营销战略、人力资源管理与信息技术规划前期项目组人员培训.ppt

访谈纪要的内容 ü ü ü ü 描述背景 访谈目标 参与人员，地点，时间/长度 被访谈者的背景 访谈气氛 整合关键结果 被访谈者的判断和结论 自己的结论 结论的支持性细节 界定下一步工作 如需要附上其它文件 访谈准备 分享成果 最终的建议 访谈 What our key partners say about us. 12 Consultants who excel at interviewing all have certain characteristics in common. They take the time to prepare for the interview, carefully thinking through what they want to achieve and what the interviewee’s sensitivities may be. They conduct the interview as a guided dialogue rather than as an interrogation. Afterward, they draw out the “So what’s” from their findings and share them with their team. Above all, they demonstrate strong interpersonal skills. They know when to question and when to listen – and how to establish rapport. First, we need to identify the reason for the interview. As a rule, most of our interviews will have information-gathering or relationship-building objectives. In addition, the extent to which either relationship building or information gathering will dominate the interview depends on the interviewee’s role in the engagement, previous contact with McKinsey, and the insights we seek. Therefore, defining the interview’s overall objective requires thinking about our specific objectives in the context of the engagement. Typically, interviewees have some common concerns. Typically, the interview’s core section consists of clusters of questions arranged strategically to match the interviewee’s needs, the situation, and the team’s objectives. We can ask our questions in two formats: open or closed. Therefore, we need to consider the advantages and disadvantages of these questions to determine their sequence. Open questions promote broad discussion and encourage interviewees to talk freely. However, asking too many “Whys” can be intimidating. Closed questions direct the dialogue or elicit specific information. They should be used sparingly, otherwise we run the risk of sounding like interrogators. In sequencing the questions, we need to decide whether to go from the general to the