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Executive Search Firms





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Conducting an Executive Search

Thu, 20 Nov 2008 00:36:00 +0000

Executive search firms for job analysis use several techniques. The most important among them are interviews, direct observations, maintenance of long records, questionnaires and critical incidence techniques.

There are two types of interviews that can be used for job analysis: individual interviews (with a group of employees who do the same job) and supervisory interviews (with one or more supervisors who are thoroughly knowledgeable about the job being analyzed). The interviewer has to collect accurate and complete data and information by creating a favorable attitude among employees and supervisors. The interviewer should introduce himself so that the workers know him. Who he is and why he is there? He has to do a complete job study within the objectives of the program. He has to verify the job information obtained, by consulting the other employees doing the same job.

Direct observation is particularly useful in jobs that consist primarily of observable physical activity. One approach to this method is by observing the worker on the job during a complete work cycle. In the process, notes should be taken regarding all the job activities observed. The next stage is interviewing the worker and getting the additional information from him. The other approach is to observe and interview simultaneously.

Executive search firms also maintain long records. In this technique, the workers are asked to maintain and keep daily records or lists of activities they are doing on that day. For every activity he engages in, the employee records the activity in the list given. This technique provides comprehensive job information and it is much useful when it is supplemented with subsequent interviews.

Many companies use job analysis questionnaires to secure information on job requirements relating to typical duties and tasks, tools and equipment used. Critical incidence techniques are useful for the purpose of gathering data, and making recruitment and selection decisions. In most cases, the utility of the above technique is unchecked, and as such they are not entirely scientific.