A. Stakeholder Interests Operating a company the size of MTC would include a lot of moving pieces, mostly because it’s crucial to accommodating all parties. The following table lists MTC’s current challenges with stakeholders on the hiring procedure and how the proposed program intends to resolve them.
|Role||Specific problem related to the current hiring process||How a technology solution to support them hiring process could address the problem|
|MTC needs and wants to hire the best-talented individuals in the sector to ensure commercial success. The CEO can no longer improve MTC because of the manual hiring process’s inefficiency and the acquisition process’s slow pace.||After quickly selecting through the best candidates in the field, MTC will be able to hire excellent candidates thanks to the adjustment of our present hiring process and the adoption of new recruiting tools. As a consequence, the CEO will be free to expand MTC whenever it suits them.|
|2. CFO||The current CFO thinks that MTC’s employment process is expensive and ineffective. “As a result of that, MTC is presently losing money and additional staff that could have been employed on other tasks.||By executing the new employment process, which will include a one-time fee, and redistributing personnel tasked with hiring and recruiting to other tasks, MTC will be able to decrease costs and sacrifice man hours.|
|3. CIO||MTC has lately turned its focus to employing people internationally, which the business’s current hiring procedure would not allow. The CIO further went so far as to state that MTC could no longer depend on a traditional acquisition process in order to achieve these goals.||The new employment mechanism, which is accessible on most channels, will make it feasible to discover talent from anywhere in the universe. (UMGC n.d.)|
|4. Director of Human Resources||The HR director of MTC believes that “procedures cannot meet the recruiting and staffing goals” at this time. Because it has made it harder to find employees. (UMGC, n.d.).||As was already noted, implementing the new employment system will speed up the recruiting team’s hiring process (Sołek-Borowska & Wilczewska, 2018).|
|5. Manager of Recruiting||Considering that MTC has no plans to hire more recruiters, the fact that only three to four full-time personnel are managing the task of examining hundreds of resumes at once considerably slows down the recruiting process.||Our competitors have already altered their hiring practices, reducing recruiting rates by 20% to 30%. Our comprehensive recruiters’ burden could drop from 90 hours weekly to 70 hours if MTC adopted a similar approach.|
|The MTC recruiters are aware of how time-sensitive their work is and that the organization only wants the most bright and skilled individuals. The current challenge for MTC’s recruitment agencies is that the traditional acquisition process necessitates recruiters to personally sort through applications and send them off, which takes more time and raises the chance that they will get lost. Furthermore, paper is not free, making this a pricey operation.||Thanks to the improved system, recruiters won’t need to print out and filter through applications.|
|7. Administrative Assistant||Currently, our AA is in charge of organizing interviews, mailing submissions across offices and routing them, and ensuring all documentation is prepared for a new hire. To ensure that the interview hours are suitable for both groups, she also looks at the schedules of all potential participants. As it stands, this strategy provides MTC’s AA with very little breathing room.||Our Employees won’t have to seek out viable options to determine whether a given date is vital for an interview since all open interview times will be recorded in the program. (UMGC, n.d.).|
|8. Hiring Manager (Functional supervisor the new employee would be working for.)||The acquisition manager explained, “We must surprise candidates with our tech and reliability manual procedures makes us look terrible. We are an IT consulting firm. The discretionary hiring method is unsuccessful in addition to damaging MTC’s reputation. (Sołek-Borowska & Wilczewska, 2018)||By employing a recruitment system, MTC will leave the stone age behind and be capable of attracting fresh talent owing to the straightforward hiring process.|
B. Defining Requirements
The table below highlights the new employment software’s system and user requirements. Design specifications are the activities the individual chooses the system to accomplish, whereas requirements specifications are the characteristics the program must have.
|Requirement ID # only||Requirement Statement||Stakeholder
(Position and Name from
Case Study that identified
|User Requirements – (What the user needs the
system to do)
|EXAMPLE||The system must store all information from the
candidate’s application/resume in a central
|Recruiter – Peter O’Neil|
|1.||The technology must isolate the qualified candidates from the others to speed up the recruiting process. (UMGC, n.d.).||CEO: Samuel Johnson|
|2.||The system must have a planning program to ensure that both players to an evaluation can keep the regular appointment.||Administrative Assistant-Tom Arbuckle|
|3.||The solution will simplify the team’s communication, ending the days of sending an inter-office emails. .||Administrative Assistant- Tom Arbuckle and Hiring Manager|
|4.||The software must notify parties of invites as well as schedule interviews.||Administrative Assistant|
|5.||The system must notify the administrative assistants when an individual has finished their interview and the hiring manager has determined whether or not to hire them (Sołek-Borowska & Wilczewska, 2018).||Administrative Assistant|
|System Performance Requirements – (How the system will perform)|
|EXAMPLE||The system must be implemented as software as a
|CIO – Raj Patel|
|6.||The system needs to be steady with the organization’s existing plans and building (UMGC, n.d.).||CIO – Raj Patel|
|7.||The system should back several electronic functions.||Administrative Assistant|
|8.||The system needs record staff members’ identifications and expertise levels.||CFO: Evelyn Liu|
|9.||The system should use role-based identification.||CIO – Raj Patel|
|10.||The scheme needs to protect all candidate data.||CIO – Raj Patel|
Sołek-Borowska, C., & Wilczewska, M. (2018). New technologies in the recruitment process. Economics and Culture, 15(2), 25-33. Retrieved from https://www.researchgate.net/publication/330255138_New_Technologies_in_the_Recruitment_Process
UMGC (n.d.). Analyzing Process Improvements Supported by IT. Retrieved from https://leocontent.umgc.edu/content/umuc/tus/ifsm/ifsm300/2228/learning-resourcelist/analyzing-processimprovementssupportedbyit.html?wcmmode=disabled
UMGC (n.d.). Developing Requirements for an IT System. Retrieved from https://leocontent.umgc.edu/content/umuc/tus/ifsm/ifsm300/2228/learning-resourcelist/developing-requirementsforanitsystem.html?wcmmode=disabled
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