Running head: 1

Terry L. Dashner

UOP

OPS/571

October 8, 2014

Mr. Douglas Spunaugle

Author Note

Part Two and Completion of Writing Assignment on Process Design and Supply Chain.

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Abstract

This document is part two of a writing assignment that underscores the importance of a Process

Design Chart and Supply Chain for the Human Resources hiring procedure at ARI, Inc. Part two

evaluates the efficiency and effectiveness of the hiring process at ARI, Inc., particularly the in-

house process as well as the job fair booth process. Considerable weaknesses appeared with the

hiring process both in-house and at a job fair, and these weaknesses are evaluated and corrected

in this document; however, several strengths of the overall process appeared as well and are

implemented by ARI, Inc. Policy and Procedures. Flow Charts are included for visual references.

Keywords: Process Design, Supply Chain, Evaluation

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This document serves as part two of the process design and supply chain for human

capital as conducted by the Director of Human Resources for ARI, Inc. Whereas part one dealt

with the process design flow chart and the management of a supply chain, part two evaluates the

efficiency and effectiveness of the HR (Human Resources) hiring process, both in-house hiring

and job fair booth hiring, using statistical data gathered in part one. It notes areas for

improvement, displays an updated process flow chart, and summarizes the improved applicant

screening process and recruiting operations at job fairs.

Let’s Evaluate

In evaluating the efficiency and effectiveness of the Human Resources hiring process and

the management of its supply chain, the review must highlight operational strong points as well

as weak points for both. For example, after evaluating the present hiring process at ARI, Inc. the

strengths of the current system works well in undergirding the human capital supply and

retention efforts by the company. Nevertheless, the process needs strengthening. One way of

strengthening the hiring process is by implementing a prescreening form with the online

application. Prescreening for the right applicant is vital, and any device that we might add to

enhance the prescreening efforts is good. Traditionally the HR practice of hiring someone started

with receiving a notice of the employee need, handing out applications for in-house applicants,

giving them time to see the notice an apply. After the in-house waiting period is completed, the

notice for a job opening goes outside the company. Today, before an outside applicant interviews

face-to-face with management, he or she comes under scrutiny through a resume review, phone

conversation, and reference checks long before the interview. This process prescreens candidates

beforehand, which streamlines the interview process, saving the company time and resources.

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After evaluating the hiring process for ARI, Inc., several weak points manifested. For one, the

steps for prescreening applicants needed refining. For example, when an applicant goes online

and fills out an application for employment, another prescreening device is warranted. This extra

prescreening need was discovered during the research of part one. The candidate now completes

a second information form. Applicants must grade themselves on a scale of one to ten regarding

their work habits, time management skills, self-initiative, and answer other open-ended

questions. Secondly, the recruiting booth used at job fairs does not serve applicants or the

company very efficiently. In the past (but will now change), the booth struggled in handling the

large volume of applicants and seekers. By applying Little's Law, the inefficiency of the booth

work changes for the better by adding two additional recruiters. For example, HR conducts a

statistical mean of 20 job fairs in one year. Most are conducted at local college campuses. The

average number of candidates and job seekers making contact with our booth is 30. To keep pace

with the demand, I need 2.5 additional people for a total of four helping in the booth. Using these

numbers, we can process ten applicants an hour. After gathering this data in part one, the

Director of Human Resources implemented a new policy for conducting job fairs, using the

statistical data collected.

Evaluation the Supply Chain

A current trend in HR (also known as Human Capital) for meeting the demands of a

volatile and changing market, is strategizing with supply chain management. Human Capital

(employees), in a sense, are inventory and require management. A supply chain network that is

unique to the Human Resources Departments must come under review constantly, perfecting it.

For example, in the cellular phone repair industry there is a current move to expand the repair

business by adding Tablets and iPad repairs to the list of services that ARI, Inc. provides its

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customers. This requires employees with different skill sets than a typical cell phone repair

technician; therefore, HR must have at the ready a reservoir of applicants that can meet the new

skills requirements. Having a pool of applicants at the ready reduces time in recruiting, which

saves the company money. It is a good policy of efficiency and effectiveness.

Weaknesses of our Supply Chain. Although our system works well, there is room for

improvement. At the Human Resources Executive's HR Technology Conference in Las Vegas

(Dashner, 2014, week three unpublished document) in 2011(Sommer, 2011), John Boudreau

talked about Human Resources Supply Chains. John is a professor at USC and author of

scholarly books on Human Resources. Professor Boudreau asked the attendees three questions:

-  How many open requisitions should HR have? (The crowd answered, “None”).

-  How much employee surplus should a company have? (The crowd answered, “None”).

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-  How many job positions should have a worker shortage? (The crowd answered,

“None”).

In his reply, John stated that if a business executive were asked the same questions

regarding the company’s inventory, would they have replied with the same response? The

professor’s point is that companies normally maintain various safety products for potential

disruptions in their supply chain. They also keep excess inventory to account for the changing

whims of customer demand. Overstocked inventory allows for fast order fulfillment, prevents

lost orders due to product shortages, and also creates non-disruptive production schedules. If a

company needs a supply chain, then Human Resources needs a supply chain.

New Process. After part one’s research, the Director of Human Resources for ARI, Inc.

changed the policy regarding the inventory of human capital. Whereas in the past we kept digital

files of potential candidates for emergency hiring, now we draw readily available candidates

from ITT Technical Institute. We are now a VIP employer of ITT Tech. With our Brand

franchised around the nation, ITT Tech is more than capable for meeting our employee need with

schools in 38 states. Potential employees are prescreened by the school. They participate in

education and skills necessary for our technicians, and they are looking for part time and full-

time work. In a sense, our inventory has moved off location, but is readily available by a phone

call.

Process Design of Former Hiring Process

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New Process Design for ARI, Inc.

See next page (continued)

Need for Employee

The hiring process begins with a job opening

Application and Prescreening

form completed online

The application and prescreening form may come from inhouse employees or from external sources

Resume Review

The applicants resume is reviewed

Telephone Interview

When the candidate is called, he is questioned over his reume

References checked I-9

Verified

This is a prescreening process whereby we check references, conduct a background check

Face-to-face Interview

By this stage, the candidate has been thoroughly screened.

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Process Design for Job Fair Booth

This cycles throughout the day.

Job Offer The applicant is offered a job

Onboarding/Paperwork

Personnel file started

Orientation Probationary employee for 90 days.

Candidates Queuing Up Booth Processing

Applications

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Conclusion

This document presented part two of the process design and supply chain for human

capital as conducted by the Director of Human Resources for ARI, Inc. Whereas part one dealt

with the process design flow chart and the management of a supply chain, part two evaluated the

efficiency and effectiveness of the HR (Human Resources) hiring process, both in-house hiring

and job fair booth hiring, using statistical data gathered in part one. It noted areas for

improvement, displayed an updated process flow chart, and summarized the improved applicant

screening process and recruiting operations at job fairs. This project has given me a better

understanding of the hiring process at ARI, Inc. It has caused me to re-evaluate former methods

and policies, and it has given me the knowledge to make changes necessary for perfecting the

Human Resource Department at ARI, Inc.

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References

Dashner, T.L. (2014). OPS/571 Week three unpublished manuscript. Material originally taken

from Sommer’s Blog (2011, October 19). HR Supply Chains? Really?

http://www.zdnet.com/blog/sommer/hr-supply-chains-really/1067

Sommer, B. (2011, October 19). HR Supply Chains? Really? | ZDNet. Retrieved September 27,

2014, from http://www.zdnet.com/blog/sommer/hr-supply-chains-really/1067