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Utilizing Business Process Management (BPM) for Performance Improvement: A Case Study of an Express
Company in Taiwan

competitors. As recruiter A noted, “The consequences of rejections are terrible. I may need
to do the screening and interviews all over again. It is one of the reasons for overtime
working, for me and for the couriers.”
The case company operates all functions of HRM in Taiwan, which includes

recruiting, compensation and benefits (C&B), people development, employee relations,
and occupational health and safety. The problem is associated with the recruitment process.
Typically, the hiring process starts after the hiring manager fills out a requisition form.

After recruiters receive the form, they open the position to the labor market, followed by
resume screening, intelligence testing, interviews, compensation approval, and making
offers to qualified candidates.
For the purpose of this research, we select the compensation approval process of new
talent recruitment as an example. We utilize the PDCA cycle as the analysis framework. In

the following section, we first explore the current (AS-IS) process. The PDCA cycle was
then applied to current processes to determine their functionality. Then we propose the
future (TO-BE) process. Finally, in Section 4.3 we analyze the whole reengineering of this

process using the PDCA framework.

4.2 Compensation Approval Process
4.2.1 The AS-IS Process
After the case company identified the problem, a project team was formed to

improve the hiring process. As the senior corporate advisor stated, “There are thousands
of processes in this company. How did I get into a new project in that short space of time?
Draw the process on a piece of paper or on the computer. Everything becomes clear once

it’s visualized.” The first step is to document current (AS-IS) business processes.
The project team members conduct interviews with recruiters to document the AS-
IS business processes. The business analyst reveals that “we held interviews separately
with different recruiters to collect information. It helped us identify the inconsistency and
consistency of their performance on the same task.”

The AS-IS approval processes of the compensation reports and the offer letters are
a serial workflow, meaning that the compensation approval process must complete when
the offer letter approval process starts. The compensation approval process begins after

the hiring manager tells the recruiter the final decision. The recruiter then prepares the

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