Central Transport, Inc.Jamie C orman, t he n ew p resident a nd .docx

Central Transport, Inc.
Jamie C orman, t he n ew p resident a nd CEO o f C entral
Transport, r ecently m et w ith
Susan Weber, t he c urrent president and CEO o f SAB D
istribution. Jaime was promoted
from CM O at C entral Transport t o CEO. Her p redecessor h
ad w orked c losely w ith t he
former CEO of SAB Distribution when SAB had transformed its
operations about 10 years
earlier to respond to changes in i ts competitive marketplace.
Now, Ms. Weber was faced
with new challenges and again needed the collaboration of
Jaime and Central Transport to
meet some new challenges.
Susan has met extensively with the members of her executive
team to develop a tentative
plan for modifying the strategic direction of SAB and thwart the
buyout of the company by
a private investment firm.
Susan wa s c onvinced t hat SAB c ould a ttract a dditional r
etailers in t he m id-Atlantic
states if it added to and improved its logistics services, namely,
warehousing, transportation
delivery, and inventory management. However, Susan felt that
she needed a major collaborator with experience in these areas.
She also felt that it would be better if the collaborator
was a company SAB had worked with previously on a
successful basis and was willing to
take on some new challenges.
Susan had decided to approach Wegman’s Food Markets, Inc. as
a c ustomer for these
new services. Wegman’s was a very successful company in the
Northeast that was privately
owned and had expanded carefully into new market areas over

the last 15 years. It offered
more value services to its customers, including an in-store
bakery, a r estaurant and deli,
more take-out options, and in-store cooking demonstrations.
Wegman’s primary distribution point for their stores was
located in a distribution park
in Rochester, New York near their corporate headquarters. With
their store expansion into
the Washington, D.C. area and points further south into
Virginia, they are developing a
new distribution park in northwestern Pennsylvania to lower
their cost and improve their
service. Wegman’s was feeling the pressure to be more price
competitive with Walmart and
other food chains but also wanted to maintain their unique value
added in store services
for customers.
Susan was also convinced that Wegman’s could be price
competitive and to continue to
increase their in-store services and expand their market
opportunities. She felt that they
would li sten t o h er proposal t o offer e xpanded s ervices t o h
elp t heir c ompany b e m ore
competitive. Now, she wanted Central to join with SAB in
making Wegman’s a proposal.
Jaime needs your help in developing a response to Susan.
CASE QUESTIONS
1. Why and how has the competitive market place for SAB
changed in the last five to
seven years?
2. What advantages might Central experience in the proposed
new venture?
3. What issues would SAB and Central face in the proposed new
approach?

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.
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 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
that step. Comment by Raymond Whitney: In the benefits
don’t say what the step does, but what it achieves. If you
eliminate a step, eliminating the step is not the benefit, but
decreasing the hiring time. Comment by Raymond Whitney:
Part of this reengineering of the process is to eliminate
bottlenecks and eliminate non-value -added steps. Passing
paper from one person to another is a non-value-added step.
Reviewing qualified applicants and deciding who should be
interviewed is a value-added step. This is a workflow process
and is in a system so that nothing is passed between
participants, but when a step is completed the next person in the
process is alerted to do work and would have a customized
screen to accomplish his task which contains all of the data
needed or has links to the data needed and fields to enter his
input or decisions.
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.
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
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
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.
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
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 company name, title of report, 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
GRADING RUBRIC:
Criteria
90-100%
Far Above Standards
80-89%
Above Standards
70-79%
Meets Standards
60-69%
Below Standards
< 60%
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.

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
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
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;
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
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;
14-15 Points
Issues and improvements for all 3 areas are provided.
12-13 Points
Issues and improvements for fewer than 3 areas are provided;
and/or contains significant incorrect information.
0-11 Points

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
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

Stage 2: Process Analysis 11/23/19 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.
1
MTC Case Study 11/23/2019 Ver. 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. Comment by
Raymond Whitney: This does not mean that MTC wants to
expand to overseas and hire a bunch of consultants for overseas
locations. Consulting companies who work primarily in the US
like MTC will have some clients who have overseas operations
or interests will at times need on the spot information,
interviewing, implementation support. That is what these
consultants would be used for. It is not like they want o open
an office in Paris or Singapore to handle clients who are solely
in Europe or Asia.
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 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.
Comment by Raymond Whitney: There is and should not
be a pool of consultants on standby for assignment to future
contracts. Comment by Raymond Whitney: HR does not decide
on who is best qualified for a position, they do determine if the
applicants
application/resume, when compared to the requisition
requirements, indicates that they meet the minimum
requirements. They don’t have the proper skill set. The Hiring
Manager is the person who would be responsible for achieving
the results expected in the contract. The Hiring Manager’s
performance is determined by the success of the contract, so he
is the one who selects the applicants that will be interviewed
and hired.
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.

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. Comment by Raymond Whitney: Note the concern for
quality and skills of new consultants is important for
competitive edge.
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 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 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 Comment by Raymond Whitney: This is
interesting because the costs are irrelevant as this is not a
discretionary investment. Some investments in projects or

capital expenditures are non-discretionary, because if not done
the company cannot continue operations, which is the case here.
It most frequently happens in the areas of safety and
environmental controls. OSHA can levy safety requirements on
a company that will not be justified by a savings, but if not
done the company operation will be shut down. Same with
environmental requirements
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. Comment by Raymond Whitney:
What this means is that the hiring system has all of the
necessary data required by timekeeping and payroll to set up
new employees in these systems. The new system should do
this automatically, rather than require separate manual entry.
This does not mean that any data will come back from these
systems to the hiring system.

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.” Comment by Raymond Whitney: Compatibility
does not imply integration, only that the system will not
interfere with the operation of any other system at MTC and
that MTC systems will not interfere with the new hirig system.

Comment by Raymond Whitney: Don’t be misguided there
is no effort to move a great part of the business overseas. The
issue that is being identified is that global access is required. A
hiring manager normally located at HQ might be anywhere in
the world and would need to participate in the hiring process in
a timely manner.
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.” Comment by Raymond
Whitney: The only specified system are payroll and timekeeping
and since they are the only ones mentioned then those are the
only ones to consie
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
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 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." Comment by Raymond Whitney: This is especially
true wit IT consultants. They want to work on the newest
technology and keep their resume updated for future work.
Consultants are frequently hired away by the companies to
which they are contracted. This is mutually beneficial to the
consulting firm as well as the contracting firm.

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