Conducting an Interview An Introduction Part 1

The Interview: an Introduction Technique to collect information Interactive, verbal, real time contact First step in collecting information for needs analysis Research method for making personal contacts

Technique to collect information

Interactive, verbal, real time contact

First step in collecting information for needs analysis

Research method for making personal contacts

The Interview: an Introduction The interview is a way to: Share ideas, engage in dialogue, solve problems Obtain peripheral information that may be associated with an analysis goal

The interview is a way to:

Share ideas, engage in dialogue, solve problems

Obtain peripheral information that may be associated with an analysis goal

The Interview: an Introduction Two types of interview techniques: Face to face Telephone

Two types of interview techniques:

Face to face

Telephone

Provides in-depth narrative information Encourages respondents to talk about: feelings, attitudes, and opinions Purposes of Conducting Interviews

Provides in-depth narrative information

Encourages respondents to talk about:

feelings, attitudes, and opinions

Interviews in a systematic needs analysis: Provides information to develop questions for a written questionnaire Produces information for analysis Validates information that we may already have Purposes of Conducting Interviews

Interviews in a systematic needs analysis:

Provides information to develop questions for a written questionnaire

Produces information for analysis

Validates information that we may already have

Structured Semi-structured Unstructured The extent of information and feedback required for a particular needs analysis will determine which type you use. Three Types of Interviews

Structured

Semi-structured

Unstructured

The extent of information and feedback required for a particular needs analysis will determine which type you use.

Structured interviews = written questionnaires Fixed questions with fixed response categories covering a specific area or topic – responses (Yes, no, sometimes, always) Work well with clear needs analysis goals. Needs analyst needs to have some information about the performance problem before constructing the questions. Types of Interviews

Structured interviews = written questionnaires

Fixed questions with fixed response categories covering a specific area or topic – responses (Yes, no, sometimes, always)

Work well with clear needs analysis goals.

Needs analyst needs to have some information about the performance problem before constructing the questions.

Concise questions/to the point Interview time usually takes no more than 15 to 20 minutes Types of Interviews – Structured Interviews cont’d

Concise questions/to the point

Interview time usually takes no more than 15 to 20 minutes

Interview Advantages/ Limitations Useful before developing a questionnaire Useful to validate information obtained from other methods Seldom used as the only method to gather needs analysis information.

Useful before developing a questionnaire

Useful to validate information obtained from other methods

Seldom used as the only method to gather needs analysis information.

Interview Advantages/Limitations The best way to use an interview: To find the optimals: what they think ought to be going on how the organization should work what they know based on personal experience

The best way to use an interview:

To find the optimals:

what they think ought to be going on

how the organization should work

what they know based on personal experience

Interview Advantages/Limitations Best questions to ask: Finding Actuals: how employees are/are not performing way the organization is operating whether they perceive problem/opportunity

Best questions to ask:

Finding Actuals:

how employees are/are not performing

way the organization is operating

whether they perceive problem/opportunity

Interviews Advantages/Limitations Best questions to ask: Finding Feelings: how respondents feel how they think others feel confidence with the interview topic whether they like/dislike the topic

Best questions to ask:

Finding Feelings:

how respondents feel

how they think others feel

confidence with the interview topic

whether they like/dislike the topic

Interviews Advantages/ Limitations Best questions to ask: Finding Cause(s): what is causing the problem Finding Solution(s): ideas on how to solve a problem or initiate a business opportunity

Best questions to ask:

Finding Cause(s): what is causing the problem

Finding Solution(s): ideas on how to solve a problem or initiate a business opportunity

Five Steps in Conducting an Interview Determine the objectives Prepare for the interview Carry out the interview Conclude the interviewing process Compile and analyze results

Determine the objectives

Prepare for the interview

Carry out the interview

Conclude the interviewing process

Compile and analyze results

Determine the Objectives of the Interview Are you looking for information about: Optimal performance? Actual performance problems? Feelings about performance? Solutions to performance problems? Business opportunities and barriers to implementing them?

Are you looking for information about:

Optimal performance?

Actual performance problems?

Feelings about performance?

Solutions to performance problems?

Business opportunities and barriers to implementing them?

Determine the Objectives of the Interview Draft objectives for the interview using standard terms, keeping them clear, direct, and short. Share the objectives with the champions of the needs analysis initiative for their review and comments. Finalize the objectives.

Draft objectives for the interview using standard terms, keeping them clear, direct, and short.

Share the objectives with the champions of the needs analysis initiative for their review and comments.

Finalize the objectives.

Prepare for the Interview Clarify and make decisions: The specific purposes of the interview The population or sample or respondents Develop protocol/ script to help in carrying out the interviews.

Clarify and make decisions:

The specific purposes of the interview

The population or sample or respondents

Develop protocol/ script to help in carrying out the interviews.

Prepare for the Interview Draft an opening statement explaining the purposes of the interview Indicate the estimated time that will be needed Provide an explanation concerning issues of confidentiality

Draft an opening statement explaining the purposes of the interview

Indicate the estimated time that will be needed

Provide an explanation concerning issues of confidentiality

Conduct the Interview Don’t dominate the conversation Encourage the respondent to talk Avoid interrupting Avoid stating your own opinions

Don’t dominate the conversation

Encourage the respondent to talk

Avoid interrupting

Avoid stating your own opinions

Conduct the Interview Aim your questions at the required information Allow the respondent to follow his/her own line of thought Show that the views expressed are understood and taken seriously

Aim your questions at the required information

Allow the respondent to follow his/her own line of thought

Show that the views expressed are understood and taken seriously

Conduct the Interview Use the interview to supplement information already obtained Identify/investigate any inconsistencies Ask specific questions to allow for quantitative responses Distinguish hard facts from opinion

Use the interview to supplement information already obtained

Identify/investigate any inconsistencies

Ask specific questions to allow for quantitative responses

Distinguish hard facts from opinion

Conduct the Interview When questions are answered vaguely, pursue them until they are clarified. Respondent may be too theoretical, conceptual, or uses jargon If you don’t understand -- ask for concrete examples and explanations

When questions are answered vaguely, pursue them until they are clarified.

Respondent may be too theoretical, conceptual, or uses jargon

If you don’t understand -- ask for concrete examples and explanations

Conduct the Interview Don’t ask strong, direct questions early in the interview. Begin by building upon information already available or use closed-ended questions which are not provoking. Establish rapport and make respondent comfortable. Then ask open ended questions

Don’t ask strong, direct questions early in the interview.

Begin by building upon information already available or use closed-ended questions which are not provoking.

Establish rapport and make respondent comfortable.

Then ask open ended questions

Conclude the Interview Process Stop the interviewing process when you begin to hear the same information from several respondents. After 4 to 6 interviews, you could notice much redundancy If you hear similar responses with 2 or 3 stop the interviewing process

Stop the interviewing process when you begin to hear the same information from several respondents.

After 4 to 6 interviews, you could notice much redundancy

If you hear similar responses with 2 or 3 stop the interviewing process

Conclude the Interview Process Follow-up with any respondents to get further clarification or needed data. Don’t betray trust/ confidence of those you interviewed. Remove information that could identify a particular respondent.

Follow-up with any respondents to get further clarification or needed data.

Don’t betray trust/ confidence of those you interviewed.

Remove information that could identify a particular respondent.