Customer Case Studies

Genesee Community College’s old way was slow and inefficient.

Northern Essex Community College had Inefficient and slow paper-based process

Fitchburg State University had an entirely paper-based process.

Clark University’s paper-based system made processes extremely time consuming and manual.

Berkshire Community College found applicant tracking and onboarding to be very manual and paper-intensive processes.

The Fashion Institute of Technology (“FIT”) used a lot of paper documents and forms, which is not an efficient process.

Bunker Hill Community College (“BHCC”) was using a paper format to manage its recruitment and talent management processes.

Springfield Technical Community College experienced challenges in the amount of manual work they had to perform and the fragmentation of its workflow processes.

Quinsigamond Community College (“QCC”) found it hard and time consuming to manage their recruitment and hiring processes.

The talent management process presented significant challenges for the Massachusetts College of Arts and Design. Managing applicant tracking, onboarding, and the extensive paperwork involved was not only a massive burden but also highly time-consuming.

Farmingdale State College faced significant challenges with their hiring process, which was heavily reliant on manual, paper-based tasks. This cumbersome method resulted in a lengthy process, often extending up to 6 months from inception to hire.

The process of talent management can often become cumbersome and inefficient when it involves the utilization of multiple disparate systems and manual workflows. This complexity not only slows down operations but also increases the potential for errors, making the overall process arduous for all parties involved.