MTC E-Recruitment Process Analysis: From Manual to Automated
This paper presents a stage-by-stage process analysis of MTC's hiring workflow, comparing the existing manual, paper-based recruitment procedures with a proposed technology-enabled system. Using a structured As-Is/To-Be format, the analysis examines twelve hiring steps—from initial application receipt through offer letter preparation—and demonstrates how an Applicant Tracking System (ATS) can streamline each phase. The paper also evaluates improvements in four key organizational areas: collaboration, communications, workflow, and candidate relationships. Drawing on e-recruitment literature, it argues that adopting automated hiring technology will help MTC reduce processing time, eliminate bias, improve transparency, and strengthen its competitive position in attracting top IT talent.
- Introduction to E-Recruitment Technology: Technology's role in modern recruitment processes
- MTC Hiring Process: As-Is vs. To-Be Comparison: Framework for comparing old and new hiring steps
- Step-by-Step Process Improvements: Twelve hiring steps mapped to ATS improvements
- Organizational Benefits of the Hiring System: Collaboration, communication, workflow, and relationship gains
- Conclusion and Strategic Alignment: Technology adoption aligned with MTC business strategy
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What makes this paper effective
- The structured As-Is/To-Be table format makes process improvements concrete and easy to compare at each of the twelve hiring steps.
- Each process step is mapped to a responsible role, a technology-enabled improvement, and a measurable business benefit, giving the analysis practical clarity.
- The second section systematically addresses four organizational dimensions—collaboration, communications, workflow, and relationships—linking technology adoption to strategic business goals.
Key academic technique demonstrated
This paper demonstrates applied process analysis, a technique common in information systems and human resources management courses. By pairing each current-state problem with a technology-driven solution and a corresponding business benefit, the student shows the ability to translate theoretical e-recruitment concepts from sources like Holm (2012) and Visa et al. (2015) into actionable organizational recommendations.
Structure breakdown
The paper opens with a brief introduction on the role of technology in recruitment, then moves into a twelve-row comparative process table covering each hiring step from application receipt to offer letter. A second analytical section uses a four-area framework (collaboration, communications, workflow, relationships) to assess broader organizational improvements. The paper closes with references drawn from peer-reviewed e-recruitment literature.
Introduction to E-Recruitment Technology
Technology has become a practical necessity for everyone across all sectors. In recruitment, the use of technology to capture and manage data is becoming increasingly important, enhancing the hiring experience for both hiring teams and candidates. Recruiters must now ensure they use technology capable of eliminating bias in order to attract top talent, given the intense competition in the labor market. Creating a robust recruitment process is central to building a successful team. The interview process can be swift, painless, and enjoyable when conducted well; however, sourcing and screening candidates also require tremendous work before an interview ever takes place.
Resume screening tools can ease this process considerably. A company struggling to manage massive volumes of applications can adopt specialized applicant tracking software to make the recruitment process more precise and efficient (Girard & Fallery, 2009).
MTC Hiring Process: As-Is vs. To-Be Comparison
The table below outlines each step in MTC's current hiring process (As-Is), identifies the responsible position, describes how a new hiring system will support and improve that step (To-Be), and explains the corresponding business benefit aligned with MTC's overall strategy and needs.
Step-by-Step Process Improvements
As-Is: A recruiter receives an application from a job seeker via postal mail. Responsible Position: Recruiter. To-Be: The system will receive applications via online submission through the MTC Employment Website and store them in the applicant database within the hiring system (Holm, 2012). Business Benefit: A more efficient submission process decreases the time needed to receive and begin processing applications. This presents a positive image to potential employees and helps MTC compete for top IT talent.
As-Is: The recruiter screens resumes by manually matching them against job requirements from the position description. Responsible Position: Hiring Manager. To-Be: The recruiter will adopt candidate screening software that reorganizes all applicants' resumes for each position, enabling the team to quickly identify candidates to invite for an interview. The screening process uses key search terms to determine the best candidates for each role (Visa et al., 2015). Business Benefit: Using software to screen resumes saves the company time—a limited and valuable resource. This allows staff to attend to clients more appropriately and promptly, enhancing customer satisfaction and retention. Additionally, the applicant tracking software enables the company to identify candidates who are the best fit for each role, further improving the quality of services and solutions delivered to clients (Visa et al., 2015).
As-Is: The recruiter forwards top candidates to the Administrative Assistant via interoffice mail. Responsible Position: Administrative Assistant. To-Be: The applicant tracking system automatically selects top candidates based on minimum and preferred qualifications. All recruitment staff receive a system notification, eliminating the need for manual sharing since everyone has system access. Business Benefit: This promotes transparency in the recruitment process, ensuring that only the most qualified candidates are selected.
As-Is: The Administrative Assistant forwards candidates' resumes and applications to the hiring manager via interoffice mail. Responsible Position: Administrative Assistant. To-Be: The hiring manager automatically receives a system alert detailing the candidates selected for interview, along with their qualifications and ranking. Business Benefit: An applicant tracking system eliminates biases during the recruitment process, motivating the best candidates to apply knowing that all applicants will be fairly considered (Holm, 2012).
As-Is: The hiring manager reviews applications and selects candidates to interview. Responsible Position: Hiring Manager. To-Be: The Hiring Manager enables the applicant tracking system to notify selected candidates of their interview session (Holm, 2012). Business Benefit: This ensures a large number of candidates receive timely notification of their interview schedule, allowing them to prepare accordingly. Effective and timely communication increases applicants' trust in the company.
As-Is: The hiring manager sends an email to the Administrative Assistant identifying whom he or she has selected to interview and naming the interview team members. Responsible Position: Hiring Manager. To-Be: The applicant tracking system sends a notification to selected candidates inviting them to an interview session. Business Benefit: Effective and timely communication increases applicants' trust in the company. As a result, MTC will consistently attract the best talent during each recruitment exercise (Girard & Fallery, 2009).
As-Is: The Administrative Assistant schedules interviews by contacting interview team members and the hiring manager to identify available time slots. Responsible Position: Administrative Assistant. To-Be: The Administrative Assistant informs the interviewing team to enter their schedules into time management software, which generates available interview time slots (Visa et al., 2015). Business Benefit: Using scheduling software to build the interview timetable ensures that each team member is allocated the most suitable time. Conflicts in scheduling are minimized, allowing interviewers to participate at optimal times and make the best candidate selections.
As-Is: The Administrative Assistant emails candidates to schedule interviews. Responsible Position: Administrative Assistant. To-Be: The applicant tracking system relays interview timeline information to candidates. The Administrative Assistant enters the information into the system, which then distributes it to all relevant candidates simultaneously. Business Benefit: Significant time is saved. Rather than sending individual emails to each candidate one at a time, the system distributes information to all candidates at once.
As-Is: The interview is conducted with the candidate, the hiring manager, and other interview team members. Responsible Position: Hiring Manager and Interview Team. To-Be: An interview is conducted with the candidate, hiring manager, and other members of the interview team. (The hiring system is not used for this step.) Business Benefit: N/A.
As-Is: The Administrative Assistant collects feedback from interviewers and records the status of each candidate. Responsible Position: Administrative Assistant. To-Be: The Administrative Assistant reviews the candidate tracking system to view feedback and results for each candidate's interview (Girard & Fallery, 2009). Business Benefit: Precise information on each candidate's interview performance is available immediately after the interview, as interviewers input their feedback directly into the applicant tracking system. The system aggregates results and ranks candidates, enhancing consistency and effectiveness at MTC.
As-Is: The hiring manager informs the Administrative Assistant of the top candidate for hire. Responsible Position: Administrative Assistant. To-Be: The Administrative Assistant confirms with the Hiring Manager the list of top candidates as generated by the applicant tracking system, which the Hiring Manager then verifies and authenticates. Business Benefit: MTC can identify the best candidate immediately after the interview concludes. Informing candidates of their outcome as soon as possible enables the best candidates to prepare and begin work promptly, allowing the company to deliver timely services to its clients.
As-Is: The Administrative Assistant prepares an offer letter based on information from the recruiter and mails it to the chosen candidate. Responsible Position: Administrative Assistant. To-Be: The system enables the Administrative Assistant to prepare job offer letters by storing offer letter templates and candidate information. The AA selects the relevant information, populates the template, and emails the completed letter to the candidate (Kapse et al., 2012). Business Benefit: A more efficient offer process presents a positive image to applicants, decreases the time needed to prepare an offer letter, and enables MTC to secure top talent ahead of competitors.
Conclusion and Strategic Alignment
MTC has open positions that are yet to be filled; however, a lack of efficient recruitment procedure is hurting the company's ability to provide services to its clients. Due to employers' higher demand for skilled talent, competition in the labor market has intensified. It is therefore crucial to identify and secure the right candidates promptly. Adopting technology to address current internal recruitment challenges is not merely a process improvement—it is a strategic necessity aligned with MTC's broader business goals (Girard & Fallery, 2009).
Girard, A., & Fallery, B. (2009). E-recruitment: new practices, new issues. An exploratory study.
Holm, A. B. (2012). E-recruitment: towards an ubiquitous recruitment process and candidate relationship management. German Journal of Human Resource Management, 26(3), 241–259.
Kapse, A. S., Patil, V. S., & Patil, N. V. (2012). E-recruitment. International Journal of Engineering and Advanced Technology, 1(4), 82–86.
Visa, A., Einolander, J., & Vanharanta, H. (2015). New tools to help in the recruitment process. Procedia Manufacturing, 3, 653–659.
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