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- QUESTION
It is based on a specific company Chesapeake It Consulting I will be attaching these files.
e IT Consultants\r\nChesapeake IT Consultants (CIC) is a successful Information Technology consulting services 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. CIC feels strongly that its success is dependent on the combination of the talent of its IT consultants, the best practices CIC employs, and a dedication to delivering truly beneficial IT solutions to their clients.\r\nCorporate Profile\r\n\r\nCorporate Name: Chesapeake IT Consultants, Inc.\r\nFounded: May 2004\r\nHeadquarters: Baltimore, Maryland\r\nSatellite Locations: Herndon, Virginia; Bethesda, Maryland Number of Employees: 400\r\nTotal Annual Gross Revenue: $80,000,000 President and\r\nChief Executive Officer (CEO): Alvin Morrison\r\n\r\nBusiness Areas\r\n\r\nCIC provides consulting services in the following areas:\r \n• Business Process Consulting - Business process redesign, process improvement\r\n• IT Consulting - IT strategy, analysis, planning, system development, implementation, and network support\r\n• IT Outsourcing Consulting – Requirements analysis; vendor evaluation, due diligence, selection and performance management; Service Level Agreements\r\n\r\nBusiness Strategy\r\n\r\nCIC\'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.\r\n\r\nCurrent Business Environment\r\n\r\nCIC provides consultants on-site to work with its clients, delivering a wide variety of IT-related services. CIC obtains most of its business through competitively bidding on Requests for Proposals issued by business, government and non-profit organizations. A small but growi ng portion of its business is through referrals and follow-on contracts from satisfied clients. CIC anticipates it will win two large contracts in the near future and is preparing proposals for several other large projects.\r\n \r\nCIC, 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 CIC to quickly provide the consultants and begin work on the project. CIC, like other consulting companies, cannot afford to carry a large 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 when needed. CIC relies on its HR Department to find and hire the personnel that the line managers need for upcoming contracts. It is very much a "just in time" hiring situation.\r\n\r\nThe Headquarters in Baltimore, Maryland, houses approximately 300 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 customers\' locations.\r\n\r\nStrategic Direction\r\n\r\nAs a small to mid-size business (SMB), CIC 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, CIC will be evaluating how best to position itself for the future and recognizes that its ability to identify its core compe tencies, move with agility and flexibility, and deliver consistent high quality service to its clients is critical for continued success.\r\n\r\nOne 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. With all the competition in IT consulting services, CIC is planning to incorporate consultants in other countries to provide remote research and analysis support to the on-site teams. Since CIC has no experience in the global marketplace, the Director of HR has begun examining international labor laws to determine where CIC should recruit and hire employees.\r\n\r\nChallenges\r\n\r\nThe two contracts that CIC expects to win very soon will require the hiring of an additional 75 consultants very quickly. The Director of Human Resources (HR) is concerned that the current manual process of recruiting and hiring employees will not allow his department to be responsive to these needs. 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 CIC to hire employees located in other countries around the world.\r\n \r\nAdditional business plans include adding help desk support as a provided service. This may include partnering with another vendor offshore to provide economical competitive services in this area.\r\n\r\nManagement Direction\r\n\r\nThe 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 accommodate the hiring of the 75 new employees in the timeframe required. The Chief Informat ion 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 relatively short period of time to reap the benefits. The CEO has asked the CIO to work with HR to recommend a solution.\r\n\r\nYour Task\r\n\r\nAs a business analyst in the CIO\'s department, you have been assigned to conduct an analysis, develop a set of system requirements, and propose an IT solution. The CIO has set up a series of interviews for you to collect information about the current hiring process and the requirements for a system. He has asked you to produce a Business Analysis and System Recommendation Report (BA&SR) as your final deliverable.\r\n\r\nInterviews\r\n\r\nIn the interviews you conduct with the organizational leaders, you hear the comments recorded below.\r\n\r\nCEO: Alvin Morrison\r\n\r\n“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 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 CIC.”\r\n\r\nCFO: Marianne Cho\r\n\r\n“So glad we’re talking about this initiative. As CFO, obviously I’m focused on the bottom line. I a lso recognize it’s necessary to invest in certain areas to ensure our viability moving\r\n \r\nforward. Having cost effective technology solutions that improve current processes and enable future functionality is very important to CIC’s success. We must consider the total cost of ownership of any technology we adopt. CIC 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 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, but what is lacking is the ability to track skills and certifications of the current staff so we know who has what capabilities when certain expertise is needed on a project. A capability like that would really help our bottom line financially, as we could put the right person in the right place at the right time. I know this is beyond the scope of a hiring system, but when we choose our hiring system, it should be able to provide employee skill and certification data either in an additional module or by exporting it to another system."\r\n\r\nCIO: Fadil Abadi\r\n\r\n“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. 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 p resent 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, CIC’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 clients’ data would have a devastating effect to our ability to compete for new business as well as maintain current clients.”\r\n\r\nDirector of HR: William Bradley\r\n\r\n“Thanks for talking with me today. I see this effort as very important to the success of CIC. 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 process es. I’m willing to consider a basic system that can grow as CIC grows and provide more capabilities in the future. I’m sure Suzanne, our Manager of Recruiting, can provide more specifics.”\r\n\r\nManager of Recruiting: Suzanne Rodriguez\r\n\r\n“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 CIC. It goes without saying that a consulting company is dependent on having well-qualified employees to deliver to\r\n \r\nour 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 software applications for hiring 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 3-month period. I do not think my team can handle such an increase in an efficient and effective\r\nmanner. It really seems like there would be a rapid return on investment in a technology solution to support and improve the hiring process.”\r\n\r\nRecruiters: Paul O’Brien (along with Mac Thompson and Juliet Jackson)\r\n\r\n“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 CIC well, as we want the best applicants to want to come to wor k for us. Then we have the 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 a 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 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 Ted, our administrative assistant, we need interviews to be scheduled to accommodate everyone’s calendars. After the hiring managers make their selections, 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 CIC in the recruiting and hiring areas to meet the business goals.”\r\n\r\nAdministrative Assistant: Ted Anderson\r\n\r\n“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 their feedback on who they would like 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. Then, after a job offer has been made, 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. Any tool that would help the workflow and enable many steps in the process to be done electronically would be wonderful.”\r\n \r\nHiring Manager (in functional area):\r\n\r\n“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 commo n 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 this is only one of several areas I’m responsible for. 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\r\npipeline. Electronic scheduling on my calendar of interviews 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. One last thought is that when we are preparing proposals to bid on work, we are often required to submit resumes of employees who can fulfill the needs. Having a way to quickly identify key skills and experience of the current workforce would facilitate this process.”
Stage 1: Background and Organizational Analysis\r\n\r\nBefore you begin work on this assignment, be sure you have read the Case Study which is located in Content under Course Resources. Refer to the Business Analysis and System Recommendations (BA&SR) Table of Contents below to see where you are in the process of developing this report. \r\nOverview\r\n\r\nAs a business analyst in the Chief Information Officer’s (CIO\'s) department of Chesapeake IT Consulting (CIC), you have been assigned to conduct an analysis, develop a set of system requirements and propose an IT solution to improve the hiring process for CIC. This work will be completed in four stages, and each of these four stages will focus on one section of an overall Business Analysis and System Recommendation (BA&SR) report to be delivered to the CIO. \r\n\r\nThe graphic below outlines the Table of Contents for this report:\r\nSection I: Background and Organizational Analysis (Stage 1) WEEK 2 Submission- The first step is to look at the organization and explain how an IT system could benefit CIC by improving its hiring system. \r\nSection II: Strategic Use of Technology (Stage 2) WEEK 4 Submission– Next you will explain, in general, how CIC can use IT for strategic purposes.\r\nSection III: Strategic and Operational Outcomes (Stage 3) WEEK 4 Submission– Then you will analyze CIC\'s strategy and processes to determine how technology solutions can be used to support the organizational processes and enable CIC’s strategic and operational outcomes, and develop a set of requirements for the new hiring system.\r\nSection IV: System Recommendation (Stage 4)WEEK 8 Submission – Finally, you will identify an enterprise hiring system for CIC, and explain how it meets the requirements, and what needs to be done to implement the system within CIC.\r\n\r\nThe sections of the BA&SR will be developed and submitted as four staged assignments. In stages 2, 3 and 4, you w ill also incorporate any feedback received when the previous stage is graded to improve the effectiveness of your overall report and then add the new section to your report. At the end of the course, you will submit a complete BA&SR document that includes all the sections and changes that resulted from previous feedback. \r\n\r\nBusiness Analysis and System Recommendation (BA&SR) Table of Contents\r\n \r\nI. Background and Organizational Analysis (Stage 1) \r\nA. Introduction \r\nB. Organizational Strategy\r\nC. Components of an Information System\r\n1. People and Technology\r\n2. Processes\r\n3. Data/Information\r\nII. Strategic Use of Technology (Stage 2)\r\nA. Decision Making\r\nB. Communication \r\nC. Collaboration \r\nD. Relationships\r\nE. Structure\r\nF. Competitive Advantage \r\nIII. Strategic and Operational Outcomes (Stage 3) \r\nA. Strategic Outcomes\r\nB. Process Analysis\r\nC. Requirements\r\nIV. System Recommendation ( Stage 4)\r\nA. Benefits of an Enterprise Solution\r\nB. Proposed IT solution\r\nC. How the Proposed IT Solution Meets the Requirements\r\nD. Implementation Steps\r\nE. Conclusion\r\n\r\n\r\nAssignment – BA&SR Section I – Background and Organizational Analysis (Stage 1)\r\n\r\nSection I of the BA&SR document contains an organizational analysis and identifies ways in which information systems can help the organization in the case study (CIC) to meet its strategic goals and meet the information needs of various levels of management. This analysis lays the ground work for the next section of the BA&SR which will explain how technology can be used to support specific strategic activities of the organization.\r\n\r\nUsing the case study, assignment instructions, Course Content readings, and external resources, develop your Section I: Background and Organizational Analysis. Recommended lengths for each section are provided and be sure to include all pertinent info rmation. A key to successful business writing is quality and conciseness rather than quantity. \r\n \r\nTo start, review the Business Perspectives Module (week 1 content), particularly the sections that describe the example of Booz Allen Hamilton, a services company with a business model similar to that of CIC in the case study. The case study tells you that the executives and employees at CIC have identified a need for an effective and efficient hiring system. As you review the case study, use the outline below to help you take notes to assist in your analysis; in particular, list the needs of the individuals expressed in the "interviews." \r\n\r\nI. Background and Organizational Analysis\r\n\r\nA. Introduction – briefly describe (at a high level) the organization in the Case Study; provide a context for the rest of the document. (one paragraph) \r\n\r\nB. Organizational Strategy - Using the Business Strategy statement and information from the Case Study, expla in how a new hiring system would support that strategy. (Two to three strong sentences that explain how the system would support the strategy and justify your position with specifics from the Case Study).\r\n\r\nC. Components of an Information System - Explain each of the following in relationship to an information system to support the hiring process at CIC: \r\n\r\n1. People and Technology – Identify the interest or objectives for the new hiring system for each stakeholder listed below based on his or her organizational role. Include how the technology will improve how the job is done; that is, identify what each of the stakeholders needs the system to do. (Introductory sentence or two, followed by 1-2 sentences for each role) \r\ni. CEO\r\nii. CFO\r\niii. CIO\r\niv. Director of Human Resources\r\nv. Manager of Recruiting\r\nvi. Recruiters\r\nvii. Administrative Assistant\r\nviii. Hiring Manager\r\n\r\n2. Processes - The overall hiring process has several sub-processe s, four of which are listed in the table below. For each of the sub-processes listed, complete the table with the requested information. You will describe the process as it is currently being done (As/Is Process), the process as it will be done after the system is implemented (To/Be Process) and the business benefits of the improved process. (Provide an introductory sentence for this section and copy the table and insert the information within.) \r\n \r\nHiring Process\r\nBelow are sub-processes that are part of the overall hiring process As/Is Process To/Be Process Business Benefits of Improved Process\r\nReceiving applications \r\nMatching applications with open job requisitions \r\nScreening Resumes\r\n \r\nScheduling Interviews\r\n \r\n\r\n3. Data/Information – In order to support CIC\'s hiring process, the new system will need to collect, store and process data. An example of needed data is “Name of Hiring Manager.-” The case study provides insight into the kinds of data that will be needed. First, insert an introductory opening sentence for this section. Then identify ten (10) critical data/ information items for this hiring information system solution. (Provide an introductory sentence and copy the table and insert information within.) \r\n\r\nData/Information Requirement\r\n1. \r\n2. \r\n3. \r\n4. \r\n5. \r\n6. \r\n7. \r\n8. \r\n9. \r\n10. \r\n\r\nFormatting Your Assignment\r\n\r\nFor academic writing, the writer is expected to write in the third person. 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 academic 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.\r\n\r\n• Write a short concise paper: Use the recommendat ions provided in each area for length of response. Content areas should be double spaced; table entries should be single-spaced. It’s important to value quality over quantity. Assignment should not exceed 4 pages. \r\n• 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.\r\n• Use at least two resources with APA formatted citation and reference. Use at least one external reference and one from the course content. \r\n• Compare your work to the Grading Rubric below to be sure you have met content and quality criteria. \r\n• Submit your paper as a Word document, or a document that can be read in Word. \r\n• Your submission should include your last name first in the filename: Lastname_firstname_Stage_1\r\n\r\nGRADING RUBRIC:\r\n\r\n\r\nCriteria \r\n90-100%\r\n\r\nFar Above Standards \r\n80-89%\r\n\r\nAbove Standards \r\n70-79 %\r\n\r\nMeets Standards \r\n60-69%\r\n\r\nBelow Standards \r\n< 60%\r\n\r\nWell Below Standards \r\nPossible Points\r\nIntroduction 9-10 Points\r\nDescribes the organization and provides an effective introduction to what follows; is clear, logical, derived from the Case Study; and demonstrates a sophisticated level of writing. 8 Points\r\nDescribes the organization and provides an introduction to what follows; and is clear, logical, and derived from the Case Study. 7 Points\r\nDescribes the organization and provides an introduction to what follows; is adequate, and is derived from the Case Study. 6 Points\r\nNot clear, logical and/or derived from the Case Study. 0-5 Points\r\nNot included, or demonstrates little effort.\r\n 10\r\nStrategy\r\nHow the system will support the organization’s strategy 23-25 Points\r\nThe explanation is clear, logical and fully supported using a sophisticated level of writing. 20-22 Points\r\nThe explanation is clear, logical and supported. 17-19 Points\r\nThe explanation is provided and supported. 15-16 Points\r\nThe explanation is not clear, logical and/or supported. 0-14 Points\r\nThe explanation is not included or demonstrates little effort. 25\r\nComponents\r\nThe people and technology, processes, and data/ information sections 41-45 Points\r\nFully and logically explained, are clearly related to the Case Study, and demonstrate a sophisticated level of analysis and writing. 36-40 Points\r\nLogically explained, are related to the Case Study, and demonstrate analysis and effective writing. 31-35 Points\r\nExplanation provided and relates to the Case Study. 27-30 Points\r\nNot all clearly explained and/or are not related to the Case Study. 0-26 Points\r\nNot all addressed or little effort is demonstrated.\r\n 45\r\nResearch\r\nTwo or more sources--one source from within the IFSM 300 course content and one external (other than the course materials) 9-10 Points\r\nRequired resources are incorporated and used effectiv ely. Sources used are relevant and timely and contribute strongly to the analysis. References are appropriately incorporated and cited using APA style. 8 Points\r\n\r\nAt least two sources are incorporated and are relevant and somewhat support the analysis. References are appropriately incorporated and cited using APA style.\r\n 7 Points\r\nOnly one resource is used and properly incorporated and/or reference(s) lack correct APA style. 6 Points\r\nA 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\r\nNo course content or external research incorporated; or reference listed is not cited within the text 10\r\nFormat 9-10 Points\r\nWell 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 Points\r\nEffective organization; has few errors i n sentence structure, grammar, and spelling; double-spaced, written in third person and presented in a professional format. 7 Points\r\nSome organization; may have some errors in sentence structure, grammar and spelling. Report is double spaced and written in third person. 6 Points\r\nNot 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\r\nExtremely poorly written, has many grammar and/or spelling errors, or does not convey the information. 10\r\n TOTAL Points Possible 100
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| Subject | Business | Pages | 9 | Style | APA |
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Answer
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Matching applications with open job requisitions |
Recruiter’s role in matching the presented documents and the requirements. |
The filtration process of the presented information and documents is done electronically. |
The selection time is fast and easy. It also allows the recruiters to handle other responsibilities. |
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Screening Resumes |
The recruiting personnel going through the paper resumes and selecting the most competent. |
The resumes are evaluated on screen by the recruiters who make the decision according to success in the earlier processes. |
Efficiency in the selection of all successful candidates without leaving anyone out. |
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Scheduling Interviews |
The administrative assistant schedules the interviews after getting feedbacks and communicating with the selected successful applicants. |
The successful candidates are responded to via an automatic response system and the interviews scheduled according to the manager’s calendar. |
The administrative assistant, as well as recruiting manager have their work. eased and the process made more efficient. |
Table 1: Variation in the hiring process
Data and Information
The hiring process is supported by the recording, storage, and filtration of vast information about the different stakeholders. Each of this data has its importance in the process.
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Data/Information Requirement |
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1. Name of the applicant and their personal information such as age and gender. |
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2. Physical address of the applicant. |
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3. Academic qualifications such as the level of education. |
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4. The requisitions by the company. |
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5. Relevant documents and testimonials of the applicant. |
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6. The application letter stating several aspects such as job position and reference number. |
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7. The applicant's work experience and current job. |
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8. Additional information about the applicant such as abilities and skills. |
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9. Applicant’s referees and their contacts. |
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10. Special information such as disability of the applicant. |
Table 2: Hiring process required process
Conclusively, the hiring process of a company remains among the major areas where technology should be integrated. This not only averts the issue of time, but also ensures an efficient process and one that selects competent workers (Hartwick & Mason, 2014). The above discussion evaluates the technological hiring process of CIC and IT consulting company that aims at ensuring sustainability and larger market share through its highly skilled workers. Among the important information presented in the discussion is the role of every stakeholder, the improved process and required data.
References
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Hartwick, J. M., & Mason, R. W. (2014). Using Introductory Videos to Enhance ePortfolios and to Make Them Useful in the Hiring Process. International Journal of ePortfolio, 4(2), 169-184. Orlikowski, W. J., Walsham, G., Jones, M. R., & DeGross, J. (Eds.). (2016). Information technology and changes in organizational work. Springer. Scarbrough, H., & Corbett, J. M. (2013). Technology and Organization (RLE: Organizations): Power, Meaning, and Design. Routledge. Weaver, C. S. (2016). Directors' perceptions of faculty hiring practices at the Tennessee Colleges of Applied Technology.
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