| Method |
Description |
Tips |
|
Interviews with:
- Management
- Exemplars
- Workers
|
Interviews are conducted one-on-one or with a small group (the smaller
the better so that everyone has a chance to contribute fully). Interviews
can be used throughout the data gathering process, but they are perhaps
most useful during the performance analysis stage, when you are trying to
determine what the real performance deficiency is. Although the process
is time-consuming, it is useful because you can gather specific information
and ask follow-up questions to get more detail on items of particular interest. |
- Write down your questions before the interview and give them to the
person(s) being interviewed, if possible
- Decide beforehand how you want to document the information you gather
- Consider videotaping the interview so that you have a record to refer
to later
- Put the persons being interviewed at ease by telling them the purpose
of the interview and how you will use what they tell you
- When appropriate, assure them that what they say will be kept confidential
|
| Panels of Experts |
Panels of experts are used to get the collective observations and opinions
of the “best of the breed.” They are particularly useful when
there is not one correct solution or procedure (e.g., conducting a goal
analysis). |
- Make sure that each participant is truly an expert
- Let participants know well in advance what you expect of them and
give them time to prepare
- Focus the discussion on the topic at hand and keep participants on
track
- Document your panel just as well as you documented interviews
|
| Observations |
Direct observation of work performance is an excellent means of gathering
data. Observations are usually done in conjunction with another data gathering
method that is used to fill in the gaps and answer questions. |
- Make sure to arrange your observations well in advance and get permission
from management
- Let workers know why you are observing them
- If possible, have an expert with you who can tell you what to look
for
- Videotaping observation sessions works well if it is permitted
|
|
Surveys
|
Surveys are used when you want to gather data from a large number of people
and when it is impractical to meet them all face to face. Surveys can be
both formal (where the results are subject to statistical reliability and
validity) and informal (where results are anecdotal). In the developing-world
reproductive health context, there are relatively few commercially designed
instruments. Although PRIME might be able to design some generic survey
instruments, the unique problems and country differences might limit their
usefulness. Clearly, it is expensive to design a survey for one performance
improvement effort, so while we include surveys in this table, we are not
optimistic about their applicability (except on a small, informal basis). |
- Decide up-front if you need to base your conclusions on statistically
valid and reliable data. If so, consult an expert to help determine
your sample group, method of data collection and how you will compute
your results
- It is best to use commercially designed instruments, if they are available.
They save development time, and they have been tested to ensure they
work
- If you must design your own survey, make sure you try it out on a
sample group from the target population
|
| Reviews of Performance Data |
Almost all organizations maintain records. They may include data about
time and attendance, rates of production, and cost of goods sold. A review
of some of these records can provide valuable information to substantiate
the performance deficiencies under consideration and lead to potential causes.
In the contexts in which PRIME II operates, one of the challenges will be
to determine which data are relevant and whether the quality of the data
is adequate. |
- Make sure you understand how the data were collected and what the
data mean
- Make sure that the data you have are current. Outdated data can be
more harmful than no data at all
- It is important that you comply with any restrictions your client
puts on your use of their data. Unauthorized use of confidential data
can be illegal and harmful to the organization
|
