CEIPAL

Quality Staffing of America Inc., a staffing firm specializing in MSP programs for Fortune 500 companies, was facing several challenges with their existing Applicant Tracking System (ATS). Despite having a high conversion rate in the staffing industry, their ATS was working against them throughout the recruitment process. The system had a poor user interface and inefficient workflows, which significantly impacted productivity during busy seasons. The ATS was also underperforming and had subpar customer service, leaving many of the company's complaints unresolved. Additionally, the company was locked into a year-long contract with their ATS provider, preventing them from scaling their recruiting workforce based on demand. The provider also charged for every transaction in the system, adding up to $12,000 to their yearly bill. Lastly, the ATS provider charged for every VMS integration, which was a basic requirement for operating in the MSP space.

Voca, a leading relationship organization based in Rochester, MN, was facing significant challenges with their existing Applicant Tracking System (ATS) provider. With over 20 recruiters and 1 million candidates in their database, Voca needed an efficient ATS platform to support their growth and expansion into the healthcare industry. However, their existing provider was not meeting their expectations due to three major issues. Firstly, the platform was too expensive for the services it provided, costing $170 per seat and requiring additional costs for add-ons, resulting in an extra $20,000 per year in software costs. Secondly, the customer service was unresponsive, failing to address any of Voca's service tickets over six years. Lastly, the platform was not modernizing quickly enough to keep up with the competition, resulting in slower innovations that did not meet Voca's needs.

Business Technology Group (BTG), an independent IT consulting and staffing firm, was facing several challenges with their legacy Applicant Tracking System (ATS). The first issue was the high cost of the system, with a rigid one-year contract and additional charges for every extra integration. The second problem was the lack of comprehensive business analytics and data management. The system failed to provide internal metrics on company-wide productivity or generate reports based on the team's Key Performance Indicators (KPIs). Moreover, all data updates had to be managed manually, which was time-consuming and hindered productivity. Lastly, the system lacked key feature capabilities such as seamless job board integrations and automatic candidate engagement & follow-up. The ATS only offered integration with one job board, limiting their talent pool, and its candidate engagement features lacked automation.