Research Paper on:
Benchmarking for Employee Recruitment

Unformatted Sample Text from the Research Paper:
a job offer and who accepts. The company has devised this process of referral for new hires because: * This process costs far less money, about $2,000 to $3,000 per  hired person as compared to $13,750 if an outside agency is used to recruit candidates (Bara, 2002). * Referrals result in greater retention of employees (Bara, 2002). * Candidates are  better qualified because employees know what is needed in an employee and refer only those persons who seem to meet the required qualifications (Bara, 2002). The referral process works thusly.  The company has dedicated E-mail boxes for referrals (Bara, 2002). Employees refer candidates to one of the dedicated mailboxes after they have completed specific forms on the Intranet (Bara,  2002). The company has a series of timelines for notifying the referring party of the progress of the recruitment process (Bara, 2002). Bonuses depend on how hard the position is  to fill as identified by specific codes and on the employment tenure of both the new hire and the referring employee (Bara, 2002). Summers and Summers offered a model for  selecting employees and for training programs called the strategic skills analysis (1997). The strategic skills analysis (SSA) begins like traditional techniques for job analysis in that it lists the  tasks and knowledge, skills, and abilities that are needed for the job (Summers and Summers, 1997). Unlike a lot of traditional techniques, the SSA is forward looking in that it  seeks to determine the knowledge, skills and abilities that the company is going to need in the future and not only right now (Summers and Summers, 1997). This involves  analyzing each job and what it is forecast to be doing in five or ten years (Summers and Summers, 1997). This is the strategic analysis part. The result is a