Rules and Guidelines in

conducting an interview

Group 3 Report
Guidelines for Conducting
Interviews
Introduction
Interviews are particularly useful for getting the story behind a participant's
experiences.
The interviewer can pursue in-depth information around a topic. Interviews may
be
useful as follow-up to certain respondents to questionnaires, e.g., to further
investigate
their responses. Usually open-ended questions are asked during interviews.

Before you start to design your interview questions and process, clearly
articulate to
yourself what problem or need is to be addressed using the information to be
gathered by
the interviews. This helps you keep clear focus on the intent of each question.
Preparation for Interview
1. Choose a setting with little distraction. Avoid loud lights or noises, ensure the
interviewee is comfortable (you might ask them if they are), etc. Often, they may
feel more comfortable at their own places of work or homes.

2. Explain the purpose of the interview.

3. Address terms of confidentiality. Note any terms of confidentiality. (Be careful

here. Rarely can you absolutely promise anything. Courts may get access to
information, in certain circumstances.) Explain who will get access to their
answers and how their answers will be analyzed. If their comments are to be used
as quotes, get their written permission to do so. See getting informed consent.
4. Explain the format of the interview. Explain the type of interview you are
conducting and its nature. If you want them to ask questions, specify if they're to
do so as they have them or wait until the end of the interview.

5. Indicate how long the interview usually takes.

6. Tell them how to get in touch with you later if they want to.

7. Ask them if they have any questions before you both get started with the
interview.

8. Don't count on your memory to recall their answers. Ask for permission to
record the interview or bring along someone to take notes.
Types of Interviews
1. Informal, conversational interview - no predetermined questions
are asked, in order to remain as open and adaptable as possible to the
interviewee's nature and priorities; during the interview, the
interviewer "goes with the flow".

2. General interview guide approach - the guide approach is intended

to ensure that the same general areas of information are collected from
each interviewee;
3. Standardized, open-ended interview - here, the same open-ended questions
are asked to all interviewees (an open-ended question is where respondents are
free to choose how to answer the question, i.e., they don't select "yes" or "no" or
provide a numeric rating, etc.); this approach facilitates faster interviews that can
be more easily analyzed and compared.

4. Closed, fixed-response interview - where all interviewees are asked the same
questions and asked to choose answers from among the same set of alternatives.
This format is useful for those not practiced in interviewing.
 Types of Topics in Questions
Patton notes six kinds of questions. One can ask questions about:

1. Behaviors - about what a person has done or is doing

2. Opinions/values - about what a person thinks about a topic
3. Feelings - note that respondents sometimes respond with "I think ..." so be careful to note that
you're looking for feelings
4. Knowledge - to get facts about a topic
5. Sensory - about what people have seen, touched, heard, tasted or smelled
6. Background/demographics - standard background questions, such as age,
education, etc.

Note that the above questions can be asked in terms of past, present or future
Sequence of Questions
1. Get the respondents involved in the interview as soon as possible.
2. Before asking about controversial matters (such as feelings and conclusions),
first ask about some facts. With this approach, respondents can more easily
engage in the interview before warming up to more personal matters.
3. Intersperse fact-based questions throughout the interview to avoid long lists
of fact-based questions, which tends to leave respondents disengaged.
4. Ask questions about the present before questions about the past or future. It's
usually easier for them to talk about the present and then work into the past or
future.
5. The last questions might be to allow respondents to provide any other
information they prefer to add and their impressions of the interview.
Wording of Questions
1. Wording should be open-ended. Respondents should be able to choose their
own terms when answering questions.
2. Questions should be as neutral as possible. Avoid wording that might influence
answers, e.g., evocative, judgmental wording.
3. Questions should be asked one at a time.
4. Questions should be worded clearly. This includes knowing any terms
particular to the program or the respondents' culture.
5. Be careful asking "why" questions. This type of question infers a cause-effect
relationship that may not truly exist. These questions may also cause respondents
to feel defensive, e.g., that they have to justify their response, which may inhibit
their responses to this and future questions.
Conducting Interview
1. Occasionally verify the tape recorder (if used) is working.
2. Ask one question at a time.
3. Attempt to remain as neutral as possible. That is, don't show strong emotional
reactions to their responses. Patton suggests to act as if "you've heard it all
before."
4. Encourage responses with occasional nods of the head, "uh huh"s, etc.
5. Be careful about the appearance when note taking. That is, if you jump to take
a note, it may appear as if you're surprised or very pleased about an answer, which
may influence answers to future questions.
6. Provide transition between major topics, e.g., "we've been talking about (some
topic) and now I'd like to move on to (another topic)."
7. Don't lose control of the interview. This can occur when respondents stray to
another topic, take so long to answer a question that times begins to run out, or
even begin asking questions to the interviewer.
Immediately After Interview
1. Verify if the tape recorder, if used, worked throughout the
interview.
2. Make any notes on your written notes, e.g., to clarify any
scratchings, ensure pages are numbered, fill out any notes that
don't make senses, etc.
3. Write down any observations made during the interview. For
example, where did the interview occur and when, was the respondent
particularly nervous at any time? Were there any surprises during the
interview? Did the tape recorder break?
Rules in conducting the interview

Introduce yourself
Greeting candidates courteously shows respect for them and will
help put them at ease. Tell them something about yourself and the
company. This is the first impression the candidate will make of
you, so present a tidy office and turn off your cell phone.
Set the stage
Set the tone by telling the applicant what to expect for the next half hour or so.

Remember, you too are being observed. Your behaviour will set the tone for the
interview.

If you come across as being too casual, an applicant may take the interview less
seriously. But being too serious will likely make the candidate more nervous. In either
case, you’re unlikely to bring out the best in the individual. How you conduct yourself
during the interview must also reflect the image and values of your business.
Review the job
Spell out what the position involves in more detail than was outlined in
the job posting, so candidates can make sure the job is right for them.
Let them know what the core duties and responsibilities will be, and
any working conditions that may affect them. Say whether the position
is permanent or temporary, or on contract.
Start with generalized questions

Begin by asking a few questions about a candidate's

background and interest in the position. Get candidates to tell
you about how they see themselves in relation to the job and
what they can contribute.
Review the applicant’s resume
Ask candidates about specific positions on their resume that relate to
the position you are hiring for. Ask them about job details,
responsibilities, what they accomplished, pressures they encountered.
Ask about any inconsistencies or gaps in employment or education, as
there may be a simple explanation. Ask about the candidate's reasons
for leaving a past or current job.
Ask some consistent questions
Use a specific set of questions for all applicants. This will help you to
compare candidates and find the one whose skills and abilities most
closely match what you’re looking for.
Vary your questions
It’s important that you ask questions on skills specifically related to the
duties and responsibilities of the position. This will help you uncover
candidates' strengths and weaknesses. Don’t forget that open-ended
questions are best during interviews, such as"What was the most
difficult challenge of your last job?"
Give candidates a chance to ask questions
Confidently answering any question thrown at you means knowing all aspects of the
position and being able to clarify your expectations, in addition to listing the benefits of
working for your business. Applicants should be given the chance both to answer your
questions and to ask questions of their own to determine if the job and the company are
right for them. Their questions can help you assess whether candidates have adequately
prepared for the interview and are genuinely interested in the job. An effective strategy is
the 80/20 rule: You do 80 per cent of the listening and 20 per cent of the talking.
Provide a timeline
Always provide an estimate of the length of time until final selection
will be made. Provide an indication as to when candidates might expect
to hear back from you regarding the final outcome or the next step in
the recruitment process.
Thank you for listening
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