package and the use of social networking sites as a vehicle for distribution.
With many surveys, staff are required to perform the data collection. This
may be the actual interviews with respondents, undertaking observations or
manually recording tourist numbers. Once the sampling frame has been
developed and the questionnaire designed and tested, the precise staffing
requirements can be calculated. Where interviewers are used to collect the
data, several factors require thought, as follows:
1. Recruitment of interviewers
Skillful interviewing is not within everyone’s capabilities. Interviewers
need to be able to probe answers, have administrative ability and be
able to stay strictly within whatever sampling or interview instructions
are required. In addition, interviewers must be able to approach all
types of people and gain their cooperation. Perhaps the most important
thing is that the potential interviewer should enjoy interviewing.
Depending on the nature and timing of the research, students are
sometimes used because of their availability in the summer months.
However, it is essential that younger people possess the right
personality and confidence to interview older members of the public,
particularly in relation to questions regarding income. Large
organisations and market research companies often have a pool of
experienced staff to whom they turn for interviewing. In the case of in-
depth, qualitative interviews and focus groups, prior experience is
essential.
2. Training interviewers
All interviewers, whether new or experienced, should be briefed on the
particular requirements of the project. The nature of the training may take a
variety of forms, but commonly includes:
1. An instruction manual – this outlines the purpose of the survey,
interview techniques, questionnaire, sampling instructions and any
other relevant guidelines.
2. In-class training – interviewers are brought together for instruction on
survey requirements.
3. Field training – as above, but also including supervised training and
practice in the field prior to the main survey.
Often, one of the interviewers is appointed as a supervisor. His or her
particular responsibilities will involve dealing with problems that invariably
occur on the first day, checking the quality of the interviews and ensuring
that all information is accurately recorded. Overall, there are some general
guidelines which interviewers must learn and adhere to (though variations
may occur for particular surveys).
Things interviewers must always do:
1. Be courteous, confident and positive.
2. Follow all instructions closely.
3. Practise interviewing prior to data collection.
4. Make sure that all necessary materials are carried (prompt cards,
identity card, questionnaires, pens, clip board, etc.).
5. Be smartly dressed.
6. Interview respondents on their own (unless couples or groups are
specified).
7. Outline the introduction correctly (explaining the purpose of the
survey, stating for whom by whom and assuring confidentiality).
8. Ask questions in the correct order.
9. Ask all the appropriate questions.
10. Record the answers fully and accurately.
11. Thank the respondent for their cooperation.
Things interviewers must never do:
1. Mislead respondents about the length of the interview.
2. Chat about other issues.
3. Pass on any opinion about respondents’ answers.
4. Allow the respondent to see the questionnaire.
5. Interview people personally known (occasionally this may be
unavoidable).
6. Interview people previously interviewed on another survey day.
7. Interview children without appropriate permission.
8. Interview as tourists or customers people who work at the site.
Payment of interviewers:
In the training of interviewers, time should be spent ensuring that the
methods of payment (including travel and subsistence expenses) are
thoroughly understood. This is especially the case where temporary staff are
employed for the data collection. Clearly, the level of payment is
determined by the budget or organisation but should reflect a level well
above basic clerical staff and take account of the, sometimes, arduous
working conditions. Payment should be made promptly, again particularly
for temporary staff who may have limited funds to cope with legitimate
expenses before their first payment is received.
