1. Running head: PART TWO EVALUATING DESIGN PROCESS AND SUPPLY CHAIN 1
ARI, Inc. Hiring Process Design and Supply Chain Evaluated
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.

2. PART TWO EVALUATIN G DESIGN PROCESS AND S UPPLY CHAIN 2
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

3. PART TWO EVALUATIN G DESIGN PROCESS AND S UPPLY CHAIN 3
ARI, Inc. Hiring Process Design and Supply Chain Evaluated
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.

4. PART TWO EVALUATIN G DESIGN PROCESS AND S UPPLY CHAIN 4
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

5. PART TWO EVALUATIN G DESIGN PROCESS AND S UPPLY CHAIN 5
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”).

6. PART TWO EVALUATIN G DESIGN PROCESS AND S UPPLY CHAIN 6
- 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

7. PART TWO EVALUATIN G DESIGN PROCESS AND S UPPLY CHAIN 7

8. PART TWO EVALUATIN G DESIGN PROCESS AND S UPPLY CHAIN 8
New Process Design for ARI, Inc.
Need for
Employee
See next page (continued)
•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
quest ioned 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.

9. PART TWO EVALUATIN G DESIGN PROCESS AND S UPPLY CHAIN 9
Job Offer
• The
applicant is
offered a job
Onboarding/
Paperwork
Process Design for Job Fair Booth
This cycles throughout the day.
•Personnel file
started
Orientation
•Probationary
employee for
90 days.
Candidates
Queuing Up
Booth
Processing
Applications

10. PART TWO EVALUATIN G DESIGN PROCESS AND S UPPLY CHAIN 10
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.

11. PART TWO EVALUATIN G DESIGN PROCESS AND S UPPLY CHAIN 11
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