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Essay / Research Paper Abstract
A 9 page paper. This paper does not present a formal benchmarking project, instead, it looks at the recruiting process of one real company and reports different recruiting strategies from three journal articles. The writer then analyses the different strategies presented identifying the problems inherent in each. Finallyk, the writer presents an effective recruitment process that emphasizes Online recruiting. Bibliography lists 4 sources.
Page Count:
9 pages (~225 words per page)
File: MM12_PGrct2.rtf
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Unformatted sample text from the term 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
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