IBA218: Business Process Analysis Report - Best Travel Group (BTG)

This report analyzes the induction process of Best Travel Group (BTG), an Australian travel and marketing company undergoing significant growth. The report builds upon a previous business process mapping report, focusing on detailed process analysis, performance measures (quality and speed of delivery), and the use of a fishbone diagram for identifying inefficiencies. It explores business process improvement methods, specifically business process reengineering, and recommends automation and the implementation of an ERP system. Ethical considerations related to automation are also addressed. The report concludes by aligning the proposed improvements with BTG's strategic goals, including the use of technology to improve the hiring process and ensure the company can hire efficient employees.

Running head: BUSINESS PROCESS
BUSINESS PROCESS
Name of student
Name of university
Author’s note:

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Table of Contents
Part 1: Introduction........................................................................................................2
Part 2: Business process analysis...................................................................................2
2.1 Performance measures.........................................................................................2
2.2 Process analysis tool............................................................................................3
Part 3: Business process improvement and recommendations......................................4
3.1 Business process improvement method...............................................................4
3.2 Identification of elements.....................................................................................6
3.3 Ethical considerations..........................................................................................7
Part 4: Strategic alignment.............................................................................................7
Part 5: Conclusion..........................................................................................................8
Part 6: References........................................................................................................10

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Part 1: Introduction
From the analysis conducted in the first report it could be concluded that the main
processes that helps the organisation significantly are the recruitment process and the
induction process. These following processes can be effectively enhanced with the
inmplementation of the business process engineering in the company. This report intends to
analyse one business process that could be extensively developed with the introduction of the
business process engineering. The process has been detailed and the improvement that could
be made in the process has been detailed briefly. Lastly, an appropriate conclusion has been
provided for this report.
Part 2: Business process analysis
2.1 Performance measures
Performance measurement could be most appropriately comprehended using the
consideration of the definitions of performance as well as the measurement. The performance
mainly denotes to the output results as well as the outcomes that are obtained from the
processes, products, as well as the services that permits the evaluation as well as the
comparison associated with the goals, past results, standards as well as any other
organisation. The performance could be effectively expressed in the financial as well as the
non-financial terms. The measurement mainly denotes to the numerical information that helps
in the quantification of the input, performance dimensions as well as the output with the
business strategy, corporate culture and the structures. The present processes of the BTG
organisation could be effectively evaluated with the help of Speed of Delivery and the
Quality performance metrics.
The quality could be described as the performance metrics that mainly denotes the
ratio of the output gained versus the input provided in the process. For example, while

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evaluating the hiring process on the basis of quality, it could be analysed that the quality of
the hiring process is not effective as the input provided. The input provided in the process is
the various resources of the organisation that are required to make the process successful.
Presently the output gained by the company from the hiring process is the ineffective human
resources who are not able to work properly in the organisation. Speed of Delivery is the
performance metrics that mainly denotes how long it takes for the hiring process workforce to
effectively select any particular human resource for the organisation who could perform all
the tasks that are allocated to them. Presently, the Speed of Delivery is extensively low as the
employee responsible for the hiring process are not effective enough to make the decision of
hiring any person or not and it leads to the issue of consulting the higher management of the
company for determining the most appropriate new employee.
2.2 Process analysis tool
The process analysis tool that have been utilised for determining the inefficiencies in
the process is the fishbone diagram or the Cause and effect diagram (Luo, Wu and Duan
2018). The cause and effect diagram can be described as the graphical tool that is used for
displaying the list of all the causes linked with any particular effect. It is also referred as the
fishbone diagram. This graph helps with the effective organising of the list of potential causes
into the various categories (Shinde, Ahirrao and Prasad 2018). This tools helps in identifying,
sorting and then displaying all the possible causes for any particular issue or any quality
characteristics. It graphically illustrates all the relationship among any provided outcome as
well as all other factors that influences the outcome (Cheng, Qi and Zhang 2018).
This kind of diagram is sometimes referred as the Ishikawa diagram. This tool is most
effectively used when there is a requirement of identification as well as the organising of the
possible or any known causes of the quality or lack of quality (Nkurunziza et al. 2019). With
the help of the Cause effect diagram in the BTG company, it could be analysed that the main

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causes of the ineffective hiring process could be determined. All the causes leads to the
ineffective hiring process and then the fishbone diagram for all the causes and effects could
be illustrated. In the initial phase, the hiring process become ineffective as soon as the
employee tasked with designing the appropriate job description does not perform their job
properly. The inaccurate job description leads to the ineffective hiring of the employees in the
organisation. Not hiring the employees from the respective company that denotes promoting
any able employee of the organisation would help in eliminating all the issues in the hiring
process. Conducting ineffective interview by asking the wrong and unnecessary questions is
presently leading to the ineffective hiring of the employees in the company.
Part 3: Business process improvement and recommendations
3.1 Business process improvement method
Business process reengineering could be used in the company for improving the
hiring process significantly (Doumeingts and Browne 2016). The business process

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reengineering could be considered to be the strategy of the business management that was
originally pioneered in early 1990s with the emphasis on analysis as well as the designing of
the workflows and the business processes in any organisation (Kasemsap 2020). The BPR is
mainly aimed at the assisting of organisations basically in the method by which they could
rethink the methods by which the work is done for improving the business services, cut the
operational costs as well as grow to be the best company in their industries (Hornung 2017).
Business process re-engineering mainly assists the companies with the radical
restructure of the organisation by the emphasis on ground-up design of the business processes
(Taher and Krotov 2016). The business process could be described as the set of the logically
associated tasks that are performed for achieving any particular business outcome (Park et al.
2017). The re-engineering aspect mainly focussed on the holistic view of the business
objectives as well as the methods by which the processes are associated with them, with
encouraging the complete recreation of the processes instead of the iterative optimisation of
the sub-processes (AbdEllatif, Farhan and Shehata 2018). The business process reengineering
could be denoted as the business process redesign, the business revolution or the business
process change management. With the deployment of business process reengineering in the
organisation the hiring process could be effectively improved and several processes could be
automated (Omidi and Khoshtinat 2016).
The organisation could hire the efficient recruitment team in the organisation who
could produce the effective job description for any particular role and hire the most efficient
employees in the organisation (Vaez-Alaei, Baboli and Tavakkoli-Moghaddam 2018). For
executing the growth strategy with extensive organisational effectiveness, the BTG Company
requires to develop the effective hiring program in the company by hiring the effective team
of hiring. All the information that is generated from the recruitment process is required to be
transferred to higher management of company in real time so that top management of the

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company have the proper idea of the present developments of the hiring process (Nkurunziza
et al. 2019).
3.2 Identification of elements
The company needs to hire the most efficient employees in the organisation who
could provide extensive value to the company. The automation of the hiring process could
help the organisation to select the most effective employees in the organisation. When any
individual applies for the jobs that are being hired for in the company, the company provide
the individuals with the online test that would determine whether the individuals are
sufficiently efficient. This automation would assist the company to execute the screening
procedure in the initial phase of the hiring process. This particular task could be effectively
executed with the introduction of ERP system in haboob company.
The HR suite of ERP system would help this company to manage the business
extensively along with the employees (Li, Chang and Yen 2017). The ERP system can be
described as the integrated business software applications that permits the companies in
tracking plus the management of data and automating some of major business functions that
includes the human resources (Efe 2016). The module of human resource in particular is
mainly used for tracking the various people associated tasks like the payroll, planning,
development, administration, hiring and various other functions (Jagoda and Samaranayake
2017). The business services such as the standard operating ways and the job postings could
be effectively unified within one particular module that makes the simplification of the
complete management as well as the decision making (Tenhiälä, Rungtusanatham and Miller
2018).

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3.3 Ethical considerations
There are several ethical issues, which could arise in during the automation of hiring
process. The posting of job ad for any position that does not exist in the present times could
be considered as the ethical issue. There are some reasons why this could be executed in the
organisation, for seeing the kind of talent that may be available in some of the potential
innovative locations, for attracting the passive candidates for developing the talent pipeline,
and for using up all the remaining postings in any expiring contract with any online jobs
board. The misinterpretation of the duties or the requirements of any particular open position
could be considered as the ethical dilemma in the company. This commonly takes place when
any particular position is significantly troublesome for filling or the recruitment quota
requires to be met and the desperation act is conducted by the company employee. The
promising of extensive autonomy or even the authority that any position presently bears leads
to the unhappy hiring of the employees in the company.
Part 4: Strategic alignment
The mission strategy and the target market of the BTG company could be categorised
as:
Strategy: The Company follows the growth strategy for supporting the extensive
innovation and this aspect makes the company able with achieving the missions as well as the
business objectives. Because of the presently undergoing growth, the company in the recent
times sold over 49% of their shares to the global travel company. Additionally, along with
this, the trailblazing mindset do not seem to down the recruitment as well as the selection
procedure in the BTG Company. As the company presently advocates the extensive use of
the various technologies that are present in the recent times, the introduction of the ERP suite
and the various efficient hiring team could assist the company to improve the hiring process

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significantly (Li, Chang and Yen 2017). The company intends to extend their business in the
hospitality and the airline industry where the competition is extensively high and various
kinds of innovative technologies are required for ensuring that the companies perform
accurately. With implementation of the innovative technology of ERP system as well as the
business process reengineering, the most efficient employees could be hired in the company
who could help the company to achieve their targets and gain significant revenue. The
modified hiring team and the innovative technology in the company would ensure that only
the qualified and efficient employees are hired in the company. The improved hiring process
could be used for any level of the organisation and hiring of the most efficient employees
could be done in the top management to the lower management of the company.
Part 5: Conclusion
Therefore, conclusion can be drawn from the above discussion that the introduction of
business process reengineering would help the company to improve their hiring process and
ensure that the efficient employees are hired in the company. Performance measurement
could be most appropriately comprehended using the consideration of the definitions of
performance as well as the measurement. The performance mainly denotes to the output
results as well as the outcomes that are obtained from the processes, products, as well as the
services that permits the evaluation as well as the comparison associated with the goals, past
results, standards as well as any other organisation. The process analysis tool that have been
used for determining the inefficiencies in the process is the fishbone diagram or the Cause
and effect diagram. Business process reengineering could be used within the company for
improving the hiring process significantly. As the company presently advocates the extensive
use of the various technologies that are present in the recent times, the introduction of the
ERP suite and the various efficient hiring team could benefit the company to improve the
hiring process significantly.

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Part 6: References
AbdEllatif, M., Farhan, M.S. and Shehata, N.S., 2018. Overcoming business process
reengineering obstacles using ontology-based knowledge map methodology. Future
Computing and Informatics Journal, 3(1), pp.7-28.
Cheng, C., Qi, Y. and Zhang, H., 2018. Research on the Value Application of Fishbone
Diagram Analysis in the Management and Control of Wound Infection in Operating Room.
Doumeingts, G. and Browne, J. eds., 2016. Modelling techniques for business process re-
engineering and benchmarking. Springer.
Efe, B., 2016. An integrated fuzzy multi criteria group decision making approach for ERP
system selection. Applied Soft Computing, 38, pp.106-117.
Hornung, T., 2017. Business Process Reengineering at Daimler Trucks-An evaluation of the
project" Integration Accounting & Controlling".
Jagoda, K. and Samaranayake, P., 2017. An integrated framework for ERP system
implementation. International Journal of Accounting & Information Management.
Kasemsap, K., 2020. The roles of business process modeling and business process
reengineering in e-government. In Open Government: Concepts, Methodologies, Tools, and
Applications (pp. 2236-2267). IGI Global.
Li, H.J., Chang, S.I. and Yen, D.C., 2017. Investigating CSFs for the life cycle of ERP
system from the perspective of IT governance. Computer Standards & Interfaces, 50, pp.269-
279.

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Li, H.J., Chang, S.I. and Yen, D.C., 2017. Investigating CSFs for the life cycle of ERP
system from the perspective of IT governance. Computer Standards & Interfaces, 50, pp.269-
279.
Luo, T., Wu, C. and Duan, L., 2018. Fishbone diagram and risk matrix analysis method and
its application in safety assessment of natural gas spherical tank. Journal of Cleaner
Production, 174, pp.296-304.
Nkurunziza, G., Ntayi, J.M., Munene, J.C. and Kaberuka, W., 2019. KNOWLEDGE
MANAGEMENT, ADAPTABILITY AND BuSINESS PROCESS REENGINEERING
PERFORMANCE IN MICROFINANCE INSTITuTIONS. Management, 2(1), pp.59-71.
Nkurunziza, G., Ntayi, J.M., Munene, J.C. and Kaberuka, W., 2019. KNOWLEDGE
MANAGEMENT, ADAPTABILITY AND BuSINESS PROCESS REENGINEERING
PERFORMANCE IN MICROFINANCE INSTITuTIONS. Management, 2(1), pp.59-71.
Omidi, A. and Khoshtinat, B., 2016. Factors affecting the implementation of business process
reengineering: taking into account the moderating role of organizational culture (Case Study:
Iran Air). Procedia Economics and Finance, 36(16), pp.425-432.
Park, G., Chung, L., Khan, L. and Park, S., 2017, May. A modeling framework for business
process reengineering using big data analytics and a goal-orientation. In 2017 11th
International Conference on Research Challenges in Information Science (RCIS) (pp. 21-32).
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Shinde, D.D., Ahirrao, S. and Prasad, R., 2018. Fishbone diagram: application to identify the
root causes of student–staff problems in technical education. Wireless personal
communications, 100(2), pp.653-664.

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Taher, N.B. and Krotov, V., 2016. Business process reengineering: Addressing sources of
resistance and sabotage tactics. Journal of Competitiveness Studies, 24(3), p.145.
Tenhiälä, A., Rungtusanatham, M.J. and Miller, J.W., 2018. ERP System versus Stand‐Alone
Enterprise Applications in the Mitigation of Operational Glitches. Decision Sciences, 49(3),
pp.407-444.
Vaez-Alaei, M., Baboli, A. and Tavakkoli-Moghaddam, R., 2018, December. A New
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