Rapport, interviews

Sylvia arrived with her producer and camera crew. While they were setting up, we had some time to chat before the interview. She confided that she had a severe headache and was not feeling too well. I offered some Darvon for her headache, but she politely declined. But it looked as though we had established some rapport. It helped me remain relaxed throughout the hour or so of interviewing. 

The accuracy and extent of witness information is highly dependent on the performance of the interviewer. The interviewer s ability to establish rapport and recreate an atmosphere of trust affects the quality and quantity of information disclosed. 

Most interviews follow a relatively predictable number of steps. The first step consists of introductory small talk designed to put the candidate at ease. Rather than jumping immediately into the questioning, a few minutes may be spent developing some rapport with the candidate. After the small talk, interview questions are posed of the candidate. When the questioning phase is finished, the interviewer describes and promotes the job to the candidate. At this point, candidates typically ask questions of the interviewer about the job. At the end of the interview, applicants either meet with other interviewers or are given a tour of the facilities. 

Would I want to work with this person This question deals with the rapport between the applicant and the interviewer. If the rapport is good, the chances of selection are enhanced significantly. 

Don t be fooled, as this is an interview. In fact, it s a daylong interview, yes, an eight-hour interview. Build rapport with this representative, ask questions, sell yourself and most importantly relax, have fun, and enjoy the experience. 

For example, if fhe person you are interviewing—say a CFO—tells you that he or she started as a bank teller, it builds rapport to tell this person that you are working part hme as a teller yourself. Or if the person you are speaking with happens to mention that he or she owned a business before going into corporate life, it would be apropos to say that it was your job to put the checks in order when your mother started her business a few years ago. This exchange of stories is valuable, because it helps build a connection. 

By showing that you are a good listener, you get more than information and an opportunity to tell one of your success stories listening makes a connection, establishes a rapport between you and the interviewer. The same applies to talking—to what you say. This requires a few good verbal communication skills. Here are a few basic tips ... 

However, panel interviews can be stressful. This is something that most candidates underestimate. It is challenging to build rapport with each panelist. Also, panel members don t always decide before the interview what t)q)es of questions will be asked and who will ask them. So, while you re answering one question, the panel members are busy thinking of the next one. This rapid-fire questioning technique can be both hectic and demanding, and it requires that you think on your feet. 

Take this time to think about the interviews you ve had with the company. If you ve established a good rapport with your interviewer, it s easy to overlook certain points. Before saying yes to a job, know all of the specific factors listed in Exhibit 8-1. 

Interview witnesses individually and never in a group setting. If possible, interview a witness at the scene of the accident. It also may be preferable to carry out interviews in a quiet location. Seek to establish a rapport with the witness and document information using their words to describe the event. Put the witness at ease and emphasize the reason for the investigation. Let the witness talk and listen carefully and validate all statements. Take notes or get approval to record the interview. Never intimidate, interrupt, or prompt the wimess. Use probing questions that require witnesses to provide detailed answers. Never use leading questions. Ensure that logic and not emotion directs the interview process. Always close the interview on a positive note. 

It is important to establish rapport before moving on to collect detailed information. If this is not done, the interview may degenerate into a series of stilted questions and one word answers. This can also happen if rapport is not maintained and there are a number of things which will help maintain rapport ... 

If the design professionals have already been engaged by the owner, they should participate in the interview and selection process because they will be working closely with the CA and must be able to establish a good working rapport and have confidence in the observations and recommendations of the CA. 

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