Scorecard Vendor Evaluation Template: Fill & Download for Free

“A top applicant tracking system” is not the ATS of 2000 or even 2010. While the market familiarity with the name and ATS acronym remain, functionality and the feature list of modern recruiting systems has evolved substantially.If you are in the market for a new recruitment system, and using “ATS” and “applicant tracking” to find out more, I would recommend looking for vendors that have aggregated most or all of the following:Set-upEase-of-use in terms of UI and UXTraining resources and on-boarding processFundamental CapabilitiesDashboard with positions, candidates and task list overviewsDashboard with KPIs and status of all recruitment projectsRole-based permissionsEverything is full-text searchableAbility to work with left-to-right and right-to-left languagesAbility to process both non-Latin characters and languagesDatabase of configurable email templates and notificationsAutomated creation of candidate profilesProcess ManagementDrag-and-drop workflows customizable by position and candidateIntelligent workflows that automatically update based on eventsAt-a-glance status of all job requisitions and candidate statusSourcingBranded career pagesAPI to integrate careers pageQuantitative and qualitative candidate scorecardsAbility to specify evaluation criteria to internal hiring teamIntegrated posting to job boards and social mediaEnables integrated sourcing (candidate submission) with external resources and agenciesUnique emails per positionPromotionIntegrated posting of jobs to social mediaReferral functionality, including incentives, bonus tracking and attributionReferral functionality that enables distribution through social media and personal networksCommunicationIntegrated email and CRM capabilities (internal and external)Database of pre-made email templatesIntegrated calendaring (Gmail and Outlook at minimum)Integrated event scheduling and venue reservationAutomated task and event reminders to participantsInterviewsInterview prep, such as creation of question list and reuse of existing questionsSearchable database of interview questions and question lists by job titleQuantitative and qualitative candidate evaluationUploading of completed evaluationsHiring Team EngagementSimple process to expand team and invite new membersAccess to role-appropriate informationEasy access to candidate profiles, progress and status, interview histories and evaluationsIntegrated messaging so team can discuss candidates asynchronouslyAnalytics and ReportingDatabase of preconfigured reportsMethod to quickly create and run custom reportsOptions for instant distribution of reportsCustomer SupportEmail, text and live support in relevant time zonesSupport in relevant languagesDedicated Account ManagementNote: I’m CEO and co-founder of Comeet, one of of the new, post-ATS breed of HR Tech vendors. If you’d like to learn how a feature list like this translates into real-world recruiting. I invite you to visit our website.

This is an excerpt from my upcoming book.13. What knowledge areas are relevant to a Business Analyst during a project?Business Analyst needs to have Knowledge of business analysis, product management and technical know-how (including understanding of testing).Behavioral and personality related•​Analytical and Cortical thinking skills•​Communication•​Relationship building•​Influencing/Leadership•​Team Player/Management•​Political awareness/understanding of organizational dynamics.•​Eye for detail•​Self-confidence to be able to convince others using hard data and factual information.Business or Domain Knowledge•​Domain Knowledge (product/services, operations and industry standards and industry regulations)•​Organization (products/services, customers, operations, policies, culture, organizational units, communication channels, key people)•​Stakeholders (project initiators, SMEs, users (internal and external, including customers/supplier))•​Strategy Analysis (to define business needs, solution scope, building business case, preparing ROI)•​IT environment (sophistication, adaptability, vision for IT) within organizationIT knowledge•​Business Change Management• Project Management•​Requirement Engineering•​System Analysis•​Strategy Analysis *•​Data Mapping•​Data Dictionary•​Basics of Database (Basic SQL, Data Mapping, Data Dictionary) to communicate requirements•​Data Modelling•​Test Case/ Test ScenarioStrategy Analysis *•​Impact Analysis•​Investigative Techniques•​Facilitation Techniques• Business Technology Optimization•​Catwoe•​Consensus Modelling•​Force Field Analysis•​Six Thinking Hats•​SWOT Analysis•​Root Cause Analysis•​Competency Assessment•​Estimation•​Role Change•​Business Model Canvas•​Decision Modelling•​Functional Decomposition•​Business Change•​Business Capability Analysis•​Current State and Capability (As-IS)•​Future State and Ability (To-Be)•​Gap Analysis (To-Be – As-Is)•​Benchmarking and Market Analysis•​Financial Analysis /Business Case•​Defining solution and its scope•​Scope Modelling•​Organizational Structure and Modelling•​Stakeholder List, Map or Roles and Responsibilities•​Communication Policy and Standards•​Roles and Permissions•​Interview•​Workshop•​Business Process Modelling•​Concept Modelling•​Brainstorming•​Business Rules Analysis•​Document Analysis•​Interface Analysis•​Risk Analysis and Management•​Focus Groups•​Functional Decomposition•​Mind Mapping•​Observation•​User Stories•​Glossary•​Prototyping•​Prioritization Techniques•​MoSCoW•​Time Boxing•​Balanced Scorecard•​Acceptance and Evaluation Criteria•​Collaborative Games•​UML (Use Cases, Activity Diagram, State Diagram, Class Diagram & Sequence Diagram)•​Data Dictionary•​Lessons Learned•​Process Management•​Data Modelling (ER Diagram/Class Diagram/Data Flow Diagram)•​Non-Functional Requirements Analysis•​Metrics and Key Performance Indicators (KPI)s•​Surveys or Questionnaires•​Vendor Assessment•​Solution Assessment•​Change Management•​Decision Analysis•​Traceability Matrix/Item tracker•​Backlog Management•​Reviews•​Requirement Management•​Templates* The detailed explanation is provided about each strategy in respective sections.Business Analyst Tools•​Analytics - Google, KISSmetrics etc Basic Tool - MS Office, MS Visio and MS Project•​BPMN Modelling - System Archit Note Taking - MS OneNote and Evernote•​Confluence and JIRA Dashboarding - Microstrategty, Dashthis Data Modelling – ErWin, MS-Visio, Click chart and other free tools General Modelling - Lucidchart and Creately (in absence of MS-​visio)•​Data Extract - Microstrategy ETL, Talend Open Studio, SQL, MongoDB ShellsEPC Modelling - ARIS•​Invision - combined with Balsamiq (or designs) to make ​playable demos•​Prototyping - Flinto, proto . io and iRise•​ (IBM) Rational Toolset (it is expensive and not used widely) - ReqPro , Clearcase, Architect, Rose, XDE•​Reporting - Jaspersoft, Tableau•​Wireframing - BalsamiqThese are some of the business analysis techniques available to ​a Business Analyst. The Business Analyst must select the technique based on his and other team members' (involved in a particular activity) comfort, convenience and organizational culture.Several other free as well as licensed tools are available depending on one’s needs and comfort.

I've been on both sides of this.If it's your first time and you use high end lawyers, don't be shocked if you spend $60k on legal fees over the several months of turns with their legal, especially if you keep your legal team on the phone for procurement calls. Best if you can get a good lawyer who is between jobs and can freelance it for ~$200 an hour or less, unless it's something you'll reuse a lot in the future, in which case be prepared to pay up. And be careful when you pull in your legal either way.It will likely take months. It could take 5 months. But it could be done in a week. Best to keep the contract as short as possible and keep as much out of the contract as possible. Corporations are rarely in a rush.Procurement is usually bonused on how much they can get in discounts, and they'll keep going as long as you let them, so unless you're thoughtful and structured your biggest enemy is trying to find a way to accommodate by changing your position on every ask. Better to agree on terms as much as possible on the PowerPoint level and be through procurement before legal starts. And then prepare for legal to throw in their own stuff. Go back to procurement when they push past what you already agreed. Rinse and repeat.If it's competitive, expect procurement to create a framework by which they evaluate you vs an entrenched competitor. If the competitor shapes this framework, you will lose. Typically procurement ends up with a simple scorecard with 4-6 variables, each weighted a different percentage adding up to 100% on the decision. Price will be 30% or less. Another 20% might go to how good the product is. The others will be shaped by the competitors and could be, eg, ability to globally support, 24/7/365 uptime, the presence of existing service contracts with the company, etc. All of these factors will serve to make it basically impossible for you to win even if you're better and cheaper, so you need to get in front of it. Believe me, your competition will be finding the metrics that they win on and pushing for those to be used. Nobody ever got fired from procurement teams by recommending the same thing everyone is already buying. Nobody ever got promoted in procurement for taking risks and putting an unknown vendor in place when an existing one is mostly as good. So you need exec support because they care about the business impact more than they care about being safe. So keep your sponsor close.If you do these things, I've found procurement and legal teams at Fortune 500 companies to be great allies and very good to work with. But you need to make their jobs easy: have a structured, clear proposal and be clear on what terms you will accommodate and which you won't. Help educate them on what matters so they can make the best possible decision for their business. Have a boilerplate contract ready, but be prepared to slot those terms in their standard template instead. Keep your sponsor close and agree on the big stuff before you sweat the small stuff. Don't rush things on their end, but turn your stuff in 24 hours or less.