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