Gathering Data
Interviews
Interviews Purpose of the Interview Planning the Interview Conducting the Interview After the Interview Common Errors
Purpose of the Interview Gather facts – to understand a
process Follow up on a specific topic Understand managements view of
a topic Determine level of knowledge
etc.
Sources of Data Peer Reviews are performance based
therefore the value of information obtained during an interview is below that of an observation.
Interviews give you an understanding of one person’s view, complete their personal prejudices and opinions.
But they can also provide good insights as to the performance of the station.
Basics An interview is not a conversation –
you should ask questions and listen.Don’t interrupt or volunteer your opinion.
Remember: what you will receive is his opinion of the facts – not necessarily the actual facts.
Be objective – don’t jump to conclusions
Planning the Interview Know the purpose of the Interview Time and setting Script your questions
Time and Setting Pick a time convenient for the interviewee Select a relaxed location – often his office
if it is not shared with several people Identify who else may come – will he be
alone or with his boss or subordinates Tell him in advance the general topics to
be discussed
Planning the Interview What information are you trying to
obtain? Are you after specific answers or a general understanding of an area?
Script the questions in advance – leave room for the answers
Conducting the Interview
Starting the Interview Introduce yourself and give your
background (briefly) Tell him why you are talking to
him Put him at ease - smalltalk Emphasize that we do not focus
on individuals Tell him you will be taking notes
The interview should not be painful
Getting People to Talk Do not be threatening Open versus closed questions Wait for an answer – pause Show interest
Listening – visibly Restating what he said Non-verbal
Open –vs– Closed Questions Open questions require a longer
response – “What kind of training have you received?”
Closed questions usually have short answers – “Were you trained on __ ?”
Choose type based on purpose of interview, the time available, and the individual. -- Sometimes you need to change during the interview.
Getting Back on Track Sometimes interviewee will talk
extensively about an unrelated topic
May have to interrupt him Restate last relevant item and ask
next question Ask how that relates back to the
original question - politely
Understanding what was Said Listen carefully – listening is half of
communicating Restate was you think he said to
verify you understood it correctly (repeat-back)
For important items, ask the same question different ways
Language Barriers Language differences will always add
some error Can use an interpreter or plant person
to help (sometimes 3 languages are needed) – but allow more time
Sometimes written materials or drawings are more effective than words
Good place for repeat-backs
Taking Notes Don’t rely on your memory Just write key words – fill it in later Write down follow-up questions –
don’t interrupt
Do what works for you !!
When you have two Reviewers If two reviewers are involved, one
can take notes while the other focuses on the questions
Second person often identifies follow up questions
Second person can watch body language
Can swap roles – but don’t alternate
Group Interviews Sometimes it is useful to interview
a group of people together Schedule in advance – in a
separate location (perhaps without management present)
Remember that group responses MAY be different from private comments – can be more bold or more reserved
At the end of the Interview For important items, you might
want to summarize what you heard Could ask them to provide further
details on a topic Thank the interviewee for his time
After the Interview Review your notes and add words
as needed – allow time for this Identify additional follow-up
needed Share information with other team
members – verbally or via an observation
Common Errors Being late for the interview Not being prepared Talking too much – not listening
enough Asking the wrong questions for the
persons position Asking leading questions
More Errors Not following up on key points Not being objective – too harsh or
too accommodating Losing control of the interview Second person jumping in when
they think they know the answer
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