Business Process Modelling, Analysis & Redesign Project

(Part of Business Process Management Course)

Report entitled

A BPR Study on the Lateral Hiring Process with particular reference to

Recruitment Process in Capgemini

Submitted by
Name : Nikhil Shah PRN# CG2147

Name : Nikhil Sharma PRN# CG2148

Name : Gayatri Nikumbh PRN# CG2149

Name : Nivedhitha R PRN# CG2150

Name : Aakanksha Patil PRN# CG2151

Group No 8

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Table of Contents

Chapter 1: Introduction to BPM and objective of the study .................................................................. 3

1.1. Introduction to BPM ........................................................................................................................ 3
1.2. Objective of the study ...................................................................................................................... 4
Chapter 2: Company history and Selected Process Justification ........................................................... 5
2.1. Company history .............................................................................................................................. 5
2.2. Selected process justification ........................................................................................................... 5
Chapter 3: The Business Process Architecture ........................................................................................ 7
3.1. Requisition creation and approval against a demand ....................................................................... 7
3.2. Candidate sourcing and screening.................................................................................................... 8
3.3. Interviews......................................................................................................................................... 9
3.4. Selection and offer ........................................................................................................................... 9
3.5. Onboarding .................................................................................................................................... 10
Chapter 4: BPMN Models ........................................................................................................................ 11
4.1. Requisition Creation: As Is & To Be Model.................................................................................. 11
4.2. Candidate Sourcing and Screening: As Is & To Be Model ........................................................... 13
4.3. Interviews: As Is & To Be Model .................................................................................................. 14
4.4. Selection and Offer: As Is & To Be Model ................................................................................... 15
4.5. Onboarding: As Is & To Be Model................................................................................................ 17
Chapter 5: Relational Write-up ............................................................................................................... 18
Chapter 6: Bibliography........................................................................................................................... 20

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Chapter 1: Introduction to BPM and objective of the study

1.1. Introduction to BPM

BPM stands for techniques, structured procedures, and tools for streamlining processes and
boosting productivity. With the use of BPM's approaches and methodologies, it is possible to
recognize and change current processes in order to bring them into line with a desired future state.
BPM involves examining business procedures with the goal of improving them from the standpoint
of the customer. Change management, technology, six sigma, automation of manual processes,
reengineering these are all bits and pieces of BPM.
BPM designs, changes, evaluates, monitors, optimizes, and automates business processes. These
processes can be managed from two perspectives: technological and people. Participants in a
meeting, for instance, can examine their processes either individually or collectively to pinpoint
areas that want improvement. After that, changes will be made to create a more effective
organization. Improving a product or service to increase its value to the client is an easier example.
However, there are other ways to look at how people and technology are intertwined throughout
the process, one of which stands out. In every organization, these procedures seem standard. They
require sufficient investment in order to be managed well.

There are several principles of BPM

 Improved processes should be corrected and improved before (perhaps) being automated.
Improvements should be organized on results rather than tasks.
 Establish procedures and designate ownership.
 Establish a culture of constant change by standardizing processes across the entire
organization.
 A clear justification must be provided before making any changes, therefore focus on
enhancing current procedures rather than creating completely novel or "perfect" ones.
 The influence of BPM extends to both automated and manual processes.

BPM projects should be founded on facts rather than problems that are merely imagined existing.
BPM is more about change than it is about technology. Instead of concentrating on mapping
processes, improve them and view procedures from end to end.
Integrated Business Process Management Framework (IBPM)

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1.2. Objective of the study
Management of business processes is crucial. Large amounts of information are processed by
departments like HR, publishing, finance, and sales, and these departments are constantly in need
of data analysis and improvement. The steps in the BPM process are design, analysis,
improvement, monitoring, and optimization. The basic objective of managing is to:
 synchronize data inserted into the system automatically.
 Create unique digital models for the process' various circumstances.
 Keep track of every employee and uphold any system modifications you make.
 Given that it also keeps track of the processes, the system will notify IT of any current gaps
and inefficiencies.
 Information should be combined for quick and easy access, analysis, and improvement.

Implementation of BPM is necessary because it helps:

 Process business-critical tasks more quickly.
 Lower business risks.
 Lower total IT expenses.
 Lower the number of errors and exceptions.
 Enhance visibility into operational efficiency and bottlenecks.
Increase customer satisfaction and retention, and more.

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Chapter 2: Company history and Selected Process Justification

2.1. Company History

Capgemini was founded by Serge Kampf in 1967 as an enterprise management and data processing
company. The company was founded as the Société pour la Gestion de l'Entreprise et le Traitement
de l'Information (Sogeti). In 1974, Sogeti acquired Gemini Computers Systems, an American
company based in New York. In 1975, having made two major acquisitions of CAP (Centre
d'Analyse et de Programmation) and Gemini Computer Systems, and following resolution of a
dispute with the similarly named CAP UK over the international use of the name 'CAP', Sogeti
renamed itself as CAP Gemini Sogeti.

As a leading strategic partner to companies around the world, Capgemini have leveraged
technology to enable business transformation for more than 50 years. Capgemini as group had
addressed the entire breadth of business needs, from strategy and design to managing operations.
To do this, we draw on deep industry expertise and a command of the fast-evolving fields of cloud,
data artificial intelligence, connectivity, software, digital engineering, and platforms.

2.2. Selected process justification

Selected process: Lateral Hiring

Did you know that, according to 63% of recruiters, the primary obstacle to hiring new employees
is the true talent shortage? In order to hire specialists or professionals who are already succeeding
in their jobs, lateral hiring has become popular. In a radical move to remain competitive,
businesses are opting for the "best of the best." There are several effects that result from this, some
of which may not be immediately obvious.
Companies occasionally need to fill a specific key position with a qualified candidate who can
quickly achieve the company goal. Even businesses that are severely impacted by the global skills
shortage in the employment market seek to bounce back by appointing qualified employees who
can aid in their expansion. They can adopt the proper strategy to draw in the ideal candidates with
the aid of lateral recruiting tactics. Lateral hiring is a strategy for locating a worker who can
perform a job that is open but who has experience and a background that are equivalent, possibly

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from another firm that is closely connected, and whose potential is above entry level. Even though
business is moving more slowly, this keeps things moving along and leaves room for expansion.
The selected process was chosen because,
Lateral hiring is more complicated than it first appears. It is a process that is quite tough to
complete correctly. To take the right action at the right time, you must back up and take another
step. You need to have complete faith in the employee because business finances are also strongly
tied to it, therefore you must do your due diligence on potential candidates and attest to their
qualifications. There are several points you need to know before any lateral hiring:
 Identity verification is important in lateral recruiting. Before approaching a candidate to
offer them the position, you must first examine and investigate them.

 Candidates must be given a detailed explanation of the reasons why lateral hiring was
chosen, as this will help the candidates understand why you chose them or were recruiting
them. You'll get the chance to introduce yourself to the potential applicant.

 A written copy of the proposal should be given to the candidate along with a thorough
description of all the terms and conditions of your business. By providing a written
proposal copy, any misunderstandings can be simply avoided.

 To avoid wasting time grooming the candidate, you must ensure that the existing employer
has provided adequate training. After all, you're seeking for a specialist or executive to
direct the design of your workplace.

 Providing feedback to the candidate in case of rejections is necessary and important. This
shows that your employer respects and values candidate’s time.

The business process architecture for the identified process / processes of the company /
organization selected at Category, Process Groups, Value Chains and Core (root / main) Processes
level
Due to a lack of a structured methodology, many HR departments struggle to carry out successful
lateral hiring even during times of crisis. Let’s discuss step-by-step procedures which are
important.

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Chapter 3: The Business Process Architecture

A business process architecture for a lateral hiring process would typically include the following
steps:

3.1. Requisition creation and approval against a demand:

The steps that commonly make up a business process architecture for a lateral recruiting process
are as follows:
A job request must be created in this phase and authorized by the necessary parties. When an
organization engages in lateral recruiting, demand is often generated from a particular business
unit or department, either to fill the position of a departing employee or to build a pool of
candidates with relevant experience.
An essential step in the lateral recruiting process is the preparation and approval of requisitions
since it helps to ensure that the appropriate position is created and that it has the required approvals
before being advertised.

The following steps are commonly involved in this process:

I. Job Analysis: Doing a job analysis is the first stage in the process of creating a
requisition. To do this, it is necessary to specify the precise duties, qualification,
specific skill sets, and experience needed for the open post.

II. Job Description & Specification: With the data collected from 1st stage, a
thorough job description is created.

III. Job evaluation: The practice of comparing a job to other positions within the
business in order to determine the right pay rate is known as job evaluation.

IV. Budget Approval: Following the creation of the job description, it is delivered to
the pertinent parties for budget approval. This guarantees that the business has the
resources needed to fill the vacant position.
V. Position Approval: Following budget approval, the position is forwarded to the
pertinent parties to receive final approval. This phase is essential since it makes that
the position has the required permissions before being posted and that it is in line
with the company's overall plan.

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 VI. Job posting: Following approval of the position, several internal platforms and job
boards are informed about it.

3.2. Candidate sourcing and screening:

This step involves sourcing and screening potential candidates for the open position. This can
include posting the job on various job boards, searching for candidates on LinkedIn, or reaching
out to potential candidates through employee referrals.
Candidate sourcing and screening is an important step in the lateral hiring process as it helps to
identify and select the best candidates for the open position. This process typically includes the
following steps:

I. Job Posting: The first step in candidate sourcing is to post the job on various job
boards and internal platforms. This allows the company to reach a wide range of
potential candidates.

II. Sourcing: After the job is posted, the sourcing team begins to actively search for
candidates on various platforms such as LinkedIn, indeed, Glassdoor, and other job
boards. This can also include reaching out to potential candidates through employee
referrals.

III. Resume Screening: Once the candidates are sourced, their resumes are screened to
ensure that they meet the basic qualifications for the open position. This step helps
to eliminate candidates who do not meet the minimum requirements.

IV. Phone Interview: Candidates who pass the resume screening are then contacted for
a phone interview. This step is used to further assess the candidate's qualifications,
skills, and experience.

V. Advanced Screening: Candidates who pass the phone interview will be subject to
more advanced screening methods such as online assessments, reference check,
background check and skills assessment test.

VI. Shortlisting: After the candidates are screened, a shortlist of the most qualified
candidates is created. This list is then sent to the hiring manager for further review.

VII. Evaluation: After the interviews are completed, the hiring team will evaluate the
candidates and select the best fit for the open position.

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The candidate sourcing and screening process is an ongoing effort to ensure that the company is
attracting the right talent that aligns with the company's strategy, budget and job requirements.
This process should be effective, efficient and include a variety of methods to screen the
candidate's qualifications, skills, and experience.

3.3. Interviews:
This step involves conducting interviews with the candidates who have passed the initial screening.
This can include initial phone screens, in-person interviews, and/or video interviews.
I. Interview Level 1 (L1): The shortlisted candidates will then be called for in-person or
video interviews. This is preliminary round, where candidate is assessed based on
technical skill.

II. Interview Level 2 (L2): Level 2 is scheduled for candidates who are level 1 selects,
the intensity of technical evaluation is more than L1. If a candidate is L1 reject, her/she
will not be able to attend this round.

3.4. Selection and offer:

This step involves selecting the best candidate for the position and extending a job offer. This can
include negotiating salary and benefits, as well as getting final approval from the relevant
stakeholders. This process typically includes the following steps:
I. Decision making: Once the best candidate has been identified, the hiring team decides
to extend a job offer. This step involves getting final approval from the relevant
stakeholders. In our case the stake holders are L1 and L2 interviewers plus an HR who
is aligned with process.

II. Salary and benefit negotiation: After the job offer is made, the candidate and the
company negotiate the salary and benefits package. This step is crucial as it helps to
ensure that both the candidate and the company are satisfied with the terms of the offer.

III. Background check and reference check: Before extending the final offer, the
company conduct a background check and reference check on the candidate to ensure
they meet the company's standard.

IV. Offer Letter: Once the negotiations are completed and the background and reference
check are cleared, the company extends a formal job offer letter to the candidate. This
letter includes the details of the job offer, such as salary, benefits, start date, and other
important information.

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 V. Acceptance and Signing: The candidate reviews and accepts the offer and signs the
offer letter.
The selection and offer step are critical to ensure that the company is hiring the best candidate
for the open position and that the candidate is satisfied with the terms of the offer. This process
should be efficient, effective and ensure that the offer is extended within the given time frame.

3.5. Onboarding:
Onboarding is the process of integrating new hires into the company and is an important step in
the lateral hiring process. It helps the new hires to feel comfortable and confident in their new role
and ensures that they have the necessary tools and resources to be successful. The onboarding
process typically includes the following steps:
I. Pre-boarding: This step involves preparing the new hire for their first day, such as
setting up their computer, email and other necessary accounts. This step can also
include sending the new hire an orientation package that includes information about
the company, its culture, and its policies.

II. Orientation: This step involves introducing the new hire to the company, its culture,
and its policies. Orientation can include a tour of the facility, introduction to the team,
and a review of the company's handbook.

III. Paperwork: This step involves completing all necessary paperwork, such as tax forms,
employee agreements, and other legal documents.

IV. Training: This step involves providing the new hire with the necessary training to be
successful in their new role. This can include job-specific training, as well as training
on company policies and procedures.

V. Integration: This step involves integrating the new hire into the team and the company
culture. This can include assigning a mentor or buddy and providing opportunities for
the new hire to socialize with their colleagues.

VI. Follow-up: This step involves following up with the new hire to ensure that they are
comfortable and confident in their new role and that they have the necessary tools and
resources to be successful.
Each step in the process would have clear inputs, outputs, and decision points, and would be
designed to minimize bottlenecks and delays while ensuring that the best candidates are selected
for the open position.

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Chapter 4: BPMN Models

4.1. Requisition Creation

4.1.1. As-is Model

Process Flow:
The As-is model consists of regular requisition creation and approval process which starts with demand
application received from BU or departments followed by job analysis, job description & specification, job
evaluation, approval process from stakeholders and finally job is posted on various job boards & internal
platforms. If the requisition is not in line with company’s overall plan it is rejected at position approval
stage.

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4.1.2. To-Be Model:

The redesigned BPM architecture for the requisition development & approval process introduces
substantial enhancements that increase efficiency while guaranteeing a seamless experience for all
parties involved. The new process flow is created primarily for requesters (BU/Departments) while
minimizing confusion and delays.
To make sure that the position is filled and is not blocked at any stage after being posted, the
requisition creation and approval procedure is monitored. A tracking system is created specifically
for requesters' usage so that they can quickly determine whether their demand application has been
authorized, whether the work has been posted, and whether any issues have been discovered and
are being promptly fixed. Earlier requesters must email the HR department and request a follow-
up to see if their demand application has been reviewed and accepted for the next steps. They can
track requests easily with the help of a tracking system, which reduces confusion and saves time.
They have the information in case the requisition is rejected at any stage.
To make sure the business is attracting the proper talent that is in line with the business' plan and
budget, it is essential that every stage in the requisition generation and approval process be
successful. The requisition should be approved by the appropriate stakeholders and posted as soon
as possible. This procedure should be effective and efficient.

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4.2. Candidate Sourcing and Screening

4.2.1. As is Model

Overall, candidate sourcing and screening are essential steps in the hiring process. By identifying
and evaluating potential candidates effectively, employers can ensure that they hire the best
candidate for the job, which can ultimately lead to improved business performance and
productivity.
In Capgemini, sourcing of candidates is done in various ways, including job postings on online job
boards, social media, employee referrals, and recruitment agencies. The key is to cast a wide net
to attract a diverse pool of candidates.
Also, once potential candidates are identified, the next step is screening. Initial screening is done
by resource professionals itself based on job posting keywords.

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4.2.2. To-Be Model

The model which we recommend being implemented include, addition of an extra step of advanced
screening. In this step, the stake holder of demand to be included to check in the shortlisted
candidate can be call for an interview or not.
Many a times, an incorrect shortlisting is done to fulfil demands in quick time. Sending candidates
for interview without advanced screening can put an extra pressure on technical skills assessor.
That is why we propose to put an advances screening step to filter out candidates before going for
interview.

4.3. Interviews

4.3.1. As Is Model
This step involves conducting interviews with the candidates who have passed the initial screening.
This can include initial phone screens, in-person interviews, and/or video interviews.
I. Interview Level 1 (L1): The shortlisted candidates will then be called for in-person or
video interviews. This is preliminary round, where candidate is assessed based on
technical skill.

II. Interview Level 2 (L2): Level 2 is scheduled for candidates who are level 1 selects,
the intensity of technical evaluation is more than L1. If a candidate is L1 reject, her/she
will not be able to attend this round.

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4.3.2. To Be Model
We feel that the model is correct and there is no need to make any changes in the current As Is
Model.
Hence, To Be Model has not been created.

4.4. Selection and Offer

This step involves selecting the best candidate for the position and extending a job offer. This can
include negotiating salary and benefits, as well as getting final approval from the relevant
stakeholders.

4.4.1. As Is Model

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 I. HR team initiates background verification process by collecting candidate's personal
information and work history
II. HR team verifies candidate's employment history, education, and other qualifications
through various sources such as reference checks, educational institutions, and professional
organizations
III. HR team reviews the results of the background check and determines whether the candidate
meets the company's hiring criteria
IV. If the candidate passes the background check, HR team sends an offer letter and prepares
for on boarding
V. If the candidate does not pass the background check, HR team may rescind the offer or
take other appropriate action

4.4.2. To Be Model

I. Decision Making - Once the best candidate has been identified, the hiring team decides to
extend a job offer. This step involves getting final approval from the relevant stakeholders.
In our case the stake holders are L1 and L2 interviewers plus an HR who is aligned with
process.

II. Salary and benefit negotiation: After the job offer is made, the candidate and the
company negotiate the salary and benefits package. This step is crucial as it helps to ensure
that both the candidate and the company are satisfied with the terms of the offer.

III. Reference check: The HR team conducts reference checks on the top candidate(s) to
confirm their qualifications and work history.

IV. Offer: If the candidate is selected for the job, the HR team extends a job offer that includes
information on salary, benefits, start date, and other relevant details.

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 V. Negotiation: The candidate may negotiate the offer with the HR team, and a final offer is
made based on mutual agreement.

VI. Acceptance: Once the offer is accepted, the HR team sends an offer letter and prepares for
onboarding.

VII. Onboarding: The HR team conducts the onboarding process, which includes orientation,
training, and other activities to help the new employee settle into their role.

VIII. The HR selection and offer process can vary depending on the company and the specific
job opening.

4.5. Onboarding

4.5.1. As Is Model

4.5.2. To Be Model

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Chapter 5: Relational Write-Up

Business Process Management (BPM) is a discipline that involves the analysis, design,
implementation, execution, monitoring, and continuous improvement of business processes. The
goal of BPM is to optimize and streamline business processes to achieve better outcomes, such as
increased efficiency, reduced costs, and improved customer satisfaction.

BPM involves a holistic approach to process management, which includes:

I. Process modelling and analysis: This involves documenting and analyzing business
processes to identify inefficiencies, bottlenecks, and areas for improvement. BPM uses a
range of tools and techniques for process modelling, including flowcharts, process maps,
and BPMN (Business Process Model and Notation) diagrams.
II. Process design and implementation: Based on the analysis of the existing processes,
BPM involves the design and implementation of new processes that are more efficient and
effective. This may involve the integration of new technology and automation to improve
process efficiency.
III. Process execution and monitoring: BPM involves the execution of the new processes and
the monitoring of key performance indicators (KPIs) to ensure that the processes are
achieving the desired outcomes. BPM may involve the use of process monitoring tools to
track and analyze process data in real-time.
Business process management (BPM) is the discipline of analyzing, designing, executing,
monitoring, and continuously improving business processes to achieve organizational goals. Here
are some of the key learnings from the BPM subject:
I. Focus on customer value: The primary focus of BPM is on delivering value to customers
by streamlining and improving business processes. By understanding customer needs and
expectations, BPM can help organizations design and optimize processes to enhance
customer satisfaction.

II. Importance of process documentation: Accurate and comprehensive documentation of

business processes is crucial to understanding how they work and identifying areas for
improvement. BPM emphasizes the need for process documentation to capture all aspects
of a process, including inputs, activities, outputs, and decision points.

III. Continuous improvement: BPM is a continuous improvement process that involves

constantly reviewing and optimizing business processes to achieve better outcomes. By
identifying process bottlenecks, inefficiencies, and waste, organizations can make data-
driven improvements to increase efficiency, reduce costs, and improve customer
satisfaction.

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IV. Collaborative approach: BPM emphasizes the importance of cross-functional
collaboration and communication to design, implement, and improve business processes.
By involving stakeholders from across the organization in the BPM process, organizations
can gain valuable insights and perspectives that can lead to better outcomes.

V. Integration with technology: BPM involves the integration of technology and automation
to improve process efficiency and accuracy. By leveraging technologies such as business
process management software, robotic process automation, and artificial intelligence,
organizations can streamline processes and achieve greater efficiency.

VI. Overall, the key learnings from the BPM subject are focused on improving business
processes to achieve organizational goals and customer satisfaction, using a data-driven
and collaborative approach that involves documentation, continuous improvement, and
technology integration

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Chapter 6: Bibliography

I. Company History: https://en.wikipedia.org/wiki/Capgemini

II. Company History: https://www.capgemini.com/about-us/
III. Lateral Hiring: https://www.viglobal.com/lateral-hiring/

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