Digital Disruption and its Impact on The Search Party

This report analyzes the digital disruption process in The Search Party and provides recommendations for handling disruption in an effective manner.

Professional Ethics
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Contents
Executive Summary.........................................................................................................................2
Introduction......................................................................................................................................2
Main Body.......................................................................................................................................2
Conclusion.......................................................................................................................................6
References........................................................................................................................................7
Appendix..........................................................................................................................................8
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Executive Summary
Digital disruption is considered as one of the most highlighted trend which is revolutionizing
organizations belonging to diverse sector. Digital disruption is occurring mainly in the form of
implementation of technological advancements in the various business processes of
organizations which helps in creating a competitive advantage for organizations and also disrupts
existing business models. The Search Party is perfect example of organization belonging to the
recruitment industry which has helped in revolutionizing the selection and recruitment process
by reducing the hiring time of organization to 12 days from 81 days and also helps in reducing
recruitment cost by 9%. The company needs to handle disruptive innovation by ensuring that the
culture of the organization and the organizational structure are effectively aligned to the
technological shifts. Also Search Party needs to build partnerships in their sector and adopt
technology solutions accordingly which will help them to drive efficiency, productivity and
business agility. Moreover, Search Party must also ensure that they have an effective
communication system in place in the organization, which will not only help in communicating
the benefits associated with digital disruption process to stakeholders of Search Party but also
will help to drive employee motivation. Further, effective communication at Search Party would
also help to ensure that improvement and innovation are considered key priorities for all
stakeholders of the organization.
Introduction
The Search Party is ideal example of an organization belonging to recruitment industry which
has successfully implemented digital disruption in effective manner by not disrupting any
industry or sector. The Search Party has helped to revolutionize recruitment process by reducing
hiring time and cost of various companies. The current report helps to analyse digital disruption
process in The Search Party through work centred framework and provides recommendations for
handling disruption in effective manner.
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Main Body
As opined by SyndiGate Media Inc (2017) digital disruption is considered as latest trend which
has affected every sector in the world. Digital disruption has changed the way companies
belonging to various sectors operate in market. Digital disruption in most of the sector relates to
digital transformation which implies adoption of advanced technologies to harness various
opportunities which are being evident in market. Digital disruption has accelerated out of sectors
such as retail and ICT and is stretching its grip to various additional sectors which includes
health and education that represents one-third of Australia’s economy.
One of the Australian companies which has successfully embraced digital disruption is Search
Party, which utilizes big data algorithm and smart negotiation platform which helps to bring
value to business organizations, candidates and to the recruitment industry. When Search Party
was founded in 2011, it mainly focused on developing technologies which would help in
increasing productivity and efficiency in recruitment sector. Search Party defines itself as
positive disruptor whose main aim is to simplify recruitment process in organizations, rather than
disrupting existing sectors or organizations. Search Party has also helped in transforming
recruitment industry by adopting technological advancements. As opined by Prasetya, Fontana
and Afiff (2018) business model of Search Party is based on strategic decisions which embraces
cloud technology, recognizes importance of big data and machine learning and uses social
network for public and private network. The main change which is evident in Search party due to
digital disruption is that time for hiring and recruitment can be reduced to 12 days, from an
average 81 days. The digital disruption process at Search Party has also helped in reducing
recruitment cost up to 9%. Moreover, digital disruption at Search Party has also helped in
broadening Australia and UK’s access to larger talent pool.
The Work Centred Analysis of The Search Party is:
Customers
The customers of Search Party are candidates
who seek recruitment in various companies.
The other customers are employers who seek
candidates for filling up vacant position in their
Product and Services
Offers technology products and services which
helps in simplifying recruitment process of
organizations and also reduces hiring time and
cost.
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company.
Business Processes
Offers sign up options to candidates, registration to employers, matches requirements of
employers with capabilities of candidates, shortlists eligible candidates, conducts screening and
arranges interview of eligible candidates.
Participants
The participants are
candidates who register with
Search Party or employers
who register or individuals
who match capabilities with
organizational requirement.
Also participant individuals
have to undergo screening and
shortlisting process and then
individual interviews.
Information
The information required by
the organization are
information regarding skills
and capabilities of candidates
and information regarding
requirements of organization
for candidates.
Technology
The computer or smartphone
used by candidate, internet
connection, computer system
used by employers, software
or application of company and
cloud infrastructure.
As opined by Altuna et al. (2015) the first and foremost strategy which can be adopted by Search
Party for handling digital disruption needs to start from top and should ensure that culture of
organization and organizational structure are effectively aligned to technological shifts which are
brought with digital transformation. This means that organization needs to transform their
business culture with same speed as driven change in technology.
As stated by Kelley (2016) in order to handle digital disruption in the organization, Search party
also needs to build partnerships in their sector and adopt technology solutions accordingly which
will help them in driving efficiency, productivity and business agility. Focus is considered as the
most important element for top management of an organization while handling digital disruption
and therefore Chief Information Officer of Search Party requires to prioritise relentlessly key
projects and accordingly work with other executives in order to clearly communicate their vision
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and to ensure that other employees gives consent. The Chief Information officer of Search Party
must also ensure that the company can achieve quick and meaningful wins in order to support
investments from leadership as it is very important for organization to move in quick manner,
after establishment of their vision and digital strategies. As Search Party is leveraging emerging
technologies for digital disruption and transformation, therefore it is very vital for higher
management of the company to ensure that emerging technologies which are utilized is built in a
cohesive platform.
According to Kearney, Harrington and Kelliher (2018) in order to handle digital disruption in an
effective manner, it is very essential for an organization that they have every member of the
company on board for success of digital disruption and therefore, Search Party must ensure that
they have an effective communication system in place in the organization. This will not only
help to communicate the benefits associated with digital disruption process to stakeholders of the
organization but will even help to drive employee motivation as well as will ensure that
improvement and innovation are key priorities for all stakeholders of Search Party.
As opined by Gonthier and Chirita (2019) in order to handle digital disruption in Search Party,
the top management of organization also needs to ensure that they hire visionary leaders in the
organization who are well aware of needs and demands of customers. This will help them to
drive the transformation process of Search Party.
The implementation plan for above mentioned recommendation for Search Party is as follows:
Establishing the new business process- As opined by Muravskii and Yablonsky (2015) the first
and foremost step for managing digital disruption in Search Party is re-defining the existing
business processes of the organization based on analysis of market and on analysis of company
data. This will help to find out the processes which have a scope for optimization.
Identification of the key technologies- As opined by Habtay and Holmén (2014) the second step
for managing digital disruption in Search Party is identification of the key technologies which
would be utilized by the company for digital disruption as there are various emerging
technologies which are experiencing rapid growth. The choice of technology to be used by
Search Party depends upon the process which the company is trying to optimize.
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Deciphering the paradigm of innovation- According to Wagner (2016) the third step for
managing digital disruption in Search Party is to develop a mechanism for implementing new
innovations in future by shifting from traditional managerial hierarchy so as to develop more
engagement with lower level employees of the organization.
Construction of a talent pool- As stated by Warner (2014) the fourth step for managing digital
disruption in Search Party is construction of a talent pool which will ensure that employees and
executives who are recruited in the company are of top quality which will help in transformation
of the company. The main benefit which is associated with creating a talent pool is that it will
help the company to reduce their recruitment costs.
Defining the roadmap of the company- The penultimate step for managing digital disruption in
the company is to define roadmap for execution of digital strategy in the company and to ensure
that entire implementation is done in phases.
Determining the KPIs- The final step for managing digital disruption in the company is
determining the key performance indicators. Therefore it is very essential for Search Party to set
up key performance indicators in order to measure the effectiveness of their plan.
Conclusion
From the above report it can be concluded that digital disruption which is evident in Also, the
digital disruption which has occurred in Search Party has helped to simplify the recruitment
process and has increased its effectiveness which ensures that requirements of employers and
capabilities of candidates are matched in an effective manner. However, in order to handle digital
disruption in an ideal way, Search Party needs to adopt various strategies which would ensure
that disruptive innovation process benefits the company in long run.
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References
Altuna, N., Contri, A. M., Dell'Era, C., Frattini, F., and Maccarrone, P. (2015). Managing social
innovation in for-profit organizations. European Journal of Innovation Management, [Online]
18(2), 258-280. doi:http://dx.doi.org/10.1108/EJIM-06-2014-0058 Accessed on 24/3/2019
Gonthier, J., and Chirita, G. M. (2019). The role of corporate incubators as invigorators of
innovation capabilities in parent companies. Journal of Innovation and Entrepreneurship,
[Online] 8(1), 1-21. doi:http://dx.doi.org/10.1186/s13731-019-0104-0 Accessed on 24/3/2019
Habtay, S. R., and Holmén, M. (2014). Incumbents' responses to disruptive business model
innovation: The moderating role of technology vs. market-driven innovation. International
Journal of Entrepreneurship and Innovation Management, [Online] 18(4), 289. Retrieved from
https://search.proquest.com/docview/1554279212?accountid=30552 Accessed on 24/3/2019
Kearney, A., Harrington, D., and Kelliher, F. (2018). Executive capability for
innovation. European Journal of Training and Development, [Online] 42(5), 342-361.
doi:http://dx.doi.org/10.1108/EJTD-10-2017-0081 Accessed on 24/3/2019
Kelley, D. (2016). Enabling disruption: Predicting firms' likeliness for disruptive success through
scale development. Business Premium Collection. [Online] Retrieved from
https://search.proquest.com/docview/1791976389?accountid=30552 Accessed on 24/3/2019
Muravskii, D., and Yablonsky, S. (2015). Disruptive innovation potential of multi-sided
platforms: Case of digital books. The International Society for Professional Innovation
Management (ISPIM) :Manchester. [Online] Retrieved from
https://search.proquest.com/docview/1780138060?accountid=30552 Accessed on 24/3/2019
Prasetya, D., Fontana, A., and Afiff, A. Z. (2018). Defensive strategy: Exploring the incumbents'
orientation in seizing disruptive opportunities. The International Society for Professional
Innovation Management (ISPIM): Manchester. [Online] Retrieved from
https://search.proquest.com/docview/2186209853?accountid=30552 Accessed on 24/3/2019
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SyndiGate Media Inc(2017). Platform - A disruptive innovation to tackle unemployment and job
recruitment. SyndiGate Media Inc. :Abuja. [Online] Retrieved from
https://search.proquest.com/docview/1940965683?accountid=30552 Accessed on 24/3/2019
Wagner, M. (2016). Managing disruptive innovation with technology acquisitions: The
informing case of software-based high-technology industries. Technology Analysis & Strategic
Management, [Online] 28(8), 979. Retrieved from
https://search.proquest.com/docview/1812425679?accountid=30552 Accessed on 24/3/2019
Warner, E. E. (2014). Factor analysis of disruptive technology approaches and company
demographics. Business Premium Collection. [Online] Retrieved from
https://search.proquest.com/docview/1506562831?accountid=30552 Accessed on 24/3/2019
Appendix
The Work Centred Analysis of The Search Party before digital disruption is as follows:
Customers
The customers of the company are candidates
who seek recruitment to various companies.
The other customers of the company are
employers who seek candidates for filling up
the vacant position in their company.
Product and Services
Offering technology products and services
which help in simplifying the recruitment
process of organizations.
Business Processes
Offering sign up options to candidates, offering registration to employers, matching the
requirements of employers with the capabilities of the candidates.
Participants
The participants are
candidates who register with
the company, employers who
register with the company, and
individuals who match
Information
The information required by
the organization are
information regarding the
skills and capabilities of the
candidates and information
Technology
The computer used by the
candidate, internet connection,
the computer system used by
the employers and the
software of the company.
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capabilities of individuals with
organizational requirement.
regarding the requirements of
the organization from the
eligible candidates.
The Work Centred Analysis of The Search Party after digital disruption is as follows:
Customers
The customers of the company are candidates
who seek recruitment to various companies.
The other customers of the company are
employers who seek candidates for filling up
the vacant position in their company.
Product and Services
Offering technology products and services
which help in simplifying the recruitment
process of organizations.
Business Processes
Offering sign up options to candidates, offering registration to employers, matching the
requirements of employers with the capabilities of the candidates, shortlisting eligible
candidates, conducting screening and interview of eligible candidates.
Participants
The participants are
candidates who register with
the company, employers who
register with the company,
individuals who match
capabilities of individuals with
organizational requirement,
individuals conducting the
screening and shortlisting
process and individuals
Information
The information required by
the organization are
information regarding the
skills and capabilities of the
candidates and information
regarding the requirements of
the organization from the
eligible candidates.
Technology
The computer or smartphone
used by the candidate, internet
connection, the computer
system used by the employers,
software or application of the
company and cloud
infrastructure.
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conducting interviews.
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