STAGE ONE: Who's involved, when and where

• Name of individual being observed: ('practitioner')

  Who is conducting the interview?
  
  

• Name of observer/critical friend:

  Who is acting as 'critical friend'
  
  

• Date of observation:

  When did the visit take place?
  
  

• Name of provider being visited:

  What is the name of the company or organisation being visited?

  HINT: It is useful to make a note of this so any report can be filed together with this feedback sheet

• Name of individual(s) being interviewed:

  What is the name of the individual being interviewed?
  
  

• Role of individual(s) being interviewed:

  It might be useful to make a note of this for future reference, though it should tie up with any visit report.

  HINT: The visit report produced as a result of the interaction should capture this information in more detail.

STAGE TWO: Pre visit preparation

HINT: Before going to conduct the interview it might be useful to think about and discuss what preparation has been done in advance of the visit.

• This should explore the purpose of the visit, how initial contact was made and any other relevant information.
• It may be that your employing organisation has a recommended strategy you should follow, or it may be up to you.
• It is suggested that you document any pre-visit preparation

1. Why have you identified this opportunity provider to contact?

   Why might this be a useful visit?

   What will you hope to gain from talking to this opportunity provider - have you thought about your objectives for making the visit?

   Observer/Critical Friend's Notes	Practitioner's Thoughts
   Make notes during the discussion/observation of any significant points. Could give examples of phrases used - good or bad or issues to raise	When you are discussing your interaction with your critical friend, you might like to note your responses to any suggestions made in this box

2. How did you check within your own organisation to see if this provider is already in contact with anyone else or involved in current projects?

   It is important to check if the opportunity provider already has links to your organisation.

   This can avoid duplication of effort or embarrassing misunderstandings.

   Observer/Critical Friend's Notes	Practitioner's Thoughts

3. How did you contact the opportunity provider to arrange the visit?

   You may have made an initial phone call to identify the most appropriate person to approach; there may have been email, phone or letter correspondence to confirm arrangements.

   Who you eventually meet with may depend on what you want to know.

   For example, do you want a factory tour to learn more about a manufacturing process for detailed occupational knowledge, or would a meeting in an office with the Human Resources Team be more appropriate?

   Observer/Critical Friend's Notes	Practitioner's Thoughts

4. Have you agreed initial objectives for the visit with the opportunity provider in advance of the visit?

   Remember this should be a two-way process, it is important to clarify what you hope to get out of the visit, it is essential to be clear about what you are offering as well - e.g. vacancy advertising service, advice on employment legislation, information about new qualifications or apprenticeship schemes.

   Be clear about how much time you would ideally like to spend at the opportunity provider premises.

   Observer/Critical Friend's Notes	Practitioner's Thoughts

5. What are your visit objectives?

   Whatever your objectives, but you should have a clear focus for the visit.

   Some suggested objectives are given in the 'visit report' grid elsewhere on this site.

   Observer/Critical Friend's Notes	Practitioner's Thoughts

6. Who else could have come along to this visit?

   Did you check with the employer that an individual visit was the most appropriate mechanism for information exchange, or would a group visit or telephone call have been more appropriate/ welcome?

   Observer/Critical Friend's Notes	Practitioner's Thoughts

7. What information have you put together to take with you to introduce yourself and your organisation?

   You might like to take along promotional material from your own organisation identifying any services you can provide for employers/opportunity providers.

   It doesn't have to be a formal pack, but something with your contact details on and a brief summary of how you might help as an aide-memoir for a busy opportunity provider might be welcome.

   Observer/Critical Friend's Notes	Practitioner's Thoughts

8. Have you got directions to the meeting place?

   Be clear about who you are meeting, where and when.

   This might be especially important if the company has multiple premises or is a large spread out complex.

   Check if you need passes to use particular entrances, or if you should report to a general reception.

   Observer/Critical Friend's Notes	Practitioner's Thoughts

9. How have you confirmed the visit?

   Depending on how far in advance you made your arrangements it might be a good idea to re-confirm the visit a couple of days before hand by phone or email.

   This is a good opportunity to check the location, time allocated and who will be at any meeting.

   Observer/Critical Friend's Notes	Practitioner's Thoughts

10. Have you made colleagues aware of your whereabouts?

    You need to attend to health and safety, make sure colleagues know where you are, when you are due back and what to do if you don't!

    Observer/Critical Friend's Notes	Practitioner's Thoughts

11. Any other preparations?

    Depending on the nature of the visit you may have had to do some specific research or preparatory activities, for example, if you agreed to bring along some very specific information relating to your organisation, or to identify other contacts in relation to e.g. industry days in advance of your visit.

    Observer/Critical Friend's Notes	Practitioner's Thoughts

STAGE THREE: Agreeing an Agenda

You have found the premises, met the employer, and now you are starting the 'interview'

12. Introductions are made and rapport established so that both parties can express issues and concerns

    For example: names and roles in organisations are exchanged, the opportunity provider is thanked for agreeing to the visit, time available for the meeting is confirmed.

    You will probably want to take notes, and it is good practice to ask if the OP has any objection to you doing so.

    Observer/Critical Friend's Notes	Practitioner's Thoughts
    Make notes during the discussion/observation of any significant points. Could give examples of phrases used - good or bad or issues to raise	When you are discussing your interaction with your critical friend, you might like to note your responses to any suggestions made in this box

13. The opportunity provider's (OP's) expectations and understanding of the purpose of the interaction are clarified

    For example: reminding the opportunity provider of the objectives agreed for the meeting and making sure these are still acceptable; asking if there is anything in particular that the OP wishes to raise in addition.

    Observer/Critical Friend's Notes	Practitioner's Thoughts

14. The role of the OP within their organisation is clarified

    Some exploration of the contact's role may be appropriate at this stage

    Observer/Critical Friend's Notes	Practitioner's Thoughts

15. Appropriate forms of communication are used to identify joint objectives for the interaction

    Here the observer is looking for good use of appropriate communication skills, open questions, active listening, summarising, clarifying reflecting back.

    It might be helpful to make a note of any particularly effective phrases here (- and who knows, the odd 'clanger' too!)

    to make feedback more specific.

    The conversation should flow, the interviewer guiding but not dominating the interaction so it a focused but friendly dialogue flows.

    Observer/Critical Friend's Notes	Practitioner's Thoughts

16. The significance of what is being said is checked to clarify understanding

    This is an opportunity to get 'insider' knowledge about the organisation and the opportunities they provide so it's important to use summarising and clarifying techniques to make sure any information is checked and understood.

    Check too that any information given can be shared with colleagues and or clients/students - it might be commercially sensitive.

    Observer/Critical Friend's Notes	Practitioner's Thoughts

17. Discussions are exploratory at this stage

    Just as when interviewing a client, you may wish to have some general context setting discussion before narrowing down topics to focus on.

    This might provide useful background information, or may even highlight new areas that it would be useful to add to the agenda for discussion

    Observer/Critical Friend's Notes	Practitioner's Thoughts

18. A summary takes place to clarify topics and issues identified

    You may find summarising is a really good technique to gain clarity about what can usefully be discussed in the time available.

    It's also a great way to keep the interaction focused and move it on.

    It can be all too easy to get stuck in the general exploration phase, summarising is an effective but courteous technique to help break this cycle!

    Observer/Critical Friend's Notes	Practitioner's Thoughts

19. A contract is established with the opportunity provider to set the agenda for the interaction, identifying and prioritising joint requirements.

    'Contracting' sounds very formal.

    But really, this is just a way of saying agreement is reached about how to spend the rest of the time.

    Again, agreement is important so both the OP and the practitioner feel that the investment in time has been worthwhile

    Observer/Critical Friend's Notes	Practitioner's Thoughts

STAGE FOUR: Developing issues and identifying goals

HINT: This is the more serious business of the interaction.

You should now be gathering the information you need depending on the objectives set in advance and agreed in stage three.

Although your questions may now be a bit more focused, you won't get any information unless you let your opportunity provider speak!

Make use of open questions and silence so your OP is able to provide the information you are after.

20. Information is gathered from the OP relevant to meeting the objectives of the visit

    It's hard to be prescriptive here!

    Is the practitioner politely persistent, and the OP forthcoming?

    The observer might like to note any strategies that are especially effective for future reference.

    Observer/Critical Friend's Notes	Practitioner's Thoughts
    Make notes during the discussion/observation of any significant points. Could give examples of phrases used - good or bad or issues to raise	When you are discussing your interaction with your critical friend, you might like to note your responses to any suggestions made in this box

21. The OP is provided with the opportunity to explore a range of issues

    A good practitioner/ interviewer will give the OP space to discuss issues.

    Observer/Critical Friend's Notes	Practitioner's Thoughts

22. Ideas are exchanged in a manner that ensures the interaction remains a shared process

    This interaction should be a dialogue not an interrogation!as are exchanged in a manner that ensures the interaction remains a shared process

    Observer/Critical Friend's Notes	Practitioner's Thoughts

23. Views and issues are dealt with positively and in an objective manner

    Visits to opportunity providers may flag up some unpalatable truths.

    Is the organisation you are visiting obviously male dominated or lacking ethnic diversity, if so is this a feature of the industry in general or of the workplace/organisation in particular?

    The effective practitioner/interviewer will need to develop skills in eliciting and exploring information whilst remaining objective and positive.

    This might be through e.g. acknowledging that in the industry as a whole it seems to be the case that e.g. women are under-represented but asking why the OP thinks this is.

    Alternatively it might be appropriate to enquire if they are aware of any initiatives locally or nationally that attempt to redress this apparent imbalance.

    Observer/Critical Friend's Notes	Practitioner's Thoughts

24. Challenging is handled in a sensitive manner to raise awareness where appropriate.

    Whilst the majority of opportunity providers are aware of e.g. equal opportunity legislation, some may not be.

    The skilled practitioner may encounter inappropriate language or attitudes which should be challenged.

    To avoid challenging might imply collusion with e.g. racist, sexist or ageist attitudes and could be at odds with not only personal but professional and organisational codes.

    Many practitioners feel anxious about making 'challenges'.

    The art is to find a tactic that avoids collusion and perhaps raises awareness without actually alienating the opportunity provider concerned.

    Possible approaches to e.g. the expression of a stereotypical view might be 'what makes you say that?' or 'you might be interested to know/are you aware that we have had x young women on placement with your competitor and that was very successful?'

    You may give an indirect challenge by asking if the company has a policy on e.g. health and safety/ equal opportunities - remembering that SMEs may not have the resources for formal documents in palce - or asking if the OP is aware that your own organisation can provide assistance with matters relating to employment legislation if appropriate.

    The main thing is don't panic, don't collude, but don't feel you have to change the world with every visit either.

    Do what you can and learn from it, don't expect the worse!

    Your employing organisation may have training available to help you cope with these situations.

    Observer/Critical Friend's Notes	Practitioner's Thoughts

25. Any information given to the opportunity provider is relevant, accurate, up to date and free from stereotyping and personal bias

    This is a two-way interaction, if the practitioner is supplying information on e.g. forthcoming legislation, qualifications, vacancy advertising it needs to be correct!

    Are you confident it is?

    Observer/Critical Friend's Notes	Practitioner's Thoughts

26. The interaction is regularly reviewed with the opportunity provider to ensure the agenda is being met and remains current

    Again, remember this is an interaction with a purpose.

    It's helpful to use summarising and reflecting back throughout the interview, and make reference to the agreed agenda to keep the discussion on track.

    This is the responsibility of the practitioner who requested the meeting and not the opportunity provider!

    Observer/Critical Friend's Notes	Practitioner's Thoughts

27. The opportunity provider is made aware of any services on offer from the practitioner or their employing organisation.

    Take the opportunity to market your services.

    This isn't a cynical activity, what you have to offer might be very useful to the opportunity provider.

    They have after all agreed to meet with you, so there is an acknowledgement that a future partnership would have mutual benefits.

    Don't forget to outline what these are!

    Observer/Critical Friend's Notes	Practitioner's Thoughts

STAGE FIVE: Planning Action

HINT: This is the 'wrap up' of the interaction - have both parties got what they needed, wanted and/or expected from the discussion, are there any outstanding action points for either side? ...What will happen next?

28. The extent to which agreed objectives have been met is checked

    Probably this will be achieved through summarising what's been covered and how this links to the agreed agenda

    Observer/Critical Friend's Notes	Practitioner's Thoughts
    Make notes during the discussion/observation of any significant points. Could give examples of phrases used - good or bad or issues to raise	When you are discussing your interaction with your critical friend, you might like to note your responses to any suggestions made in this box

29. Any outstanding objectives or issues are addressed

    How will this be recorded and followed up

    Observer/Critical Friend's Notes	Practitioner's Thoughts

30. Opportunities for further contact between the opportunity provider and practitioner/ employing guidance organisation are identified and discussed

    An opportunity to re-visit any services that may be of use e.g. vacancy advertising, passing on contact details to colleagues with a view to taking part in mentoring schemes or industry days, subsequent visits in or out.

    Observer/Critical Friend's Notes	Practitioner's Thoughts

31. The ending process includes summary of what has occurred

    Observer/Critical Friend's Notes	Practitioner's Thoughts

32. Where appropriate future actions are agreed for both parties

    If you are writing up a visit report you may wish to explain this and get agreement this can be circulated within your organisation.

    If you want to make your comments available to others e.g. students, you may want to check if it's OK to give out the opportunity providers contact details.

    Think carefully about whether or not you want to send this to the opportunity provider - if you do they may want to dictate how you structure it and than can create problems late on - use your discretion!

    If future actions are agreed, it's good practice to make sure you put a time scale on any action points.

    Observer/Critical Friend's Notes	Practitioner's Thoughts

33. Where appropriate literature is exchanged

    If you haven't already done so, swap literature and business cards

    Observer/Critical Friend's Notes	Practitioner's Thoughts

34. The opportunity provider is thanked for their time

    Thanking costs nothing but is worth a lot.

    ALWAYS thank the opportunity provider, smile and be enthusiastic!

    Observer/Critical Friend's Notes	Practitioner's Thoughts

35. The interaction is managed within the negotiated time constraints

    Don't outstay your welcome!

    Do stick to whatever time frame you agreed, if you can't think about why not.

    Was the time originally negotiated too short?

    Perhaps you didn't control the interview very well, or maybe you did, and because of this the opportunity provider re-contracted with you to stay longer.

    Observer/Critical Friend's Notes	Practitioner's Thoughts

STAGE SIX: Post visit

HINT: Its easy to lose the benefit of a visit to an opportunity provider if you don't follow up.

This might mean thanking the employer to keep good will, it should mean producing some sort of report either for yourself or better still to share with colleagues, and you may need to update your own organisational database too.

Don't forget to follow through, it really matters!

36. Thank the employer

    Do you need to send an email or letter to thank the employer?

    It isn't always appropriate but sometimes is, you can also use this to provide a brief summary of any action points you agreed during the meeting

    Observer/Critical Friend's Notes	Practitioner's Thoughts
    Make notes during the discussion/observation of any significant points. Could give examples of phrases used - good or bad or issues to raise	When you are discussing your interaction with your critical friend, you might like to note your responses to any suggestions made in this box

37. Write up your visit report

    Set yourself a timescale for this and stick to it!

    Observer/Critical Friend's Notes	Practitioner's Thoughts

38. Follow up any agreed actions

    Did you agree to send on information, provide contacts of let the opportunity provider have sight of your report?

    Whatever you agreed make sure you do!

    Observer/Critical Friend's Notes	Practitioner's Thoughts

39. Disseminate your visit report

    How you do this will depend on your organisation.

    Perhaps you'll just talk about your findings at the next team meeting, you may write a report that gets circulated, or perhaps you have an employer team who needs to know what you've been up to and will keep your report information centrally.

    Whatever you do, don't let your report gather dust, it's a useful resource, but only if others know about it!

    Observer/Critical Friend's Notes	Practitioner's Thoughts

40. Log your visit on any organisational databases

    Your employing organisation may centrally co-ordinate contact details for local opportunity providers, and keep statistics on employer visits.

    Make sure you keep your statistics up to date and record any opportunity provider interactions on the relevant organisational databases

    (e.g. Aspire, or shared employer drives as appropriate)

    Observer/Critical Friend's Notes	Practitioner's Thoughts