The following table indicates the specific problems that staff members expect the new system to solve and the possible ways in which the applicant tracking system will address the problems.
|Role||Specific problem related to the current hiring process||How a technology solution to support the hiring process could address the problem|
|1. CEO||The system does not have an adequate number of staff with the appropriate skills to handle the contracts that the company is soliciting in the market.||A technological hiring system will increase the speed of processing a new employee in the hiring pipeline. Moreover, the hiring system will help reach out to many applicants including those from abroad and thus, it will be easy to get skilled workers since the company will have a wide pool of applicants to choose from (Greening & Turban, 2000). As a result, the company will be able to get adequate staffs with the appropriate skills.|
|2. CFO||The current hiring system is inefficient and not cost-effective.||The new system will recruit employees efficiently thus, providing the needed number and skills but at a lesser cost since costs incurred in communicating to individual applicants will be eliminated.|
|3. CIO||The company relies on mobile computing, which is prone to challenges in terms of portability and maintenance. The current hiring system is manual and thus, prone to breaches of applicant’s data, which may result in devastating effects on the ability of the business to maintain current clients.||A modern hiring system will be hard to hack and thus, only authorized individuals will be able to access the details of applicants. By increasing the security of the system, the business will prove to be reliable. Reliable security will also give it an advantage in competing for new business opportunities and maintaining current clients.|
|4. Director of Human Resources||The current hiring system makes the company’s recruiting staff to overwork. The system is also slow and thus, unable to meet the hiring and staffing demands of the business.||The new hiring system will automate some activities and thus, the workload of the recruiting staff will be reduced. Moreover, the new hiring system is fast and thus, the company will manage to hire the 75 employees within the three months.|
|5. Manager of Recruiting||The current recruiting team is overworked as they try to match the increased hiring at MTC. The company requires to hire about 75 workers in three months and the current hiring system is too slow to manage the target within the stated period. The company risks losing potential workers to competitors.||An applicant tracking system will perform various functions, which are currently performed by the recruiting team and thus, the staff will be relieved some duties. The new system will also speed up the hiring process and thus, MTC will manage to hire the employees within the set time. The system also speeds up the processing of an employee through the pipeline and thus, the company will stand a good chance of issuing the best candidates a job offer before the competitors.|
|6. Recruiters||The current hiring process is not efficient for recruiters who are always competing with time to update the hiring manager and communicate to applicants. The recruiters also risk losing an applicant’s resume making it difficult to update the hiring manager regarding a particular applicant.||The applicant tracking system is efficient and thus, will save more time for the recruiters. It will send an automatic message to an applicant to communicate the status of the applicant in the hiring process while the hiring manager will easily access the status of an applicant through an electronic dashboard. The likelihood of losing applicants’ resume is also minimal since the system will eliminate the interoffice mailing, as all stakeholders can access the status of an applicant.|
|7. Administrative Assistant||The current system makes the assistant engage in excess paperwork especially when hiring volume is up.||The applicant tracking system will reduce the volume of paperwork at MTC.|
|8. Hiring Manager (Functional supervisor the new employee would be working for.)||The current method for screening applications, scheduling interviews, identifying best-qualified candidates, and getting them a job offer is not efficient.||The new system will screen and schedule interviews automatically, tally the points awarded by interviewers, and identify the best candidate making the process more efficient.|
The table below indicates the requirements that the staff expects the new system to fulfill.
|Requirement ID||Requirement Statement||Stakeholder(Position and Name from Case Study that identified this requirement)|
|User Requirements – (What the user needs the system to do)|
|The system must store all information from the candidate’s application/resume in a central applicant database.||Recruiter –Peter O’Neil|
|1.||The system must schedule interviews in individual calendars||Hiring Manager|
|2.||The system must keep applicants and resumes straight||Administration assistant-Tom Arbuckle|
|3.||The system must give a headstart with workers’ retention with qualified candidates(Ferrari et al., 2014)||CEO-Samuel Johnson|
|4.||The system must be customized with electronic dashboards|
|5. (Reporting-Output of organized information retrieved from the system)||The system must send automated messages to applicants||Recruiter – Peter O’Neil|
|System Performance Requirements – (How the system will perform)|
|The system must be implemented as a Software as a Service solution.||CIO – Raj Patel|
|1.||The system must be fast in hiring||Manager of Recruiting-Sofia Perez|
|2.||The system must be long-lasting||CFO-Evelyn Liu|
|3.||The system must interface with existing systems||Director of HR-Joseph Cummings|
|4. (Security)||The system must be able to protect applicant details||Recruiter Peter O’Neil|
|5. (Security)||The system must be safe from Breach of applicant data||CIO- Raj Patel|
Greening, D. W., & Turban, D. B. (2000). Corporate social performance as a competitive advantage in attracting a quality workforce. Business & Society, 39(3), 254-280.Ferrari, A., dell’Orletta, F., Spagnolo, G. O., & Gnesi, S. (2014, April). Measuring and improving the completeness of natural language requirements. In International Working Conference on Requirements Engineering: Foundation for Software Quality (pp. 23-38). Springer, Cham.
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