Interview notes

Documentation of the interview should not be a covert, hidden process. The witness should not believe that hidden, secret notes are being taken during the interview. One way to address this issue is to review the interview notes with the witness near the end of the interview, although this may not be practical in a long interview. Documentation of the interview should at least include the witness s name, date, time, statement, and recorder s name. 

As we said before, we have reproduced our interview notes in a verbatim fashion in the hope that some useful insights can be found in the details. We also think that some general trends emerge from these interviews ... 

For the purposes of the PhD viva voce, the complete set of interview notes was made available to the examiners as a separate annex to the thesis. 

Interviews have to be reported, so you will need to take notes. Using tape or a computer takes too much time and interferes with the interviewing paper and pencil are best. Having a second person take the notes has advantages, but an interviewed person may feel a bit threatened by the two against one , unless this is carefully done. Working out of interview notes must be done immediately, not two months later. 

If candidates volunteer personal information about one of these topics during an interview, it is best to stop them and inform them that such information is not relevant to the position and will not be considered in the decision. Document your comments in interview notes. Courts have held that it is the employer s responsibility to control the interview, and if you allow such information to be discussed, the reasons you did so may be considered discriminatory. Table 6.2 lists appropriate and inappropriate interview questions. 

Take comprehensive interview notes that document the candidates verbal and nonverbal responses. Use your notes later to help determine why you did, or did not, select a candidate. Besides refreshing your memory of each applicant at the end of the interview process, notes are important documen-tahon that you conducted a defensible interview, asking comparable questions of each candidate and asking job-related queshons only. Be careful personal comments about an applicant s ethnicity, appearance, personal habits, or personality, for example, are both inappropriate and indefensible if there is any subsequent legal achon. 

Maintain detailed documentahon of all interviews for at least three years. Your interview notes may be your only way of reconstruchng the interview and the factors that led you to the decision of not hiring a particular candidate. Unsuccessful candidates may file complaints even two or three years after you have interviewed them. By that time, it is possible that you will not even remember them. You may keep your notes in your files, or you may send them to your HR department for the position recruitment file. 

By doing this on a consistent basis, I was able to maintain and build my business by 33% over just two years. Interviewer Notes ... 

Interviewer Notes Situation Works with secretary on a daily basis, management when necessary, and coworkers on a weekly basis. 

Interviewer Notes Situation Created a checklist to review machines on a regular basis. 

Interviewer notes Situation Candidate was on a plane with a potential prospect. 

Interviewer notes Situation Multi level sale environment. 

Interviewer notes to district manager after the ride along... 

Undated interview with Maj. Gen. Marshall Stubbs by American Citizens for Honesty in Government. Interview notes made available to authors. 

Another strategy for interviewing, notes Boyd Estus, "is for the person asking the questions not to look at the interviewee as a source of information but to get them involved in a conversation, which often involves playing devil s advocate. I really don t understand why this is better than that. Can you explain that to me " Estus explains, "So the person s engaged, as opposed to spouting a pat answer."... 

The Nil senior staff representative that we interviewed noted that Nil had recognized the possibility of downsizing and the potential for rapid structural change to affect the safety culture of the licensees. In particular, these factors had been considered during the re-licensing process. At that time, Nil had taken the position that it would not set a pre-determined limit on the extent of staff reduction that would be allowed. Rather, it was viewed as the licensee s responsibility to demonstrate that any proposed reductions would have no... 

I would not want to claim that the following profile of Blake - drawn directly from interview notes - is typical of supporters or even crusaders. At the same time, Blake was representative in the sense of personifying so many elements of the belief system about the Mods and Rockers. 

Both interview and questionnaire techniques were used in this survey. Fifty, semi-structured interviews were conducted on-site with a randomly selected, representative, stratified sample of employees. (See Appendix B for an example of some of the prompt questions used in the interview note that this can only be developed after some open interviews/discussion sessions are completed.) A questiormaire was generated from the interview data and distributed to 520 staff to be completed anonymously. This produced a 45 per cent usable response rate for analysis. The objectives were to gain an understanding of the perceptions of quality within the company and readiness for change to provide baseline data for evaluation purposes to identify quality improvement opportunities and potential barriers to change and to help management develop a sense of awareness about quality and quality improvement needs in the plant. The questionnaire included measures of job satisfaction (Warr et aL, 1979), organizational commitment (Porter et al., 1974), perceptions of cooperation and morale in the plant and measures of certain job characteristics associated with quality work performance, such as skill variety, autonomy and feedback (Hackman and Oldham, 1975). 

Journalist Edwin Guerra, who conducted the interview, notes that the entrepreneur reflects the vision of Walt Disney, but also the pioneering talents of Ricardo Hazoury s father. Dr. Jorge A. Hazoury, who founded the National Diabetes Institute and the Iberoamerican University, decades earlier. 

Interview notes are taken at the time of the interview. The purpose of the notes is to immediately record the witness s statement, paying attention to key facts that may have a bearing on the case. At the scene of an event, investigators work quickly to get an idea of what happened. Notes are often sketchy and written in a modified shorthand or in acronyms the interviewer will understand when he or she prepares a report of the interview. 

The investigator should prepare the statement rather than have the interviewee write out a personal statement. The interviewee may intentionally or inadvertently leave out key information. The interviewee is given the statement and time to read the statement and make corrections before acknowledging the statement as a true reflection of his or her comments. Interview notes are always retained. 

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