Informational interviews

First, the general experiential, behavioral or physiological components of a rough concept of a particular d-ASC are mapped. The data may come from informal interviews with a number of people who have experienced that state, from personal experiences in that d-ASC. This exercise supplies a feeling for the overall territory and its main features. 

In the experimental session reported below, I explained to William that the purpose of the session was to find out what hypnosis meant to him personally. Specifically, he was informally interviewed for about an hour to determine what he usually experienced under hypnosis, other than his reactions to specifically suggested phenomena, and, if possible, what depth level, according to the Extended North Carolina Scale, he was at when he experienced these particular things. I then hypnotized him and at each 10-point interval on a depth continuum I asked William to remain at that depth and describe whatever it was he was experiencing. No particular probing was done except for phenomena already mentioned by William the emphasis was on his individual hypnotic experience. William also agreed to attempt to go much deeper than he ever had gone before. 

CPhA has taken the leadership position in addressing the shortage problem in the profession by initiating the development of a proposal for a labor market study to help pharmacy understand the current manpower shortage and its causes and develop tools to forecast future needs. Human Resources Development Canada (HRDC) commissioned an initial phase of the study, which is a literature search and key informant interviews to identify gaps in the available data. This study, A Situational Analysis of Human Resource Issues in the Pharmacy Profession in Canada, is available on the CPhA web site. The next step is development of a proposal for funding from HRDC for a comprehensive human resources study of the pharmacy profession in Canada to develop the foundation required to properly manage current and future pharmacy human resources. 

In the present study, data have been collected through observation checklists, achievement tests, questionnaire and an informal interview thus, the data presented are both qualitative and quantitative. The data collected from the different data-collecting tools are presented below. 

During the design phase of developing your procedure management system, gathering relevant information, interviewing all necessary persormel. 

Historical data, work history information, interviews, and modeling techniques Previous exposure data and new plant information from interviews euid historical records... 

The process that leads to a job interview may actually start with an interview an informational interview that you conduct to gather information from a human resources manager, recruiter, or a network contact. Informational interviews are discussed in Chapter 5 (see page 102). 

Exhibit 1-3 offers a sample script to help you think about questions to ask during an informational interview. 

Exhibit 1-3. Sample Informational Interview Questions and Answers... 

Your cover letter should not duplicate the information that is already on your resume. Instead, try to match key job information you ve received from the ad or informational interviews. Use your one-page cover letter as a marketing tool designed to ... 

Managing your time and setting priorities usually boils down to common sense. If you re scheduled for an informational interview at a company tomorrow, it doesn t make sense to spend all... 

The next chapter walks you through the actual interview process— for both informational interviews and interviews with companies looking to fill a joh opening. 

The first type of interview to be discussed in this chapter—the informational or networking interview—is different from the others because there may not be an actual job opening. Such interviews will help you research an industry, company, or job category. You will also be discussing your strengths and career aspirations in the hopes that industry professionals know of suitable contacts or open positions for you. In a standard interview, you will be required to ask and respond to questions. However, the objective of an informational interview is to illustrate the strength of your skills, the best qualities of your personality, and the breadth of your accomplishments. This chapter teaches you how to reach that objective through the judicious use of well-crafted anecdotes. 

The ideal person you want to contact and meet for an informational interview should be in a position to hire, but you should take advantage of the opportunity to meet with anyone—at any level— who is willing to talk to you about a particular company or industry. It s important to remember that the primary objective of this kind of interview is to gather information—the likelihood of there being an open job on the day you come for your interview is slim. In addition, the person you are coming to see knows that the main objective of your conversation is to share information, not to "make a sale."... 

On the other hand, some executives and managers are reluctant to meet with people they don t know. Others are simply too busy to take the time for informational interviews. But if you do get through to someone who is willing to talk with you, refer to the letter you wrote and explain again that you would like to meet briefly to gather information and learn more about the field. You don t want to imply that you are looking for a job You only want information. 

There are three parts to an informational interview talking about yourself, learning about your contact, and learning about your contact s company. 

There may be a number of outcomes from an informational interview ... 

---