Business Scenario Everest Widgets, Inc. is a well-known U.S. manufacturer of technology products that are marketed globally. For many years the business environment was relatively stable and Everest could count on sales of orthodox IT products such as PCs and servers through a traditional distribution network composed of distributors, wholesalers, and retailers. Seemingly overnight, the market changed radically and caught Everest off guard – cloud computing, open source software, Fourth Industrial Revolution… Accenture stated “the traditional value chain will pivot toward hyper-personalized experiences, products and services driven by innovative business models that result in new sources of revenue.”?s companies all over the globe face the new reality that “business as usual” is no longer a viable assumption, Everest is “fighting for its life”. The CEO has stated that “people are our greatest asset” and that the company needs to recruit energetic and innovative people who understand how to strategically exploit the latest digital technology, and it needs them fast. Thousands of resumes begin to flood into HR as Everest advertises its multiple tech positions on job boards and other outlets.?R at EverestHR is not centralized: groups are maintained by each of Everest’s 16 lines of business (LOBs). Each business unit HR group has its own process for recruiting talent. ?uring the many years of stability that Everest has enjoyed, the company was satisfied with hiring “good enough” employees. Many employees were “Everest lifers”, meaning that some would stay with the company for 30 or more years. While loyalty to Everest can be a good thing, many of the “old timers” do not possess up-to-date skills and do not seem motivated to continually reeducate themselves, which is now more important than ever in the fast-changing tech industry. ?R team members are responsible for a number of tasks including recruiting, onboarding, contract or third party hiring, background verification, post-offer follow-up, “administrivia” (HR administrative tasks such as informing employees about their benefits and absence management), compensation, L&D, and regulatory reporting.?he CEO has quietly asked the head of HR to provide a list to her of the poorest performers in order to either fire or reassign these poor performers. This has proven difficult with HR’s many fragmented systems and limited systems capabilities.?f all of this weren’t enough, the CEO has directed HR to be “more strategic” and “agile”.?Recruiting ProcessEverest’s CEO has tasked HR with quickly finding “higher quality new hires who can thrive in a disruptive environment” and emphasized the urgency required to quickly hire these highly-sought-after new employees. The legacy systems and legacy mindsets of the various LOB leaders has made optimizing the hiring process difficult. HR representatives from each LOB can independently contact candidates, and Everest’s LOBs often find themselves competing with another Everest LOB for the same candidate.?he recruiting process works like this:????hen a new job requisition is opened, a unique New Job Requisition (NJR) number is created. The NJR identifies the desired skill and experience of the candidate. ????nce this NJR is received by a recruiter, resume sourcing is initiated. Profiles matching the job description are sourced from various avenues. Sourcing could be done through multiple channels, e.g., directing applicants to the company website, employee referrals, external job sites, recruitment consultants, and existing contractors. Recruiters must read through many, many resumes, and if a recruiter thinks that a resume is a good fit for the position, the candidate will undergo additional screening.????ext steps in the screening process include o?The candidate fills out an online application.o?The candidate takes an online test to ensure that that she or he ?as the requisite basic skills the company requires.o?The candidate has a phone or web conference interview with the LOB’s hiring manager.o?If the candidate passes this, a face-to-face technical interview with an IT team member is scheduled. The wait time for technical interviews depends mainly on the availability of the IT team member, and their cooperation depends on the urgency of the resource requirement. Since most of these IT people are tied up in regular project work during the week, interviews tend to be scheduled on weekends. o?Assuming the candidate passes the technical interview, a face-to-face interview with HR is scheduled for a later dateo?After all interviews are conducted, a background check is initiated.o?If the background check is passed, an offer is extended to the candidate.?he hiring cycle time is measured from the date of NJR creation to the time the candidate joins the company and the NJR is closed. The times required to take all the intermediate steps are recorded as the candidates are processed through the successive stages. The sourcing time also includes scheduling the shortlisted candidates for face-to-face technical interviews. For each candidate hired, an average of 56 resumes are sourced; of these 56 candidates, 13.8 appeared for the test/interview, 5.52 moved on to the technical discussion, 1.82 moved on to the HR discussion, and one was selected.?nce a candidate is selected, HR must enter multiple systems to on-board the new employee. On-boarding tasks include: ????pen the ADP portal and create a new employee record????pen the building security web page application and register new hire????reate a new user in the IT directory????reate an e-mail account????reate a phone extension????end a welcome e-mail to the new employee????reate an IT Helpdesk ticket for computer and phone installation????reate an IT Helpdesk ticket for a laptop?verest’s HR SystemsEach HR group has chosen the HRIS that best fits their needs. Everest’s HR computer systems are a collection of off-the-shelf software packages, internally developed applications, locally designed web sites, and several consultant-built applications. Some of the HR systems in use include SAP, Oracle, Epicor, Workday, Kronos, Kenexa BrassRing and Taleo. There is no central database.?ecently some of the HR units have begun to analyze data to help them better perform their tasks. All the buzz about “Big Data” and analytics has also caught the attention of business unit executives who have been pressing their HR groups to provide more data-driven insights. Some LOB managers are even asking if AI can help speed up the hiring process.?ew HR Divisional CIOEverest’s CHRO has recently hired a new HR Divisional CIO, Marci Black, and is building its corporate HR IT group in an effort to renew the company’s systems. ?s. Black has been getting very little sleep recently as she tries to get her arms around the enormity of her new job. In addition to the need to refresh Everest’s tired legacy systems, she also must contend with headaches like government regulations (which have recently forced Everest into additional reporting requirements), the need to streamline business processes through IT, and mandates from the CEO to be “more strategic”. ?arci Black is overwhelmed and needs your help. She has tapped Graziadio’s MSHR program to find qualified and energetic students to assist her. You have been hired as a consultant to Ms. Black’s Office of the CIO. ?s. Black needs help in understanding how best to proceed in her new job, and has asked you to answer the following questions. You know from her reputation that she values clarity, succinctness, and depth in written analysis. You keep these things in mind as you compose your answers…?our ResourcesYou have a plethora of resources from your ISTM class upon which to draw. You recall class sessions devoted to discussing data and analytics, features of HRIS, the planning, implementation, and securing of information systems; process analysis; and justification and evaluation of IS projects. You downloaded the Powerpoint slides from class lectures, reviewed the notes that you took in class, and even re-watched that Bob Johansen video.?everal readings and cases were particularly important: cases such as SDL, Google Project Oxygen, and Novartis; readings like the KPMG whitepaper, Big Data articles, papers on building business cases for IT investment, Robotic Process Automation, Artificial Intelligence in HR, and more. ?uestions?.??What did the CEO mean when she said that HR “needs to be more strategic”? How could the HR function at Everest be reorganized to be more strategic?2.??It has been said that change is difficult. What types of challenges to systems, strategy, skills/tasks, processes, etc. might be encountered by the introduction of a new HRIS? Referencing a model to illustrate how the new HRIS might impact multiple areas of the company, explain how changes in one area might impact another area. BusinessManagementHuman Resource ManagementMGT 623Get a plagiarism-free order today we guarantee confidentiality and a professional paper and we will meet the deadline.
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