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INVESTIGATION TIPS <br /> i' <br /> 1. Consider using two people to conduct the interview. This practice provides two witnesses <br /> to evaluate witness demeanor, make credibility resolutions, and provide information regarding <br /> what was said in the event questions arise. <br /> I <br /> 2. Carefully document interviews, including questions and answers. The use. of a tape <br /> recorder may be appropriate in particular situations. If a tape recorder is used, inform the <br /> person being interviewed that it is being recorded. In some cases it may be appropriate to <br /> type up interview notes and allow the witness to review them and to respond about the <br /> accuracy of what was recorded. <br /> i <br /> <br /> ~ ~ 3. Separate first-hand knowledge from less reliable forms of evidence such as hearsay, <br /> rumors, and opinion. Although these lesser forms of evidence may lead to other individuals <br /> to be interviewed, base your conclusions on credible, first-hand information only. <br /> <br /> I <br /> <br /> ! 4. Develop and utilize an effective questioning style. An open, "story-book", questioning <br /> style (e.g. tell me what happened last Friday after you arrived at work) is generally more <br /> effective in eliciting honest responses. Gaps in the story may be followed up with specific <br /> questions about who, what, when, where, witnesses, etc. This type of questioning style does <br /> not afford the opportunity for an employee to anticipate the correct response. <br /> 5. Recognize the value of silence. If an employee is struggling to answer a question, don't <br /> rescue him/her, wait for a response. If necessary, repeat the question. <br /> 6. Avoid offering. editorial comments or premature opinions regarding the merits of the <br /> allegation or the possible discipline. This may be used to suggest you were not conducting <br /> the interview in an open-minded, objective manner or may be used against you in an <br /> arbitration. Wait until the end of the investigation to formulate your conclusions. You should <br /> note that messages about your opinions can also be sent through gestures and demeanor. <br /> 7. Intersperse questions. If, for any reason, you feel that the individual being interviewed is <br /> not being honest, ask selected questions again at interspersed times. <br /> 8. Use appropriate documentary evidence. Time cards, expense reports, work products, and <br /> other documents should be used whenever appropriate to refresh an employee's memory <br /> and buttress your investigation. <br /> 9. Follow-up interviews. Often, additional interviews and/or follow-up contacts with <br /> previously interviewed witnesses need to be conducted because of additional information <br /> received. If the involved employee is interviewed first, it is often necessary to re-interview <br /> him/her. <br /> 9 <br /> <br />