Ver. 1 1
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: Maryland Technology Consultants, Inc.
Founded: May 2008
2. 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
3. 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 2
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.
4. 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
5. 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.
6. Maryland Technology Consultants is a fictitious company
created for the IFSM 300 Case Study.
MTC Case Study 11/23/2019 Ver. 1 3
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
7. 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
8. 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 off-the-
shelf 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
9. 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 4
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
10. 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
11. 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.
12. Maryland Technology Consultants is a fictitious company
created for the IFSM 300 Case Study.
MTC Case Study 11/23/2019 Ver. 1 5
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
13. 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
14. 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
15. 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
are won and we need to hire 75 (to as many as 150) staff in a 2-
month period. I do not think my
Maryland Technology Consultants is a fictitious company
created for the IFSM 300 Case Study.
MTC Case Study 11/23/2019 Ver. 1 6
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
16. 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
17. 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
18. 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
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.”
Maryland Technology Consultants is a fictitious company
created for the IFSM 300 Case Study.
19. MTC Case Study 11/23/2019 Ver. 1 7
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
20. 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."
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 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.
21. 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
22. 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 task; therefore, think about
what the users are doing as part of the hiring process. Retain the
as-is 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
system could 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 true that the system will speed up
each step of the process, think about how MTC would benefit
more strategically from using an automated system to perform
23. 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 to-be 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 Improve the
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
EXAMPLE PROVIDED – (Retain text as #1 but remove this
label and gray shading in your report)
System will receive application via on-line submission through
MTC Employment Website and store in the applicant database
within the hiring system.
24. 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.
2. Recruiter screens resumes to identify top candidates by
matching with job requirements from job description.
3. Recruiter forwards top candidates to Administrative
Assistant 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
25. 8. AA emails candidates to schedule interviews.
9. Interview is conducted with candidate, hiring manager and
other members of the interview team.
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
10. Hiring manager informs the AA on his top candidate for
hiring
11. AA collects feedback from interviews and status of
candidates
12. Administrative Assistant prepares offer letter based on
information from recruiter and puts in the mail to the chosen
candidate.
Administrative Assistant
EXAMPLE PROVIDED – (Retain text as #12 but remove this
label and gray shading in your report)
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
26. enables MTC to hire in advance of the competition.
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 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
Current Issues
(from the Case Study)
Improvements
(due to use of technology)
Collaboration:
EXAMPLE PROVIDED
(Retain text but remove this label and gray shading in your
report)
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.
27. 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.
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 with
applicants/potential employees.
Formatting Your Assignment
Consider your audience – you are writing in the role of an MTC
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
28. 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 the title page created 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
29. 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
GRADING RUBRIC:
Criteria
90-100%
Far Above Standards
80-89%
Above Standards
70-79%
Meets Standards
60-69%
Below Standards
< 60%
30. Well Below Standards
Possible Points
Stakeholder Identification
Identification of a logical stakeholder based on the case study
Generally, 1 point per stakeholder.
9-10 Points
10 stakeholders correctly identified as derived from the Case
Study.
8.5 Points
10 stakeholders correctly identified as derived from the case
study or logical assumption.
7.5 Points
Minimum of 8 stakeholders correctly identified as derived from
the case study or logical assumption.
6-7 Points
Fewer than 8 stakeholders correctly identified as derived from
the case study or logical assumptions; and/or contains
significant incorrect information.
0-5 Points
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.
10
To-Be Process Analysis
Analysis describes how the system will support and improve the
hiring process
Generally, 0-3 points per to-be process step. Both quantity and
quality evaluated.
27-30 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.
31. 24-26 Points
To-Be Process step improvements relate to corresponding As-Is
Process step and explains how the system will support it;
demonstrates effective analysis.
21-23 Points
To-Be Process step improvement is provided for each As-Is
Process step and an explanation is provided for each.
18-20 Points
Fewer than 10 To-Be Process step improvements and/or
explanations are provided; and/or contains significant incorrect
information.
0-17 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.
30
Business Benefits of Improved Process
32. Explains how each step in the process can contribute to the
overall business strategy
Generally, 0-2 points per improved process step. Both quantity
and quality evaluated.
18-20 Points
Business benefits for all 10 process steps are fully explained;
demonstrates sophisticated analysis.
16-17 Points
Business benefits for all 10 process steps are explained;
demonstrates effective analysis.
14-15 Points
Business benefits for all 10 process steps are included.
12-13 Points
Business benefits for fewer than 10 process steps are provided;
and/or contains significant incorrect information.
0-11 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.
20
Expected Improvements
Issues from case study and improvements due to technology in
areas of Communication, Workflow, and Relationships
Generally, 0-7 points per area. Both quantity and quality
evaluated.
18-20 Points
Issues and improvements for all 3 areas are fully and correctly
explained; demonstrates sophisticated analysis.
16-17 Points
Issues and improvements for all 3 areas are explained;
demonstrates effective analysis.
14-15 Points
Issues and improvements for all 3 areas are provided.
12-13 Points
33. Issues and improvements for fewer than 3 areas are provided;
and/or contains significant incorrect information.
0-11 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.
20
Research
Two or more sources--one source from within the IFSM 300
course content and one external (other than the course
materials)
9-10 Points
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.
8.5 Points
At least two sources are incorporated and are relevant and
somewhat support the analysis. References are appropriately
incorporated and cited using APA style.
7.5 Points
Only one resource is used and properly incorporated and/or
reference(s) lack correct APA style.
6.5 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.
0-5 Points
34. No course content or external research incorporated; or
reference listed is not cited within the text.
10
Format
Uses outline format provided; includes Title Page and Reference
Page
9-10 Points
Well organized and easy to read. Very few or no errors in
sentence structure, grammar, and spelling; double-spaced,
written in third person and presented in a professional format.
8.5 Points
Effective organization; has few errors in sentence structure,
grammar, and spelling; double-spaced, written in third person
and presented in a professional format.
7.5 Points
Some organization; may have some errors in sentence structure,
grammar and spelling. Report is double spaced and written in
third person.
6.5 Points
Not well organized, and/or contains several grammar and/or
spelling errors; and/or is not double-spaced and written in third
person.
0-5 Points
Extremely poorly written, has many grammar and/or spelling
errors, or does not convey the information.
10
TOTAL Points Possible
100
36. IFSM 300 6382
1 June 2020
A. Business Strategy
MTC using a business strategy that says they want to give the
best consulting service and advice to customers. They perform
this by hiring the best and most skilled consulting all while stay
on top of all the cutting edge technology that can assist them.
The only issue with this is that in order to do so, you must
being able to hire the right people as fast as possible so they
don’t end up working somewhere else. The current hiring
process of MTC is old, slow and time consuming. The way to
improve this is by adopting the hiring process that can cut the
hiring process time in half.
37. B. Competitive Advantage
MTC operates in a very dynamic environment that they must
compete and fight with other companies to include the
government as well to be awarded/win contracts for future
assignments. This is a very difficult business to be in because
you cannot predict the future and how many contracts you will
win or lose. This could lead to a quick demand of employees
needed which will need to be address promptly. With this
situation MTC, should look into using human resources
information system (HRIS). Information systems have made it
possible for companies to have a dedicated tool which helps in
organizing the complete recruitment and selection process.
Having the ability to hiring the best and most talent personnel
at a fast pace would give MTC a competitive advantage over it
competition because they will be able to ensure the customers
are getting the service required from experts.
C. Strategic Objectives
Strategic Goal
(from case study)
Objective
(clear, measurable and time-bound)
Explanation
(2-3 sentences)
Increase MTC Business Development by winning new contracts
in the areas of IT Consulting
Obtain two contracts (preferably big contracts) as soon as
possible.
A cutting edge HR/ recruiting information technology program
would ensure MTC is hiring the right people at the right time
resulting in an improvement and increase in profit for the
company.
Build a cadre of consultants internationally to provide remote
research and analysis support to MTC’s onsite teams in the U.
S.
38. Increase international recruiting efforts and employ 5 research
analysts in the next 12 months.
The new hiring system would allow applicants from around the
world to apply online, increasing the number of international
applicants. It would enable the recruiters to carefully monitor
the applications for these positions, identify the necessary
research and analysis skills needed, and screen resumes for
these key skills. Recruiters could quickly view the number of
applicants and identify when additional recruiting efforts are
needed to meet the objective.
Continue to increase MTC’s ability to quickly provide high
quality consultants to awarded contracts to best serve the
clients’ needs
Rapidly identify what skills are needed for the clients and pair
them with the correct personnel for that job. Also, adopted an
system that managing all employees and has what there
certification are so they can be easily assigned.
Rapidly identify what skills are needed for the clients and pair
them with the correct personnel for that job. Also, adopted an
system that managing all employees and has what there
certification are so they can be easily assigned.
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
Rapidly implement a qualification program that will allow all
employees to achieve multiple certification and increase their
overall level of knowledge. Track these achievements and
advertise the opportunities and certification that they are
receiving. This will create an environment of growth and
education ensuring the company stays on top of new
information.
Rapidly implement a qualification program that will allow all
39. employees to achieve multiple certification and increase their
overall level of knowledge. Track these achievements and
advertise the opportunities and certification that they are
receiving. This will create an environment of growth and
education ensuring the company stays on top of new
information.
D. Decision Making
Role
Level as defined in Course Content Reading
Example of Possible Decision Supported by Hiring System
Example of Information the Hiring System Could Provide to
Support Your Example Decision
Senior/Executive Managers
(Decisions made by the CEO and the CFO at MTC supported by
the hiring system.)
Strategic
If contracts can be met at a reasonable time. They could time if
they would need more employees for future jobs.
The system could make reports on number of personnel require
with specific skills. What is required for a contract.
Middle Managers
(Decisions made by the Director of HR and the Manager of
Recruiting supported by the hiring system.)
Managerial
Manager of Recruiting can decide if the recruiters are
beneficial.
The system could create a report on how recruiting is increasing
or decrease in which areas.
Operational Managers
(Decisions made by the line managers in the organization who
are hiring for their projects supported by the hiring system.)