1. Begin with a few rapport-building questions.
2. Obtain permission to record the interview.
3. Avoid adhering rigidly to the question sequence. Be flexible, but ensure that all questions have been covered by the end. If they have not been, schedule a follow-up phone or online interview.
4. Give all participants an equal amount of time to respond to each question.
5. Clarify responses when necessary.
4. THE PEOPLE HAT: UNDERSTANDING HUMAN BEHAVIOR
The people hat involves gaining an understanding of human behavior. The uniqueness of people needs to be taken into account in developing plans and in making decisions that involve people. Managers very quickly find themselves in a position to make decisions that have current as well as future consequences.
❑ Selecting the appropriate staff takes time.
1. Place easy-to-answer, open-ended questions at the beginning. This will help the interviewee to begin talking and can help to develop trust and rapport.
2. Place important questions near the beginning of the interview.
3. Place controversial or sensitive questions, including demographic questions, at the end.
It is usually easier and less costly to gather existing information than to gather new information. Look in several places for existing information, such as:
• Operations and productivity statistics and reports
• Prior surveys or interview information
• Financial records
• Purchase order and inventory reports
• Organization databases
• Logs or records of employee activities and hours
• Personnel records or performance review information
• Customer satisfaction information reports
• Complaints or grievances
One of the most frustrating kinds of boss is the boss who really isn’t there: the ‘‘no-boss boss.’’ This is the opposite of the overly aggressive, controlling, or micromanaging boss. It’s the boss who manages by not managing; the leader who leads by not leading. This boss often does not make decisions and lets things ride until someone else has to make the decision. He’s a boss who often does not know what is going on and depends on subordinates to know. In short, this boss may have the title, but in fact has left the ship rudderless or without a captain. As a result, management and leadership by default fall onto the employees. But this is not the same as a self managed team, where team members have a clear idea of what they are doing, know who’s in charge, understand the limits of their authority, and set their goals and tasks to get there. Instead, there is more of a sense of muddling along and filling in because the boss’s lack of management has created a leadership vacuum.
1. Familiarize yourself with technical and industry-specific terms.
2. Obtain background information about the problem or issue of concern if possible.
3. Establish the purpose, expected outcomes, and objectives for the interview.
4. Determine whether the interview will be conducted in person, by phone, or online.
5. Identify a comfortable and private location for conducting a one-on-one, in person interview.
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