bpr report 2014
TRANSCRIPT
Project Evaluation ReportCourse: ERP - BPR
Organization: Probees.comProcedure: Recruitment ProcessSubmitted To: Syed Salman Ali
Group Member’s:Iqra SaleemShiza KokabHina AbbasiAhsan Ilyas
General [email protected] All Job Seekers send your CVs to:[email protected] Professional/Skilled workers [email protected] Domestic workers [email protected] SkypeProbees
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Table of Contents1. Abstract
2. Company Introduction
3. As-is Process (Probees.com)
4. As-is Documentation (Probees.com)
5. As-is Flow Chart (Probees.com)
6. To-be Process (Probees.com)
7. To-be Documentation (Probees.com)
8. To-be Flowchart (Probees.com)
9. Conclusion
AbstractThe objective of preparing this paper is to describe the basic concepts of Business Process Reengineering (BPR). In this paper discussion is continued with the concepts of BPR followed by
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historical background of BPR, difference of BPR with TQM, methodology followed in reengineering process, way to success in BPR, need of information technology (IT) in BPR, causes of failure in BPR, problems in implementation of BPR .
Business Process Reengineering (BPR) means not only change – but dramatic change involvingObliteration of redundant processes. What constitutes dramatic change is the overhaul ofOrganizational structures, management systems, employee responsibilities and performanceMeasurements, incentive systems, skills development, and the use of information technology. BPRCan potentially impact every aspect of how we conduct business today. Change on this scale canCause results ranging from enviable success to complete failure.
Successful BPR can result in enormous reduction in cost or cycle time. It can also potentiallyCreate substantial improvement in quality, customer service, or other business objectives. ThePromise of BPR is not empty – it can actually produce revolutionary improvements for businessOperations. Reengineering can help an aggressive company to stay on top, or transform anOrganization on the verge of bankruptcy into an effective competitor. The successes have spawnedInternational interest, and major reengineering efforts are now being conducted around the world.
On the other hand, BPR projects can fail to meet the inherently high expectations of reengineering.Recent surveys estimate the percentage of BPR failures to be as high as 70%. Some organizationsHave put forth extensive BPR efforts only to achieve marginal, or even negligible, benefits. OthersHave succeeded only in destroying the morale and momentum built up over the lifetime of theOrganization. These failures indicate that reengineering involves a great deal of risk. Even so,Many companies are willing to take that risk because the rewards can be astounding.
Many unsuccessful BPR attempts may have been due to the confusion surrounding BPR, and howIt should be performed. Organizations were well aware that changes needed to be made, but didNot know which areas to change or how to change them. As a result, process reengineering is aManagement concept that has been formed by trial and error – or in other words practical experience.As more and more businesses reengineer their processes, knowledge of what caused the successesOr failures are becoming apparent.
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Introduction Probees.com is a recruitment firm that is managed and composed by a team of individuals with over fifteen years of collective experience in the field of recruiting, processing, and deploying Filipino professional, skilled, unskilled, and domestic workers to several industries worldwide.
Probees.com can provide you customized recruitment solutions to address your specific needs or if you are an applicant, it gives you access to many employment opportunities worldwide.
If you represent a firm that seeks assistance in finding highly qualified candidates from the Philippines or you are a seasoned professional, skilled, unskilled or domestic worker that needs to explore plenty of career opportunities worldwide, then Probees.com can assist you reaching your goal.
Probees.com is committed to adhere to the industry’s best practices and to comply with all the legal requirement regulations until job is delivered. At Probees.com, we espouse professionalism, dependability, and commitment as our corporate values.
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As – Is Process (Probees.com)Recruitment is the process of identifying that the organization needs to employ someone up to the point at which application forms for the post have arrived at the organization. Selection then consists of the processes involved in choosing from applicants a suitable candidate to fill a post. Training consists of a range of processes involved in making sure that job holders have the right skills, knowledge and attitudes required to help the organization to achieve its objectives. Recruiting individuals to fill particular posts within a business can be done either internally by recruitment within the firm, or externally by recruiting people from outside.
Essential points for this process:
Cheaper and quicker to recruit, People already familiar with the business and how it operates, Provides opportunities for promotion with in the business – can be motivating, Business already knows the strengths and weaknesses of candidates, Outside people bring in new ideas, Larger pool of workers from which to find the best candidate, People have a wider range of experience
As – Is Process Documentation (Probees.com)
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1. Employer Request Probees.com (Website) Head Office (Manila)
2. Sourcing Branches Public Media Local Databases
3. Preliminary Screening4. Send CVs to Employer5. Job Order Processing in Phil. (Embassy)6. Job Order Registration in POEA(Philippine Overseas Employment Administration)7. Cvs Evaluation8. Selecting Qualified Candidates9. Interviewing Candidates
Phone Skype Personal
10. Final Selection11.12. Visa Processing13. Medical Examination14. OEC Processing15. Visa Stamping16. Tickets Booking17. Deployment
As – Is Process Flowchart (Probees.com)
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To – Be Process (Probees.com)Having defined the requirements of the job and communicated this to the people who need to know, you can consider how you are going to recruit. Effective recruitment involves knowing what it is that you want.You will need to identify sources of potential recruits. These might include:
media advertising; Job Centers; careers services and local schools; employment agencies; newspaper advertising; training schemes; professional recruitment agencies; word of mouth;
In most cases you will probably advertise in the local newspaper and/or use the Job Centers, depending on the sort of person you are seeking. There are a number of ways in which you can gather information about candidates, including: CVs, application forms, references, tests and interviewing. Only you can decide what particular channel or channels are appropriate for the job that you advertise. All have their advantages and disadvantages. Some people, for instance, would never entertain speculative applications because many come from unemployed people. You should, however, in the interests of common sense as well as fair practice, try to reach as many of the type of candidate you want as possible. Don’t disqualify before the selection process - or, indeed, at any stage - on the basis of your own prejudices.
To – Be Process Documentation (Probees.com)
1. Employer Request Probees.com (Website) Head Office (Manila)
2. Sourcing
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Branches Public Media Local Databases
3. Sort4. Is Candidate Suitable?5. Hold In Reserve (Marginal)6. Job Order Processing in Phil. (Embassy)7. Job Order Registration in POEA8. Selecting Qualified Candidates9. Interviewing Candidates
Phone Skype Personal
10. Visa Processing11. Medical Examination12. Assess Against Spec13. Is Candidate Suitable?14. Hold In Reserve (Marginal)15. Obtain References16. Is Candidate Suitable?17. Make Offer18. Candidate Accepts?19. Arrange Joining20. Reserve Candidates?21. Call For Interview22. Final Selection23. Visa Stamping24. Tickets Booking25. Deployment
To – Be Process Flowchart (Probees.com)
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Conclusion
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The reengineering profoundly changes all aspects of business and people. Part of the organization is easy to change by reinventing a way to work. However, the other part, people, is very difficult to change. In particular, it requires not only jobs and skills change but also people's styles - the ways in which they think and behave - and their attitudes - what they believe is important about their work. These are indispensable factors to determine whether reengineering succeeds or not. Leaders must help people to cope with these changes.
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