interview research workbook

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The Ultimate Job Interview Research Workbook: Walk into every interview completely prepared Paperback – July 1, 2016

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• Print length 30 pages
• Language English
• Publication date July 1, 2016
• Dimensions 8.5 x 0.07 x 11 inches
• ISBN-10 154246529X
• ISBN-13 978-1542465298
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• Publisher ‏ : ‎ CreateSpace Independent Publishing Platform; Workbook edition (July 1, 2016)
• Language ‏ : ‎ English
• Paperback ‏ : ‎ 30 pages
• ISBN-10 ‏ : ‎ 154246529X
• ISBN-13 ‏ : ‎ 978-1542465298
• Item Weight ‏ : ‎ 3.53 ounces
• Dimensions ‏ : ‎ 8.5 x 0.07 x 11 inches

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Chapter 11. Interviewing

Introduction.

Interviewing people is at the heart of qualitative research. It is not merely a way to collect data but an intrinsically rewarding activity—an interaction between two people that holds the potential for greater understanding and interpersonal development. Unlike many of our daily interactions with others that are fairly shallow and mundane, sitting down with a person for an hour or two and really listening to what they have to say is a profound and deep enterprise, one that can provide not only “data” for you, the interviewer, but also self-understanding and a feeling of being heard for the interviewee. I always approach interviewing with a deep appreciation for the opportunity it gives me to understand how other people experience the world. That said, there is not one kind of interview but many, and some of these are shallower than others. This chapter will provide you with an overview of interview techniques but with a special focus on the in-depth semistructured interview guide approach, which is the approach most widely used in social science research.

An interview can be variously defined as “a conversation with a purpose” ( Lune and Berg 2018 ) and an attempt to understand the world from the point of view of the person being interviewed: “to unfold the meaning of peoples’ experiences, to uncover their lived world prior to scientific explanations” ( Kvale 2007 ). It is a form of active listening in which the interviewer steers the conversation to subjects and topics of interest to their research but also manages to leave enough space for those interviewed to say surprising things. Achieving that balance is a tricky thing, which is why most practitioners believe interviewing is both an art and a science. In my experience as a teacher, there are some students who are “natural” interviewers (often they are introverts), but anyone can learn to conduct interviews, and everyone, even those of us who have been doing this for years, can improve their interviewing skills. This might be a good time to highlight the fact that the interview is a product between interviewer and interviewee and that this product is only as good as the rapport established between the two participants. Active listening is the key to establishing this necessary rapport.

Patton ( 2002 ) makes the argument that we use interviews because there are certain things that are not observable. In particular, “we cannot observe feelings, thoughts, and intentions. We cannot observe behaviors that took place at some previous point in time. We cannot observe situations that preclude the presence of an observer. We cannot observe how people have organized the world and the meanings they attach to what goes on in the world. We have to ask people questions about those things” ( 341 ).

Types of Interviews

There are several distinct types of interviews. Imagine a continuum (figure 11.1). On one side are unstructured conversations—the kind you have with your friends. No one is in control of those conversations, and what you talk about is often random—whatever pops into your head. There is no secret, underlying purpose to your talking—if anything, the purpose is to talk to and engage with each other, and the words you use and the things you talk about are a little beside the point. An unstructured interview is a little like this informal conversation, except that one of the parties to the conversation (you, the researcher) does have an underlying purpose, and that is to understand the other person. You are not friends speaking for no purpose, but it might feel just as unstructured to the “interviewee” in this scenario. That is one side of the continuum. On the other side are fully structured and standardized survey-type questions asked face-to-face. Here it is very clear who is asking the questions and who is answering them. This doesn’t feel like a conversation at all! A lot of people new to interviewing have this ( erroneously !) in mind when they think about interviews as data collection. Somewhere in the middle of these two extreme cases is the “ semistructured” interview , in which the researcher uses an “interview guide” to gently move the conversation to certain topics and issues. This is the primary form of interviewing for qualitative social scientists and will be what I refer to as interviewing for the rest of this chapter, unless otherwise specified.

Informal (unstructured conversations). This is the most “open-ended” approach to interviewing. It is particularly useful in conjunction with observational methods (see chapters 13 and 14). There are no predetermined questions. Each interview will be different. Imagine you are researching the Oregon Country Fair, an annual event in Veneta, Oregon, that includes live music, artisan craft booths, face painting, and a lot of people walking through forest paths. It’s unlikely that you will be able to get a person to sit down with you and talk intensely about a set of questions for an hour and a half. But you might be able to sidle up to several people and engage with them about their experiences at the fair. You might have a general interest in what attracts people to these events, so you could start a conversation by asking strangers why they are here or why they come back every year. That’s it. Then you have a conversation that may lead you anywhere. Maybe one person tells a long story about how their parents brought them here when they were a kid. A second person talks about how this is better than Burning Man. A third person shares their favorite traveling band. And yet another enthuses about the public library in the woods. During your conversations, you also talk about a lot of other things—the weather, the utilikilts for sale, the fact that a favorite food booth has disappeared. It’s all good. You may not be able to record these conversations. Instead, you might jot down notes on the spot and then, when you have the time, write down as much as you can remember about the conversations in long fieldnotes. Later, you will have to sit down with these fieldnotes and try to make sense of all the information (see chapters 18 and 19).

Interview guide ( semistructured interview ). This is the primary type employed by social science qualitative researchers. The researcher creates an “interview guide” in advance, which she uses in every interview. In theory, every person interviewed is asked the same questions. In practice, every person interviewed is asked mostly the same topics but not always the same questions, as the whole point of a “guide” is that it guides the direction of the conversation but does not command it. The guide is typically between five and ten questions or question areas, sometimes with suggested follow-ups or prompts . For example, one question might be “What was it like growing up in Eastern Oregon?” with prompts such as “Did you live in a rural area? What kind of high school did you attend?” to help the conversation develop. These interviews generally take place in a quiet place (not a busy walkway during a festival) and are recorded. The recordings are transcribed, and those transcriptions then become the “data” that is analyzed (see chapters 18 and 19). The conventional length of one of these types of interviews is between one hour and two hours, optimally ninety minutes. Less than one hour doesn’t allow for much development of questions and thoughts, and two hours (or more) is a lot of time to ask someone to sit still and answer questions. If you have a lot of ground to cover, and the person is willing, I highly recommend two separate interview sessions, with the second session being slightly shorter than the first (e.g., ninety minutes the first day, sixty minutes the second). There are lots of good reasons for this, but the most compelling one is that this allows you to listen to the first day’s recording and catch anything interesting you might have missed in the moment and so develop follow-up questions that can probe further. This also allows the person being interviewed to have some time to think about the issues raised in the interview and go a little deeper with their answers.

Standardized questionnaire with open responses ( structured interview ). This is the type of interview a lot of people have in mind when they hear “interview”: a researcher comes to your door with a clipboard and proceeds to ask you a series of questions. These questions are all the same whoever answers the door; they are “standardized.” Both the wording and the exact order are important, as people’s responses may vary depending on how and when a question is asked. These are qualitative only in that the questions allow for “open-ended responses”: people can say whatever they want rather than select from a predetermined menu of responses. For example, a survey I collaborated on included this open-ended response question: “How does class affect one’s career success in sociology?” Some of the answers were simply one word long (e.g., “debt”), and others were long statements with stories and personal anecdotes. It is possible to be surprised by the responses. Although it’s a stretch to call this kind of questioning a conversation, it does allow the person answering the question some degree of freedom in how they answer.

Survey questionnaire with closed responses (not an interview!). Standardized survey questions with specific answer options (e.g., closed responses) are not really interviews at all, and they do not generate qualitative data. For example, if we included five options for the question “How does class affect one’s career success in sociology?”—(1) debt, (2) social networks, (3) alienation, (4) family doesn’t understand, (5) type of grad program—we leave no room for surprises at all. Instead, we would most likely look at patterns around these responses, thinking quantitatively rather than qualitatively (e.g., using regression analysis techniques, we might find that working-class sociologists were twice as likely to bring up alienation). It can sometimes be confusing for new students because the very same survey can include both closed-ended and open-ended questions. The key is to think about how these will be analyzed and to what level surprises are possible. If your plan is to turn all responses into a number and make predictions about correlations and relationships, you are no longer conducting qualitative research. This is true even if you are conducting this survey face-to-face with a real live human. Closed-response questions are not conversations of any kind, purposeful or not.

In summary, the semistructured interview guide approach is the predominant form of interviewing for social science qualitative researchers because it allows a high degree of freedom of responses from those interviewed (thus allowing for novel discoveries) while still maintaining some connection to a research question area or topic of interest. The rest of the chapter assumes the employment of this form.

Creating an Interview Guide

Your interview guide is the instrument used to bridge your research question(s) and what the people you are interviewing want to tell you. Unlike a standardized questionnaire, the questions actually asked do not need to be exactly what you have written down in your guide. The guide is meant to create space for those you are interviewing to talk about the phenomenon of interest, but sometimes you are not even sure what that phenomenon is until you start asking questions. A priority in creating an interview guide is to ensure it offers space. One of the worst mistakes is to create questions that are so specific that the person answering them will not stray. Relatedly, questions that sound “academic” will shut down a lot of respondents. A good interview guide invites respondents to talk about what is important to them, not feel like they are performing or being evaluated by you.

Good interview questions should not sound like your “research question” at all. For example, let’s say your research question is “How do patriarchal assumptions influence men’s understanding of climate change and responses to climate change?” It would be worse than unhelpful to ask a respondent, “How do your assumptions about the role of men affect your understanding of climate change?” You need to unpack this into manageable nuggets that pull your respondent into the area of interest without leading him anywhere. You could start by asking him what he thinks about climate change in general. Or, even better, whether he has any concerns about heatwaves or increased tornadoes or polar icecaps melting. Once he starts talking about that, you can ask follow-up questions that bring in issues around gendered roles, perhaps asking if he is married (to a woman) and whether his wife shares his thoughts and, if not, how they negotiate that difference. The fact is, you won’t really know the right questions to ask until he starts talking.

There are several distinct types of questions that can be used in your interview guide, either as main questions or as follow-up probes. If you remember that the point is to leave space for the respondent, you will craft a much more effective interview guide! You will also want to think about the place of time in both the questions themselves (past, present, future orientations) and the sequencing of the questions.

Researcher Note

Suggestion : As you read the next three sections (types of questions, temporality, question sequence), have in mind a particular research question, and try to draft questions and sequence them in a way that opens space for a discussion that helps you answer your research question.

Type of Questions

Experience and behavior questions ask about what a respondent does regularly (their behavior) or has done (their experience). These are relatively easy questions for people to answer because they appear more “factual” and less subjective. This makes them good opening questions. For the study on climate change above, you might ask, “Have you ever experienced an unusual weather event? What happened?” Or “You said you work outside? What is a typical summer workday like for you? How do you protect yourself from the heat?”

Opinion and values questions , in contrast, ask questions that get inside the minds of those you are interviewing. “Do you think climate change is real? Who or what is responsible for it?” are two such questions. Note that you don’t have to literally ask, “What is your opinion of X?” but you can find a way to ask the specific question relevant to the conversation you are having. These questions are a bit trickier to ask because the answers you get may depend in part on how your respondent perceives you and whether they want to please you or not. We’ve talked a fair amount about being reflective. Here is another place where this comes into play. You need to be aware of the effect your presence might have on the answers you are receiving and adjust accordingly. If you are a woman who is perceived as liberal asking a man who identifies as conservative about climate change, there is a lot of subtext that can be going on in the interview. There is no one right way to resolve this, but you must at least be aware of it.

Feeling questions are questions that ask respondents to draw on their emotional responses. It’s pretty common for academic researchers to forget that we have bodies and emotions, but people’s understandings of the world often operate at this affective level, sometimes unconsciously or barely consciously. It is a good idea to include questions that leave space for respondents to remember, imagine, or relive emotional responses to particular phenomena. “What was it like when you heard your cousin’s house burned down in that wildfire?” doesn’t explicitly use any emotion words, but it allows your respondent to remember what was probably a pretty emotional day. And if they respond emotionally neutral, that is pretty interesting data too. Note that asking someone “How do you feel about X” is not always going to evoke an emotional response, as they might simply turn around and respond with “I think that…” It is better to craft a question that actually pushes the respondent into the affective category. This might be a specific follow-up to an experience and behavior question —for example, “You just told me about your daily routine during the summer heat. Do you worry it is going to get worse?” or “Have you ever been afraid it will be too hot to get your work accomplished?”

Knowledge questions ask respondents what they actually know about something factual. We have to be careful when we ask these types of questions so that respondents do not feel like we are evaluating them (which would shut them down), but, for example, it is helpful to know when you are having a conversation about climate change that your respondent does in fact know that unusual weather events have increased and that these have been attributed to climate change! Asking these questions can set the stage for deeper questions and can ensure that the conversation makes the same kind of sense to both participants. For example, a conversation about political polarization can be put back on track once you realize that the respondent doesn’t really have a clear understanding that there are two parties in the US. Instead of asking a series of questions about Republicans and Democrats, you might shift your questions to talk more generally about political disagreements (e.g., “people against abortion”). And sometimes what you do want to know is the level of knowledge about a particular program or event (e.g., “Are you aware you can discharge your student loans through the Public Service Loan Forgiveness program?”).

Sensory questions call on all senses of the respondent to capture deeper responses. These are particularly helpful in sparking memory. “Think back to your childhood in Eastern Oregon. Describe the smells, the sounds…” Or you could use these questions to help a person access the full experience of a setting they customarily inhabit: “When you walk through the doors to your office building, what do you see? Hear? Smell?” As with feeling questions , these questions often supplement experience and behavior questions . They are another way of allowing your respondent to report fully and deeply rather than remain on the surface.

Creative questions employ illustrative examples, suggested scenarios, or simulations to get respondents to think more deeply about an issue, topic, or experience. There are many options here. In The Trouble with Passion , Erin Cech ( 2021 ) provides a scenario in which “Joe” is trying to decide whether to stay at his decent but boring computer job or follow his passion by opening a restaurant. She asks respondents, “What should Joe do?” Their answers illuminate the attraction of “passion” in job selection. In my own work, I have used a news story about an upwardly mobile young man who no longer has time to see his mother and sisters to probe respondents’ feelings about the costs of social mobility. Jessi Streib and Betsy Leondar-Wright have used single-page cartoon “scenes” to elicit evaluations of potential racial discrimination, sexual harassment, and classism. Barbara Sutton ( 2010 ) has employed lists of words (“strong,” “mother,” “victim”) on notecards she fans out and asks her female respondents to select and discuss.

Background/Demographic Questions

You most definitely will want to know more about the person you are interviewing in terms of conventional demographic information, such as age, race, gender identity, occupation, and educational attainment. These are not questions that normally open up inquiry. [1] For this reason, my practice has been to include a separate “demographic questionnaire” sheet that I ask each respondent to fill out at the conclusion of the interview. Only include those aspects that are relevant to your study. For example, if you are not exploring religion or religious affiliation, do not include questions about a person’s religion on the demographic sheet. See the example provided at the end of this chapter.

Temporality

Any type of question can have a past, present, or future orientation. For example, if you are asking a behavior question about workplace routine, you might ask the respondent to talk about past work, present work, and ideal (future) work. Similarly, if you want to understand how people cope with natural disasters, you might ask your respondent how they felt then during the wildfire and now in retrospect and whether and to what extent they have concerns for future wildfire disasters. It’s a relatively simple suggestion—don’t forget to ask about past, present, and future—but it can have a big impact on the quality of the responses you receive.

Question Sequence

Having a list of good questions or good question areas is not enough to make a good interview guide. You will want to pay attention to the order in which you ask your questions. Even though any one respondent can derail this order (perhaps by jumping to answer a question you haven’t yet asked), a good advance plan is always helpful. When thinking about sequence, remember that your goal is to get your respondent to open up to you and to say things that might surprise you. To establish rapport, it is best to start with nonthreatening questions. Asking about the present is often the safest place to begin, followed by the past (they have to know you a little bit to get there), and lastly, the future (talking about hopes and fears requires the most rapport). To allow for surprises, it is best to move from very general questions to more particular questions only later in the interview. This ensures that respondents have the freedom to bring up the topics that are relevant to them rather than feel like they are constrained to answer you narrowly. For example, refrain from asking about particular emotions until these have come up previously—don’t lead with them. Often, your more particular questions will emerge only during the course of the interview, tailored to what is emerging in conversation.

Once you have a set of questions, read through them aloud and imagine you are being asked the same questions. Does the set of questions have a natural flow? Would you be willing to answer the very first question to a total stranger? Does your sequence establish facts and experiences before moving on to opinions and values? Did you include prefatory statements, where necessary; transitions; and other announcements? These can be as simple as “Hey, we talked a lot about your experiences as a barista while in college.… Now I am turning to something completely different: how you managed friendships in college.” That is an abrupt transition, but it has been softened by your acknowledgment of that.

Probes and Flexibility

Once you have the interview guide, you will also want to leave room for probes and follow-up questions. As in the sample probe included here, you can write out the obvious probes and follow-up questions in advance. You might not need them, as your respondent might anticipate them and include full responses to the original question. Or you might need to tailor them to how your respondent answered the question. Some common probes and follow-up questions include asking for more details (When did that happen? Who else was there?), asking for elaboration (Could you say more about that?), asking for clarification (Does that mean what I think it means or something else? I understand what you mean, but someone else reading the transcript might not), and asking for contrast or comparison (How did this experience compare with last year’s event?). “Probing is a skill that comes from knowing what to look for in the interview, listening carefully to what is being said and what is not said, and being sensitive to the feedback needs of the person being interviewed” ( Patton 2002:374 ). It takes work! And energy. I and many other interviewers I know report feeling emotionally and even physically drained after conducting an interview. You are tasked with active listening and rearranging your interview guide as needed on the fly. If you only ask the questions written down in your interview guide with no deviations, you are doing it wrong. [2]

The Final Question

Every interview guide should include a very open-ended final question that allows for the respondent to say whatever it is they have been dying to tell you but you’ve forgotten to ask. About half the time they are tired too and will tell you they have nothing else to say. But incredibly, some of the most honest and complete responses take place here, at the end of a long interview. You have to realize that the person being interviewed is often discovering things about themselves as they talk to you and that this process of discovery can lead to new insights for them. Making space at the end is therefore crucial. Be sure you convey that you actually do want them to tell you more, that the offer of “anything else?” is not read as an empty convention where the polite response is no. Here is where you can pull from that active listening and tailor the final question to the particular person. For example, “I’ve asked you a lot of questions about what it was like to live through that wildfire. I’m wondering if there is anything I’ve forgotten to ask, especially because I haven’t had that experience myself” is a much more inviting final question than “Great. Anything you want to add?” It’s also helpful to convey to the person that you have the time to listen to their full answer, even if the allotted time is at the end. After all, there are no more questions to ask, so the respondent knows exactly how much time is left. Do them the courtesy of listening to them!

Conducting the Interview

Once you have your interview guide, you are on your way to conducting your first interview. I always practice my interview guide with a friend or family member. I do this even when the questions don’t make perfect sense for them, as it still helps me realize which questions make no sense, are poorly worded (too academic), or don’t follow sequentially. I also practice the routine I will use for interviewing, which goes something like this:

• Introduce myself and reintroduce the study
• Provide consent form and ask them to sign and retain/return copy
• Ask if they have any questions about the study before we begin
• Ask if I can begin recording
• Ask questions (from interview guide)
• Turn off the recording device
• Ask if they are willing to fill out my demographic questionnaire
• Collect questionnaire and, without looking at the answers, place in same folder as signed consent form
• Thank them and depart

A note on remote interviewing: Interviews have traditionally been conducted face-to-face in a private or quiet public setting. You don’t want a lot of background noise, as this will make transcriptions difficult. During the recent global pandemic, many interviewers, myself included, learned the benefits of interviewing remotely. Although face-to-face is still preferable for many reasons, Zoom interviewing is not a bad alternative, and it does allow more interviews across great distances. Zoom also includes automatic transcription, which significantly cuts down on the time it normally takes to convert our conversations into “data” to be analyzed. These automatic transcriptions are not perfect, however, and you will still need to listen to the recording and clarify and clean up the transcription. Nor do automatic transcriptions include notations of body language or change of tone, which you may want to include. When interviewing remotely, you will want to collect the consent form before you meet: ask them to read, sign, and return it as an email attachment. I think it is better to ask for the demographic questionnaire after the interview, but because some respondents may never return it then, it is probably best to ask for this at the same time as the consent form, in advance of the interview.

What should you bring to the interview? I would recommend bringing two copies of the consent form (one for you and one for the respondent), a demographic questionnaire, a manila folder in which to place the signed consent form and filled-out demographic questionnaire, a printed copy of your interview guide (I print with three-inch right margins so I can jot down notes on the page next to relevant questions), a pen, a recording device, and water.

After the interview, you will want to secure the signed consent form in a locked filing cabinet (if in print) or a password-protected folder on your computer. Using Excel or a similar program that allows tables/spreadsheets, create an identifying number for your interview that links to the consent form without using the name of your respondent. For example, let’s say that I conduct interviews with US politicians, and the first person I meet with is George W. Bush. I will assign the transcription the number “INT#001” and add it to the signed consent form. [3] The signed consent form goes into a locked filing cabinet, and I never use the name “George W. Bush” again. I take the information from the demographic sheet, open my Excel spreadsheet, and add the relevant information in separate columns for the row INT#001: White, male, Republican. When I interview Bill Clinton as my second interview, I include a second row: INT#002: White, male, Democrat. And so on. The only link to the actual name of the respondent and this information is the fact that the consent form (unavailable to anyone but me) has stamped on it the interview number.

Many students get very nervous before their first interview. Actually, many of us are always nervous before the interview! But do not worry—this is normal, and it does pass. Chances are, you will be pleasantly surprised at how comfortable it begins to feel. These “purposeful conversations” are often a delight for both participants. This is not to say that sometimes things go wrong. I often have my students practice several “bad scenarios” (e.g., a respondent that you cannot get to open up; a respondent who is too talkative and dominates the conversation, steering it away from the topics you are interested in; emotions that completely take over; or shocking disclosures you are ill-prepared to handle), but most of the time, things go quite well. Be prepared for the unexpected, but know that the reason interviews are so popular as a technique of data collection is that they are usually richly rewarding for both participants.

One thing that I stress to my methods students and remind myself about is that interviews are still conversations between people. If there’s something you might feel uncomfortable asking someone about in a “normal” conversation, you will likely also feel a bit of discomfort asking it in an interview. Maybe more importantly, your respondent may feel uncomfortable. Social research—especially about inequality—can be uncomfortable. And it’s easy to slip into an abstract, intellectualized, or removed perspective as an interviewer. This is one reason trying out interview questions is important. Another is that sometimes the question sounds good in your head but doesn’t work as well out loud in practice. I learned this the hard way when a respondent asked me how I would answer the question I had just posed, and I realized that not only did I not really know how I would answer it, but I also wasn’t quite as sure I knew what I was asking as I had thought.

—Elizabeth M. Lee, Associate Professor of Sociology at Saint Joseph’s University, author of Class and Campus Life , and co-author of Geographies of Campus Inequality

How Many Interviews?

Your research design has included a targeted number of interviews and a recruitment plan (see chapter 5). Follow your plan, but remember that “ saturation ” is your goal. You interview as many people as you can until you reach a point at which you are no longer surprised by what they tell you. This means not that no one after your first twenty interviews will have surprising, interesting stories to tell you but rather that the picture you are forming about the phenomenon of interest to you from a research perspective has come into focus, and none of the interviews are substantially refocusing that picture. That is when you should stop collecting interviews. Note that to know when you have reached this, you will need to read your transcripts as you go. More about this in chapters 18 and 19.

Your Final Product: The Ideal Interview Transcript

A good interview transcript will demonstrate a subtly controlled conversation by the skillful interviewer. In general, you want to see replies that are about one paragraph long, not short sentences and not running on for several pages. Although it is sometimes necessary to follow respondents down tangents, it is also often necessary to pull them back to the questions that form the basis of your research study. This is not really a free conversation, although it may feel like that to the person you are interviewing.

Final Tips from an Interview Master

Annette Lareau is arguably one of the masters of the trade. In Listening to People , she provides several guidelines for good interviews and then offers a detailed example of an interview gone wrong and how it could be addressed (please see the “Further Readings” at the end of this chapter). Here is an abbreviated version of her set of guidelines: (1) interview respondents who are experts on the subjects of most interest to you (as a corollary, don’t ask people about things they don’t know); (2) listen carefully and talk as little as possible; (3) keep in mind what you want to know and why you want to know it; (4) be a proactive interviewer (subtly guide the conversation); (5) assure respondents that there aren’t any right or wrong answers; (6) use the respondent’s own words to probe further (this both allows you to accurately identify what you heard and pushes the respondent to explain further); (7) reuse effective probes (don’t reinvent the wheel as you go—if repeating the words back works, do it again and again); (8) focus on learning the subjective meanings that events or experiences have for a respondent; (9) don’t be afraid to ask a question that draws on your own knowledge (unlike trial lawyers who are trained never to ask a question for which they don’t already know the answer, sometimes it’s worth it to ask risky questions based on your hypotheses or just plain hunches); (10) keep thinking while you are listening (so difficult…and important); (11) return to a theme raised by a respondent if you want further information; (12) be mindful of power inequalities (and never ever coerce a respondent to continue the interview if they want out); (13) take control with overly talkative respondents; (14) expect overly succinct responses, and develop strategies for probing further; (15) balance digging deep and moving on; (16) develop a plan to deflect questions (e.g., let them know you are happy to answer any questions at the end of the interview, but you don’t want to take time away from them now); and at the end, (17) check to see whether you have asked all your questions. You don’t always have to ask everyone the same set of questions, but if there is a big area you have forgotten to cover, now is the time to recover ( Lareau 2021:93–103 ).

Sample: Demographic Questionnaire

ASA Taskforce on First-Generation and Working-Class Persons in Sociology – Class Effects on Career Success

Supplementary Demographic Questionnaire

Thank you for your participation in this interview project. We would like to collect a few pieces of key demographic information from you to supplement our analyses. Your answers to these questions will be kept confidential and stored by ID number. All of your responses here are entirely voluntary!

What best captures your race/ethnicity? (please check any/all that apply)

• White (Non Hispanic/Latina/o/x)
• Black or African American
• Hispanic, Latino/a/x of Spanish
• Asian or Asian American
• American Indian or Alaska Native
• Middle Eastern or North African
• Native Hawaiian or Pacific Islander
• Other : (Please write in: ________________)

What is your current position?

• Grad Student
• Full Professor

Please check any and all of the following that apply to you:

• I identify as a working-class academic
• I was the first in my family to graduate from college
• I grew up poor

What best reflects your gender?

• Transgender female/Transgender woman
• Transgender male/Transgender man
• Gender queer/ Gender nonconforming

Anything else you would like us to know about you?

Example: Interview Guide

In this example, follow-up prompts are italicized.  Note the sequence of questions.  That second question often elicits an entire life history , answering several later questions in advance.

Introduction Script/Question

Thank you for participating in our survey of ASA members who identify as first-generation or working-class.  As you may have heard, ASA has sponsored a taskforce on first-generation and working-class persons in sociology and we are interested in hearing from those who so identify.  Your participation in this interview will help advance our knowledge in this area.

• The first thing we would like to as you is why you have volunteered to be part of this study? What does it mean to you be first-gen or working class?  Why were you willing to be interviewed?
• How did you decide to become a sociologist?
• Can you tell me a little bit about where you grew up? ( prompts: what did your parent(s) do for a living?  What kind of high school did you attend?)
• Has this identity been salient to your experience? (how? How much?)
• How welcoming was your grad program? Your first academic employer?
• Why did you decide to pursue sociology at the graduate level?
• Did you experience culture shock in college? In graduate school?
• Has your FGWC status shaped how you’ve thought about where you went to school? debt? etc?
• Were you mentored? How did this work (not work)?  How might it?
• What did you consider when deciding where to go to grad school? Where to apply for your first position?
• What, to you, is a mark of career success? Have you achieved that success?  What has helped or hindered your pursuit of success?
• Do you think sociology, as a field, cares about prestige?
• Let’s talk a little bit about intersectionality. How does being first-gen/working class work alongside other identities that are important to you?
• What do your friends and family think about your career? Have you had any difficulty relating to family members or past friends since becoming highly educated?
• Do you have any debt from college/grad school? Are you concerned about this?  Could you explain more about how you paid for college/grad school?  (here, include assistance from family, fellowships, scholarships, etc.)
• (You’ve mentioned issues or obstacles you had because of your background.) What could have helped?  Or, who or what did? Can you think of fortuitous moments in your career?
• Do you have any regrets about the path you took?
• Is there anything else you would like to add? Anything that the Taskforce should take note of, that we did not ask you about here?

The job market is extremely competitive .

People invest so much time and energy just to GET an interview.

• “Why didn't I get the job?”
• “I don't understand”
• “All that effort and I have nothing to show for it.”
• “Why does this keep happening?”
• “I'm totally qualified but cannot get past the interview stage.”
• “I used to feel so confident.”
• “What else can I do?”
• “I'm sick of wasting all this time and money, but not getting hired!”
• “It's so frustrating!”
• “Now I have to start all over again.”

“If you get an interview, you're probably  qualified  to do the job.”

Other people competing for those jobs are doing something better than you.

If that's true…

Why aren't you  succeeding  in job interviews ?

Assuming you're doing all the basic things right, the problem must be a combination of:

• What you say in your interviews (content); and
• How you say you say it (delivery)

Others are doing  something  better than you.

 They  are winning job offers.

 You  have to keep starting over ( filled with frustration & doubt  )

What if there was something you could do about it?

• What if you could change the way you prepare for interviews?
• What if you could invest time and money UPFRONT, so you put your best foot forward, every time?
• What if you could start WINNING job offers?

Keep reading…

Imagine how much  better  your career will be if :

• “You walk into every interview completely prepared.”
• “You really understand the company you're interviewing with (way better than your competitors).”
• “You feel confident and enthusiastic because you know you're ready.”
• “Instead of grasping for things to say, the conversation flows easily.”
• “Your questions and answers are oozing with knowledge and insight.”
• “It's obvious that you are by far the best-prepared candidate (everyone else looks terrible).”
• “Your interviewers are convinced you're qualified, motivated and sure to exceed expectations.”
• “You start  winning  job offers!”

HERE'S HOW YOU WIN:

• All the different things you need to research, and
• Exactly how to do it!

Your job interview prep becomes an easy, step-by-step process.

The Ultimate Job Interview Research Workbook helps you shine in a job interviews.

It's not rocket science., but most people never think of these things, so:.

• They're unprepared ;
• They lack confidence; and
• They don't succeed.

This !

Look inside:

To fit in, use the right words (correctly)

Know the leadership (skip at your own risk!)

TRY the company's products & services!

• Competitors

And much more!

 Here's the formula: 

Prepare  ➔  Interview  ➔  Succeed

Join our growing list of confident , job-winning customers !

“The Ultimate Job Interview Research Workbook”

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Print - Write Research  By Hand Only 

( Can not type, paste, save, send, etc. )

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EVERYTHING in Premium, plus :

90 Minute 1:1 Interview Coaching, plus :

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A Letter to Customers

Thank you for visiting.

Looking for a job can be humbling and frustrating, but it's also an opportunity to move your life forward.

The job market is very competitive. Getting all the way to an interview is something to be proud of, but it's not really enough.

What you really need is to win the offer for a job you really want.  That is worth celebrating! 

No author or publisher can honestly promise you a job, but we do promise that following the steps in this book and doing the work will enrich you with knowledge, insight and confidence that will help you succeed in job interviews.

If you're unhappy with your purchase for any reason and honestly don't believe it's a worthwhile investment, please let us refund your money.

 It's up to you.  You can either keep doing what you've been doing and stay right where you are today, or make a positive change and move well down the road towards succeeding in job interviews.

Buy now and start winning job offers!

Either way,  best of luck  in your search for a better job (and a better life).

Mark Gavagan, author

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Interview Preparation Guide and Worksheets

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The Interview Preparation Guide will help navigate you through the entire interview process with tips about how to prepare for your interview, how to succeed during the interview, and what to do after your interview ends. In addition, the Interview Self-Assessment and Interview Reflection worksheets are designed to help brainstorm talking points that best highlight your skills and past experiences, as well as reflect upon your interview performance to identify areas of improvement for future interviews.

Interview Preparation Guide

Interview Reflection Worksheet

Interview Self-Assessment Worksheet

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13 Top Books to Ace Your Next Job Interview [& Land the Job]

Interviews are one of the most nerve-racking parts of any job hunt. 

From fresh graduates to seasoned professionals, job-seekers are always looking for an edge to make it run smoother.

This is where interview books come in. 

By informing yourself about the interview process and learning how to “wow!” hiring managers, you increase your odds of landing that job you’re after.

So to help you gain as much of an upper hand in job interviews as possible, we’ve compiled this list of 13 must-read interview books for 2024.

Let’s check them out!

13 Must-Read Interview Books in 2024

#1. job interview masterclass.

If you want a book that breaks down job interviews into their most basic parts and gives you a window into a hiring manager’s mind, look no further.

“Job Interview Masterclass” by Novorésumé has you covered!

Job Interview Masterclass is split into four main chapters:

• The first one goes over topics such as how to research a company, what to do before your interview day, and how to dress to impress during the job interview itself.
• The second chapter digs deeper and shows you the most important interview questions and everything you need to know to answer them effectively.
• Chapter three focuses on behavioral interview questions and Novoresume experts’ advice on how to ace them.
• In chapter four, the guide goes beyond the job interview itself and coaches you on what to do once you get the job or how to handle rejection gracefully.

Whether you’re a seasoned or an entry-level professional, “Job Interview Masterclass” is the perfect read if you want to learn how to excel in job interviews or simply brush up on your skills.

#2. Job Search Masterclass

You can find everything you need to know to nail a job application in Novorésumé's “Job Search Masterclass”. The book details the entire journey, from creating a flawless resume to adding an effective cover letter and wowing any job interviewer.

“Job Search Masterclass” is an invaluable companion to your job search, whether you’re a senior professional calculating your career’s next steps or a recent graduate making the first move towards your career journey. 

Job Search Masterclass is divided into the following chapters:

• How to write a resume. All the information about creating a resume is detailed here, including picking the right format, choosing the best resume layout, adding your contact information, creating a great resume summary, listing your work experience right, highlighting your skills, and so much more.
• How to write a cover letter. A must-have companion piece to your resume is an equally eye-catching cover letter. From addressing the hiring manager to using an effective call to action, this section of the book will show you how to match your resume with a cover letter to match.
• How to nail an interview. For most candidates, interviews are the bane of the entire application process. So, this chapter teaches you all about how to prepare for interviews. You’ll see the most common interview questions and the best answers to them as well as tried and tested interview tips to help you ace your next interview.
• All about remote work. As an increasingly large part of the job market, remote work is the talk of the town. This chapter will show you how to find remote job offers, which roles are most remote-friendly, and teach you how to ace a remote work interview.
• Hack your job search. The book finishes with a special bonus chapter with some life-saving job-hunt hacks that you wish you’d known sooner.

#3. Basic Interviewing Skills

Raymond L. Gordon’s titular interview book sets itself apart from others in the genre since it’s aimed at recruiters, not candidates. That said, it still provides insight into the minds of interviewers which all candidates can benefit from.

“Basic Interviewing Skills” is a practical guide that aims to equip you with the skills and techniques necessary to conduct interviews and provide you with an in-depth understanding of the interviewing process. 

After reading it, you’ll understand how important communication skills, active listening , and empathy are in helping you establish rapport and elicit information more easily. An especially useful part is the explained art of phrasing questions and how interviewers encourage a natural flow of conversation to obtain candid responses.

The book covers all the most important subjects any job-seeker wants to know, including how an interviewer sees you, how they choose resumes, why they ask certain common questions, and what they want to hear you say. 

The practical approach and focus on basic techniques make it useful to readers at any career stage and industry.

#4. Smart Answers to Tricky Interview Questions

Rob Yeung’s guide to interviews comes with practical advice and a strong focus on handling any questions an interviewer can throw your way. 

“Smart Answers to Tricky Interview Questions: How to Prepare for a Job-Winning Interview” offers useful strategies you can apply and helps you craft the most effective responses to a hiring manager’s concerns. Yeung emphasizes the importance of understanding the role you’re applying for and tailoring your responses to the company’s culture and values.

This interview book gives insight into the hiring manager’s perspective, prepares you for challenging questions, and puts forth real-life examples from interviews to show you what works best and what interview mistakes to avoid . 

“Smart Answers to Tricky Interview Questions” explains tricky questions and equips you to handle them gracefully.

#5. Interview Like A Boss

“Interview Like A Boss: The Most Talked About Book In Corporate America” by Hans Van Nas is a well-researched and to-the-point book that dives into interviews and how to own them. 

The interview book covers the main aspects of the interviewing process, such as preparing ahead of time, personal presentation, including what to wear to an interview , and follow-up tips to solidify the impression you’ve made. The author gives a practical guide to researching your desired company , preparing for the most common interview questions, and the ones that might otherwise surprise you.

“Interview Like a Boss” shows you the big picture and offers a direct approach to tackling job interviews, without sparing the details. 

Do you have something you’re scared an interviewer will ask about, such as a former arrest? No worries, this interview book has got your back on that. We recommend you add it to your reading list to help boost your confidence before that upcoming interview.

Are you incredibly anxious about flunking a job interview? Then this interview book is for you. 

“Aced” by Gerald Ratigan shines through as an introvert’s lifeline to making it through an interview as a winner. The book helps readers navigate the modern interview process and land that dream job. The author shares his own experiences, including his worst failures, and highlights what works and what doesn’t.

“Aced” gives you practical tips and focuses on interview preparation, as well as covering essential soft skills that will help you in the long run. As someone with decades of experience as both an interviewer and an interviewee, Ratigan explains the importance of personal branding and creating a lasting impression and how it can make or break your interview. Overall, “Aced” is an insightful read for any job-seeker.

#7. GET THAT JOB!

“Get That Job!: The Quick and Complete Guide to a Winning Interview” by the career coach Thea Kelley is more than just a motivating title. The book is designed as a roadmap for interview success, and the final destination is your dream job.

The book starts with the mindset of interviewers and the need for you to present a strong and consistent brand in front of them. The author emphasized the use of research and preparation, including coming equipped with persuasive answers to the most common questions you might expect. Kelley offers frameworks to help you analyze your past experiences and present them clearly in response to situational interview questions related to your problem-solving and decision-making abilities.

“Get That Job!” lists the presentation skills and preparation you need to wow an interviewer and leave a long-lasting impression. It includes a section on handling stress and anxiety before and during the interview, so you can keep your cool and ace it. Make sure to check out the post-interview tips, such as sending thank-you notes and following up with the employer. Finally, you can learn how to negotiate a job offer to secure the best terms and set yourself up for career growth. All in all, “Get That Job!” is a worthwhile read.

#8. How to Talk to Anyone

“How to Talk to Anyone: 92 Little Tricks for Big Success in Relationships” by Leil Lowndes is a useful guide to navigating all sorts of communication, and interviews especially. The book gives detailed advice on how to improve your communication skills and build meaningful relationships across different social contexts. It’s a great read for brushing up on your networking skills , too.

The essential aspects of interpersonal communication, such as body language, conversation starters, and active listening are some of the aspects that can help you ace your next interview. 

Some of the 92 easy-to-follow strategies Lowndes offers include showing genuine interest in the person you’re speaking to, offering compliments when appropriate, using humor to ease tension, and more. “How to Talk to Anyone” will leave you feeling more confident in your people skills and help set you up for success, both professional and personal.

#9. What Color Is Your Parachute?

Richard Nelson Bolles’ contribution to the career book genre is a great choice for job-seekers on the lookout for a fulfilling career path. “What Color Is Your Parachute?” prepares its reader with tips for every part of the job hunt and hiring process, including how to write a resume , interviews, and follow-up. This book will turn answering the question “ Why do you want to work here? ” into your favorite part of the interview.

The book starts by teaching you how to leverage your skills, values, and interests to find your ideal job. Through introspection and self-assessment, you learn what your strengths and weaknesses are and how to talk about them at a job interview. “What Color Is Your Parachute?” offers valuable networking tips , how to tap into a hidden job market, and the A to Z on how to prepare for an interview. By following the author’s advice, job-seekers can expect a lot more satisfaction in their professional lives.

#10. How To Win Friends & Influence People

Dale Carnegie’s classic published in 1936 still rings true. “How to Win Friends and Influence People” is beneficial across all walks of life because what it teaches are valuable interpersonal skills that help you achieve personal and professional goals more easily. Fostering positive relationships, practicing effective communication, and persuading others is part of the strategies the book offers.

Despite not being an interview book, Carnegie’s principles are timeless and find their use during interviews, too. Showing genuine interest in people, handling criticism constructively, and understanding the perspectives of others are all key to developing your social skills, and confidence and ultimately conveying your best self to your future employer.

#11. The Art of the Interview

James Storey’s “Interview: The Art of the Interview - The Perfect Answers to Every Question” comes through as a guide designed to help any job-seeker deliver outstanding answers to the most common interview questions . The book gives you insight into the interviewer’s mindset in order to understand them and address their questions and concerns most effectively.

The book includes practical tips for crafting well-rounded and persuasive answers to any type of interview question. Storey aims to arm you for any of the behavioral interview questions that candidates dread. “The Art of the Interview” details essential aspects of interviewing, such as non-verbal cues, communication skills, and anxiety-reduction strategies. Storey’s focus is on motivational interviewing, and as such the book will help you build up your confidence, present your best self and score the job position you’re after.

#12. 60 Seconds and You’re Hired

Robin Ryan’s 1994 book has been revised several times and offers job-seekers practical advice to secure their desired positions. “60 Seconds and You’re Hired” emphasizes the importance of concise answers and introduces the “60 Second Sell” strategy.

A successful interview is all about making a strong impression and making it fast, and that’s where “60 Seconds and You’re Hired” comes in. Several aspects of the interview process are discussed in detail, such as preparing for the most common questions and learning to negotiate for your salary. And don’t forget to ask the interviewer some of the questions Ryan’s book lists in order to secure the best offer you can get. 

#13. Gravitas

“Gravitas: Communicate with Confidence, Influence and Authority” by Caroline Goyder teaches you something that will make any interview child’s play. While not necessarily specific to interviews, the book teaches readers how to communicate effectively, exude confidence, and project authority in various professional and personal settings. As a voice and communication expert, the author uses her know-how to give you practical techniques, exercises, and relatable examples to help refine your communication skills .

The book follows the six so-called principles of gravitas: passion, knowledge, conviction, integrity, connection, and projections. When you understand and incorporate them into your communication style, you’ll be sure to make an impression whenever you speak. Conveying your meaning with clarity, persuading others, establishing yourself as a respectable figure, and honing your leadership skills are all connected to gravitas. And you can use all of these skills to impress the next hiring manager you meet with your silver tongue.

The book touches on some of the same bases as other interview books, such as the importance of body language and keeping your nerves in check when you have to speak. “Gravitas” is a great choice for anyone out to improve their communication skills and can be adapted to different contexts, such as speeches, presentations, and interviews.

7 Advantages of Reading Interview Books

By reading a book on a specialized subject, you stand to gain the valuable insight you might otherwise miss. 

As such, expanding your knowledge of job interviews can help you prepare well-rounded answers and face your interviewer more confident about your skills. 

These are some of the top benefits that come with reading interview books:

• Preparation. By reading interview books, you enhance your job interview skills through the useful tips and techniques they provide, making you more confident.
• Understanding the interviewer. Interview books offer insight into the interviewers’ mindset and allow you to anticipate certain questions, understand why they are asked, and address the interviewer’s concerns more effectively.
• Self-awareness. Interview books encourage you to identify your own strengths, weaknesses, and goals, which allows you to convey them to an interviewer clearly.
• Better communication skills. Studying common interview question and answer examples helps you articulate your thoughts and experiences more clearly.
• Improved negotiation skills. Many interview books offer guidance on how to negotiate a job offer and secure the best terms for your employment.
• Enhanced self-presentation skills. Interview books frequently mention body language and other non-verbal cues which helps you make a good impression both during the interview process and later on in your career.
• Reduced anxiety. Becoming familiar with the interview process and preparing some answers beforehand saves you a lot of stress and anxiety during the interview.

FAQs About Interview Books

Do you still have some questions about interview books? Check out the answers to the most frequently asked questions below:

1. What is an interview book?

An interview book is a sub-genre of a career book that gives job-seekers advice, helpful tips, and strategies to excel in job interviews. These books cover several aspects of the interview process, including the most commonly asked questions and effective communication methods. 

2. What are some good interview books for when you’re changing careers?

Our top interview book suggestions for career changers are Novorésumé’s “Job Interview Masterclass” and “What Color Is Your Parachute?” by Richard Nelson Bolles.

The “Job Interview Masterclass” offers a detailed breakdown of everything you need to know about interviews, hiring managers’ points of view, and how to sell yourself as the right candidate before the interview even starts, all while in the middle of a career change . As an older resource, “What Color Is Your Parachute?” has now been updated and rereleased for the current age, and helps you make sure you’ve set yourself on the right gig in the first place, as well as guide you through the interview.

3. What are the best interview books for students?

The top interview books for students we recommend are “Job Search Masterclass” and “Gravitas”.

You’ll get a holistic introduction to the world of job interviews through “Job Search Masterclass”, along with some exclusive tips about topics like remote work and remote work interviews. Meanwhile “Gravitas” will help you confidently present yourself and speak in a way that makes people listen. All of which are important advantages for students with no experience in the job market.

4. What’s the purpose of interview books?

The main purpose of interview books is to prepare the job candidate for what might be the most stressful part of their job hunt. Interview books offer specific guidance, strategies, and insightful perspectives that can put the reader’s mind at ease during the interview.

That concludes our list of awesome interview books to read in 2024!

A great interview book can enhance your communication skills, boost your confidence, and inspire you to keep going on your career journey. We hope you find the book you need to help you walk out of your next job interview with a smile and a great employment offer.

Check out our career blog for any other job-hunt resources you might need.

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Interview and Negotiate

If your resume has done its job, you will be contacted about an interview. Many companies will conduct one or two shorter (~30 min) phone interviews before asking you to come in person or to join a longer video call.

To ensure a successful interview, here are some steps you can take:

• Visit the place ahead of time : For an in-person interview, do visit the location beforehand so that you are clear on the best route to take, which building to enter, etc. Even taking this small step will introduce a sense of familiarity, and help diminish anxiety the day of the interview.
• Test out tech and virtual background : For a virtual interview, e.g. via Zoom, make sure you test your audio and video settings before the interview. Minimize any sources that could be using your internet bandwidth to prevent technical issues. Check for distractions in your background that you wouldn’t want the employer to see.
• Practice: Companies and hiring managers are moving towards asking more behavioral questions, (e.g. “Tell us about a time when you had to...,” rather than hypothetical questions, e.g. “What would you do if....”) It can help to practice answers to such questions on your own or with a friend. Review this list to get you started.
• Prepare some questions : The company is not just interviewing you, but you are interviewing them as well! Have some questions ready about the job posting and work culture at the organization, and ask each interviewer about their role.
• Dress mindfully : "Professional" can have different meanings for different people. You should think about how you want to present yourself, while being authentic to who you are. A general default for companies is business attire (e.g. a suit jacket). Of course, you may choose something more comfortable if you prefer.

The key concept behind a successful interview is to help employers visualize you in the role. You accomplish this by asking well-informed questions, clearly pointing out how your skills and abilities make you a good fit for the position, and drawing on insider information and terminology you learned during your informational interviews.

Interviewing tips

Not sure how to come up with answers to behavioral questions? Use the STAR strategy, explained by Peter Fiske in this webinar clip .

Advice from the other side of the table

More tips on interviewing.

Negotiating your offer

Congratulations! You got the offer! Now what? Believe it or not, in most cases you have the ability to have some influence over the terms of your contract. This is another instance where all of that advanced planning back in the self-assessment stage , in which you identified which aspects of a job are very important to you (e.g. making lots of money, comprehensive benefits, teleworking) and which are not as important to you (e.g. working regular hours, location), will come into play.

The amount of negotiating leverage you have depends on a number of factors, such as how many other candidates applied for the job, whether or not the search has been going on for a long time, whether the organization is flexible, and others.

Negotiating an offer

A summary of how to use these factors to your advantage.

Leveraging factors in successful negotiation

Negotiation & salary.

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• Open access
• Published: 09 May 2024

Getting an outsider’s perspective - sick-listed workers’ experiences with early follow-up sessions in the return to work process: a qualitative interview study

• Martin Inge Standal 1 , 2 ,
• Vegard Stolsmo Foldal 1 ,
• Lene Aasdahl 1 , 3 ,
• Egil A. Fors 1 &
• Marit Solbjør 1  

BMC Health Services Research volume  24 , Article number:  609 ( 2024 ) Cite this article

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Metrics details

The aim of this study was to explore how early follow-up sessions (after 14 and 16 weeks of sick leave) with social insurance caseworkers was experienced by sick-listed workers, and how these sessions influenced their return-to-work process.

A qualitative interview study with sick-listed workers who completed two early follow-up sessions with caseworkers from the Norwegian Labor and Welfare Administration (NAV). Twenty-six individuals aged 30 to 60 years with a sick leave status of 50–100% participated in semi-structured interviews. The data was analyzed with thematic analysis.

Participants’ experiences of the early follow-up sessions could be categorized into three themes: (1) Getting an outsider’s perspective, (2) enhanced understanding of the framework for long term sick-leave, and (3) the empathic and personal face of the social insurance system. Meeting a caseworker enabled an outsider perspective that promoted critical reflection and calibration of their thoughts. This was experienced as a useful addition to the support many received from their informal network, such as friends, family, and co-workers. The meetings also enabled a greater understanding of their rights and duties, possibilities, and limitations regarding welfare benefits, while also displaying an unexpected empathic and understanding perspective from those working in the social insurance system.

For sick-listed individuals, receiving an early follow-up session from social insurance caseworkers was a positive experience that enhanced their understanding of their situation, and promoted reflection towards RTW. Thus, from the perspective of the sick-listed workers, early sessions with social insurance caseworkers could be a useful addition to the overall sickness absence follow-up.

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Introduction

Returning to work (RTW) from long-term sick leave is a complex and multifaceted process [ 1 ]. Prolonged sick leave has been linked to poorer health [ 2 ] and is thought to increase the psychosocial obstacles for RTW [ 3 ]. Therefore, early RTW interventions have been suggested to be central to the RTW-process [ 3 ]. Long-term sickness absence is often understood as sick-leave beyond 4–8 weeks of work absence. Most workers return to work on their own within the first few months of absence [ 4 ] and interventions in the following weeks, can improve the likelihood of RTW for those remaining [ 5 , 6 , 7 , 8 ]. Furthermore, in the context of long-term sick leave, interventions contributing to earlier RTW can be highly cost-effective [ 9 , 10 ].

In Norway, the responsibility of early sick-leave follow-up is shared between the general practitioner (GP), who certify sick leave and assess remaining work capabilities, and the employer who should make accommodations at the workplace to facilitate RTW [ 11 ]. The employer has the main responsibility to assist their employees back to work but many employers lack the resources to properly facilitate RTW [ 12 ], and GPs may not see RTW as one of their primary focuses [ 13 ]. Thus, the existing system for early RTW follow-up in Norway, which largely rely on the cooperation between employer and employee, may not be sufficient to promote RTW [ 14 ]. This means that more effort to promote RTW might be needed. For instance, in other legislative systems RTW coordinators that assist other stakeholders and facilitate the RTW process are frequently used [ 15 , 16 ]. In Norway, there are no formal RTW coordinator roles, and the task of facilitating cooperation between stakeholders, such as the employer, healthcare services and the sick-listed, fall on social insurance caseworkers working in the Norwegian Labour and Welfare Administration (NAV). They have a counseling role in sickness absence follow-up by providing support for the employer and sick-listed worker, but they also act as a controller of eligibility for sickness benefits [ 17 ]. Ordinarily, there are few meeting points between the sick listed worker and their NAV caseworker, and most sick listed workers have their first meeting with NAV when they have been sick-listed for six months.

The impact of RTW coordinators is contested. A broad systematic review determined that RTW coordinators had little effect on RTW [ 18 ]. However, face-to-face meetings with RTW coordinators have also been shown to increase RTW rates [ 19 ]. Evidence from Norway suggest that meetings between NAV caseworkers, sick-listed individuals and other stakeholders at 26 weeks could be cost-beneficial for RTW [ 20 ]. Caseworkers reviewing possibilities and barriers to RTW has also been found to improve the caseworkers’ knowledge of the sick-listed’s situation and consequently improved RTW rates in the following months [ 21 ]. Social insurance caseworkers could thus be in a position to provide additional case-management and support in the earlier stages of sick leave. Researchers have also suggested that NAV should play a more active part in the earlier phases of long-term sick leave [ 22 ]. Similarly, caseworkers have also called for being involved earlier in the RTW process [ 23 ]. In their experience, the longer workers are on sick leave, the harder it is to facilitate RTW [ 14 ]. Moreover, sick-listed individuals in Norway also expect some form of NAV involvement in the early stage of long-term sick-leave [ 24 ].

In a recent study, sick-listed workers experienced that early follow-up sessions where NAV caseworkers used motivational interviewing helped normalize their situation and improved their beliefs in their RTW plan [ 25 ]. Given the extensive resources required to implement and adopt motivational interviewing in a social insurance setting [ 23 ], it is also useful to know how early additional follow-up sessions without a guided focus is experienced, and how they could fit within the standard follow-up for workers on long term sick-leave.

Thus, the aim of this study was to investigate how sick-listed workers experienced early additional follow-up sessions with NAV and how they experienced the influence of the sessions on their RTW process.

Materials and methods

The present study was based on 26 semi-structured individual interviews with sick-listed workers participating in a randomized controlled trial (RCT). The aim of the RCT was to evaluate the effect of motivational interviewing as an instrument for caseworkers at NAV in facilitating RTW for sick-listed workers [ 26 ]. The early follow-up sessions, which this paper focuses on served as an active control group.

The Norwegian welfare system and sickness absence follow-up

In Norway, employees are entitled to full wage benefits in the case of sickness absence, from the first day of absence to a maximum period of 52 weeks. Sick leave is in most cases certified by the individual’s general practitioner. During the first 16 days, the employer is responsible for the payment, while the rest is paid for by the National Insurance Scheme through NAV [ 27 ]. The employer must initiate a follow-up plan in cooperation with the employee before the end of the fourth week of sick leave and is responsible for arranging a meeting with the sick-listed worker within the seventh week of absence, including other stakeholders if relevant. If the employer facilitates work-related activities, the sick-listed worker is required to participate. NAV is responsible for arranging a meeting including the employer and the sick-listed worker at 26 weeks of sick leave. The attendance of the sick-listed worker’s GP is optional. However, the GP is obliged to attend if NAV deems it necessary for the coordination of the RTW process. This is the only obligatory meeting point between a sick listed worker and NAV. Additional meetings can also be held if one or more of the stakeholders find it necessary. Thus, the sick-listed worker may also ask for a meeting with NAV to coordinate a plan for RTW outside this schedule [ 27 ]. After 12 months of sick leave, it is possible to apply for the more long-term benefits, work assessment allowance and permanent disability pension.

The early follow-up sessions

The early follow-up sessions for this study were in addition to ordinary follow-up and consisted of two counseling sessions held at 14 and 16 weeks of sick leave. The sessions, offered by a NAV caseworker, lasted a maximum of 60 min and were in addition to standard NAV follow-up. During the first session, the caseworker opted to map out the sick-listed worker’s work situation, their relationship to their employer, their RTW plan, treatment plans and work ability, in addition to informing the sick-listed worker about their rights and duties as sick-listed. The caseworkers also informed about possible RTW measures through NAV. The second session focused on following up on the topics discussed in the first session, as well as focusing on any changes in the sick-listed workers’ situation that might have occurred between the first and second session.

These sessions functioned as an active control group in the RCT and were designed to be similar to the motivational interviewing sessions provided in terms of dose and timing. Caseworkers providing the active control sessions were separate from those providing the motivational interviewing sessions and they received no formal motivational interviewing training. They were, however, recruited voluntarily to the study from the same NAV-office as those performing the motivational interviewing sessions. Caseworkers were not randomized to group in the RCT and thus joined knowing that they would provide early follow-up using their usual methods.

Study population and recruitment

The study population consisted of sick-listed workers who were enrolled in the RCT. Eligible participants were sick listed workers aged 18–60 years old, living in central Norway, with any diagnoses. Their sick-leave status at the time of inclusion in the RCT were 50–100% for at least 8 weeks. Exclusion criteria were pregnancy-related sick-leave, unemployment, and being self-employed. To be eligible to participate in this interview study the sick-listed worker had to have been randomized to the active control group in the RCT and completed the early follow-up sessions. Eligible participants were identified by NAV and contact info was forwarded to the researchers. A member of the project group invited the participants to take part in the research interview by phone. A total of 40 individuals were invited to participate in the interview study, of which 14 did not answer, declined the invitation, or did not show up at the interview. Twenty-six individuals participated in the interviews, including 19 women and 7 men aged 31–61. Participants showed diversity in their self-reported reasons for being sick listed, with 11 having mental health disorders, 8 having musculoskeletal disorders, and 7 individuals reported other disorders.

Data collection

We conducted semi-structured individual interviews which allowed the participants to provide in-depth descriptions of their experiences. Interviews were based on an interview guide with five main questions concerning their experiences during sick leave, the RTW process, experiences of the two follow-up sessions, and whether these sessions led to any changes during their RTW process. The interviews were conducted between November 2018 and September 2019 and were audio recorded and transcribed verbatim. The duration of the interviews ranged from 35 min to 65 min.

Data analysis

For our data analysis, we used reflexive thematic analysis which is a method for identifying, analyzing, and reporting patterns within qualitative data [ 28 ]. Thematic analysis is a flexible approach which allows researchers to interpret the data through a six phased recursive process, moving back and forth between phases to build themes from codes. The first step of the analysis involved becoming familiar with the data [ 28 ] where transcripts of all interviews were read and re-read by authors VSF, MIS and MS to get an overall impression of the contents. Preliminary codes and patterns were identified, as a start of the coding process. The second step of the analysis was the coding process, where items of interest related to the aim were coded by author VSF. These codes were then used to create core categories for further development of initial themes [ 28 ]. The third step was combining the codes into initial themes, which is a data reducing process which allows interpretation from the researchers [ 28 ]. Initial themes were discussed among all authors. The fourth step was reviewing the generated themes and checking them against the coded data, in order to further expand or revise the developed themes [ 28 ]. When reviewing the generated themes against the coded data, the preliminary analysis indicated a tendency where participants who received good support and follow-up by their employer considered the early follow-up sessions by NAV as less useful than the participants who lacked support and follow-up by their employer. However, a coding of the interviews focusing on this aspect showed no clear tendency of favoring early follow-up sessions based on high or low employer support. Thus, the initial themes were further developed into the three main themes which will be presented below. All authors had several meetings to discuss, define and refine the final themes in order to tell a coherent and compelling story about the data [ 28 ].

All participants received written and oral information about the study and gave their written consent before the interview started. Participants were informed that participation was voluntary and that they could withdraw from the study at any time, if the data had not been anonymized and integrated in the analysis.

The study was approved by the Regional Committee for Medical and Health Research Ethics in Southeast Norway (No: 2016/2300).

Regarding receiving the two sessions, the participants had overall positive experiences with the content and timing of the first session. The second session, however, was frequently experienced as an unnecessary repetition of the first as much of the content was already covered. In the following we present our results of participants’ experience of the early follow-up sessions as three themes: (1) Getting an outsider’s perspective, (2) enhanced understanding of the framework for long term sick-leave, and (3) the empathic and personal faces of the social insurance system.

Getting an outsider’s perspective

Participants describe the meetings with a NAV caseworker as a positive experience that also challenged their current view of their situation and their RTW process. Meeting a NAV caseworker was experienced as an arena where they received guidance from an individual who examined their situation through an outsider’s perspective. NAV caseworkers provided support and encouragement, but also asked critical questions regarding their situation and their plans for RTW.

“… we talked primarily about my situation, and I felt like I was allowed to talk to someone unbiased, without you know, being limited in the conversation. And I felt like I could talk about those things important to me. […] it turned out to be a good dialogue where she pulled me further, and made me think about a couple of things” - Interview 3 .

The outside perspective was described as useful due to the participants’ context prior to the meeting, which was their everyday lives with friends, colleagues, family, GPs, and employers. This informal network was described as significant supporters during the sick leave and served an important role as confidants to whom the sick-listed worker could talk about their difficult or confusing situation. The formal support from the employer varied, where some experienced several supportive phone calls and meetings with the employer during their sick leave, while others had only had a single formal meeting. Having support from the employer was experienced as crucial for a good RTW process, and absence of support and a distant relationship to the employer led to a difficult RTW process with negative emotions and reduced belief in their RTW capabilities. Participants also experience that being able to talk freely with the employer could be difficult, and that they would be held accountable if confiding about difficulties in RTW. Thus, in contrast to the largely supportive informal network, and the restrained environment surrounding employer-support, meeting the NAV caseworkers provided a useful outside perspective. When describing the early sessions compared to their overall sick leave follow-up, participants described meeting NAV as a calibration of their thoughts and providing a new perspective compared to their other RTW supporters.

Enhanced understanding of the framework for long term sick leave

An important element of the first meeting was receiving information about rights, obligations as sick-listed, and the frame for future economic benefits. Receiving information about potential future loss of income and the possibility of having disability benefits was novel and useful for the participants. For some, this information led to new reflections on how being long-term sick-listed would have financial consequences, thereby providing another push for returning to work. For one participant, information about possible future loss of income provoked a feeling of panic and challenged her sense of identity.

“I remember that when he started talking about work assessment allowance, I panicked a bit. Because I couldn’t identify with that category. But at the same time, I thought, okay, it’s good information to have you know.” - Interview 2 .

Furthermore, the participants were happy with agenda of the first meeting where the NAV caseworkers focused on short-term, as well as long-term plans for RTW and gave personal feedback about participants’ RTW plan. Included in the short- and long-term focus was receiving information from NAV about available RTW measures and interventions. Whether the sick-listed workers were planning on a fast or slow paced RTW plan, they experienced that receiving support on their plans and ideas strengthened their beliefs in managing RTW. NAV caseworkers also presented different strategies relating to possible accommodations at work, such as adjusting workload, work tasks and working time. Information such as the possibility of adjusting their time spent at work and their sick-leave status enabled the sick-listed workers to reorient their perception towards returning to work.

“… in a way I hadn’t thought so carefully about when it’s smart to return and in what percentage. Because when I got that deal with the GP where I was still 100% sick-listed but could regulate it myself within 20% it was the first step to beginning to test myself.” - Interview 10 .

Participants received individually tailored information regarding the possibility of flexibility in the time spent at work and the amount of work they produced (i.e., sick leave percentage does not reflect hours spent at work, only the amount of work one does). This was highlighted as new and important information that was experienced as a contribution towards RTW.

The empathetic and personal face of the social insurance system

All study participants had taken part in two sessions with a caseworker from NAV. Prior to these sessions, NAV had been perceived as difficult to get in touch with and some feared that cooperation with NAV would be either difficult or absent. However, when meeting the NAV-caseworker, their fears were diminished and to their surprise, they were met by supportive, accommodating, and friendly caseworkers.

“NAV got a face; a personal face and NAV was no longer the huge colossus. The anonymous colossus that no one understands that just spews rules you have to relate to, which can be very … I can react with fear, I get afraid. “Am I doing this right?” you know. Am I following all these rules that I do not understand? What happened when NAV suddenly became a person was that they were on my side. They helped me, and it was possible to talk to NAV. A nice person helped me instead of rules that try to hinder me that I have to follow.” – Interview 19 .

The early follow-up sessions were experienced as more relevant when comparing them with other follow-up with their employer or later meetings with other caseworkers from NAV.

“I wished that the other later conversations and meetings [with NAV] was comprised of the same understanding and competence that this counselor had. So that is what I’m sitting here thinking, that this was a star example of how one should be met, you know.” – Interview 5 .

The positive experiences of the early follow-up session were due to the understanding atmosphere that was created by the caseworkers, who was perceived as genuinely interested in their situation, cooperative and jointly reflecting about their RTW plan. Caseworkers asked questions about aspects of the participants’ lives that could be related to their situation as a sick-listed worker, and they appeared attentive when listening. This led to the experience of being met as a whole person and contributed to the early follow-up sessions being experienced as an arena where they felt acknowledged and cared for.

“So, I came to NAV in high spirits and was well received and excellently informed and had a great conversation, really. Felt like I was to a psychologist, but that may be what I needed, and a neutral third-party that I feel listens to me. […] that is good medicine I think - that someone listens to what I say.” – Interview 6 .

Although some of the topics were considered quite personal, the sick-listed workers mostly experienced a respectful and reassuring dialogue with the caseworker. This personal and accommodating approach was overall positive for the participants, where the caseworkers matched their personality and behavior quite well. For several participants, the early follow-up sessions were considered almost therapeutic:

“You know, I experienced [the sessions] very positively. I met a counselor that displayed a lot of understanding and for me it was almost therapeutic to talk to her. I sat there and though wow, either something has happened to NAV or this person is hand-picked for me.” – Interview 5 .

On the other hand, talking about health-related topics such as psychological well-being while being sick-listed could be emotionally straining. Some considered this therapeutic approach to a session as out of place. When these participants experienced questions from the caseworker as too personal, they saw their caseworker as intrusive and prying into personal issues. Such situations emphasized caseworkers’ position as representative for the social insurance system with its function for control and surveillance.

The results from this study showed that the participants experienced early follow-up sessions by social insurance caseworkers as positive. They described the value of receiving an outside view of their situation and practical information about being on sick leave, while at the same time being met with a supportive and respectful demeanor. These aspects were described as promoting reflection on their situation and their thoughts on RTW. The second session was, however, frequently experienced as superfluous and a repetition of the first session. This can also be seen in the results, where participants to a large degree describe the benefits of simply meeting an understanding NAV caseworker who provide practical information and helps them reflect on their situation, which could be achieved through a single session.

The sick-listed workers who experienced good supportive contact in the current study considered this to be instrumental for their RTW process. Comparatively, some sick-listed workers experienced an absence of support and a distant relationship to their employer. Supportive contact with the employer and workplace has been found to be critical in preventing work disability [ 29 , 30 ] and important for facilitating RTW for sick-listed workers [ 31 ]. The negative impact of lack of workplace support on RTW has also been demonstrated previously [ 29 , 30 , 32 , 33 ]. In the present study, participants to a large degree experienced support from their surrounding network. However, the type of support received has been suggested to play a role, where validation and empathy-based support may promote coping behaviors that are beneficial for RTW, while solicitousness could be detrimental through encouraging illness behavior [ 34 ]. Thus, an outside view of the situation at an early stage of sick leave may be sensible. The present study show that regardless of the support from other stakeholders, getting a second opinion was an exceedingly positive experience which provided an avenue for reflection upon their current situation and their plans going forward. Openness in the dialogue with caseworkers has also been identified as relevant to experience a fair and acceptable sick leave process [ 35 ], and RTW-coordinators arguably are in a position to provide an unbiased perspective on RTW plans, independent of the other stakeholders [ 36 ].

One of the benefits experienced in the present study was a greater understanding of the framework of sick leave. Social insurance literacy relates to the sick-listed individual’s understanding of the social insurance system, how to act on the information obtained, and why decisions surrounding their situation are being made [ 36 , 37 ]. As individuals rarely have thorough knowledge of the social insurance system prior to sick-listing, social insurance literacy is also concerned with how well the system enables them to understand the process [ 38 ]. Previous research has suggested that enhancing the workers’ understanding of the system could improve their feelings of legitimacy and fairness in the process [ 35 ], and the present study provides some insight into how RTW coordinators could be experienced as helpful in this regard. Participants also described the clear agenda, in which the RTW plan was discussed, as useful. Examining barriers and facilitators for RTW and creating and re-examining the RTW plan is considered crucial to facilitate the RTW process [ 36 ]. The RTW-coordinator has also previously been suggested to have an important role in ensuring joint understanding and communication surrounding expectations and the context of long-term sick leave [ 39 ]. Thus, findings suggest that providing information on the system while inviting the sick-listed workers to reflect on their situation was experienced positively and possibly increased their social insurance literacy. However, the results in this study could also partly be explained by the context. It is possible that by voluntarily enrolling caseworkers and sick-listed workers in a research trial, a more individualized atmosphere was created in contrast to a more standardized RTW-follow-up scheme.

Nonetheless, experiences of the participants in the present study were largely positive and participants experienced being met with respect and understanding. Müssener and colleagues [ 40 ] also concluded in their study that how sick-listed individuals are treated affects their self-confidence and their perception of their ability to RTW. They suggest that the structural prerequisites for the RTW professional, such as having a gatekeeper role compared to a supportive role, seems to impact their treatment of sick-listed people [ 40 ]. The potential of the RTW coordinator to establish a good and trustful relationship with emphasis on the sick-listed workers’ motivation and resources in the RTW process has also been found to be important for RTW [ 41 , 42 , 43 ]. The conflicting roles of social insurance officers, being both facilitators and authority of benefits could potentially hinder the development of this relationship [ 41 ]. As identified by Karlsson [ 36 ], interactions between social insurance caseworkers and clients were perceived as either supportive or mistrustful. In the present study, the results suggest that the NAV-caseworkers may have had a stronger focus on the facilitator role, rather than the role of being gatekeepers of benefits.

In a recent study we found that sick-listed workers’ experienced early follow-up sessions with NAV as a positive experience and that it increased their RTW self-efficacy, when the caseworkers used motivational interviewing [ 25 ]. In the current study, the sick-listed workers met with NAV caseworkers who were not using motivational interviewing but rather using their ordinary approach when assisting sick-listed individuals. However, the experiences of the participants were strikingly similar in these two studies. The caseworker and sick-listed worker engaged in cooperatively reflections about when and how to RTW, which the sick-listed workers experienced to be valuable support and feedback for their RTW process. There may be some parallels to research on clinical psychotherapy, where studies have shown that the method of therapy may not be as important as the characteristics of the therapist [ 44 , 45 ]. For instance, having interpersonal skills that enable a therapeutic alliance in which one can effectively promote a course of action and create belief in change is considered vital [ 46 ]. Thus, being met by an emphatic and understanding caseworker may be beneficial, regardless of approach to the sessions. The present study supports the notion that having an early face-to-face meeting with a NAV caseworker can be a positive experience in the RTW-process for long-term sick-listed workers.

Whether positive experiences with the social insurance system translates into RTW-rates is still debatable. On the one hand, a recent systematic review on RTW coordinators’ impact on RTW found that work absence duration and intervention costs were reduced when sick-listed workers had face-to-face contact with a RTW coordinator [ 19 ]. On the other hand, previous research has discussed the lock-in effect of programs through the social insurance service, which may lead to longer periods on sick leave [ 47 ]. Similarly, regular contact with the social insurance office has been shown to have a negative effect on RTW-rates, which may indicate the risk of developing a ‘social insurance career’ [ 48 ]. In a previous study we found that sick-listed individuals also experienced that caseworkers frequently recommended a slower RTW pace than what was originally planned [ 25 ]. Furthermore, even though the experiences of early contact with NAV-caseworkers in the present study was positive, no impact on RTW outcomes could be identified in the trial results [ 49 ].

Strengths and limitation

A strength of the current study was the use of semi-structured interviews. This allowed the participants to elaborate and describe their experience of the early follow-up sessions in relation to their RTW process. In order to explore and uncover different experiences and nuances of the early follow-up sessions, a broad exploratory approach was used with a heterogenous sample. All analytical steps and preliminary findings were discussed with members of the research group to strengthen the interpretations, and final results were validated by all authors. The study also has some limitations. First, caseworkers performing the sessions voluntarily submitted to take part in the RCT and to undertake the follow-up sessions. They received no motivational interviewing training but were recruited from the same offices that those in the motivational interviewing group. This means there could be selection where caseworkers who were more interested in early follow-up were more likely to take part. Furthermore, there could be a spillover effect in the office, where caseworkers receiving motivational interviewing training pass on their knowledge to others in the office. We do however believe the impact of the spillover effect was small as recruitment was from one of the largest NAV-offices in Norway, and our previous study show that extensive training in motivational interviewing was required to achieve beginning proficiency [ 23 ].

Some participants in the study may have failed to recall information and details from the early follow-up sessions, since the interviews were conducted several months (ranging from 1 to 6 months) after the intervention. Although none of the participants expressed any difficulties in the interviews, there is a risk that the sick-listed workers held back information if they feared there would be consequences for their benefits. The current study recruited participants from a RCT with a response rate of approximately 15%. From this sample, the current nested study had a response rate of 65%. This indicates a selection bias, where participants agreeing to participate have different characteristics than those declining. Such bias might reduce variety in the experiences of the early follow-up sessions.

Sick-listed workers considered additional early sessions with social insurance caseworkers as a positive addition to ordinary RTW follow-up. Having these early face-to-face meeting with respectful and accommodating caseworkers that also asked critical questions about participants’ situation, provided sick-listed workers with an outside perspective that enabled them to reflect on their situation. This was experienced as a useful addition to their friends, family and colleagues who were largely supportive. Furthermore, the sessions provided the sick-listed workers with an arena for receiving practical information on the framework of sick-leave follow-up, such as rights, obligations, and possibilities in strategies for RTW. This enabled them to adjust their plan towards RTW. Finally, having individual face-to-face sessions also changed participants’ perceptions of NAV from a anonymous entity to emphatic and understanding individuals, who seemed genuinely interested in assisting them back to work. Thus, from the perspective of the sick-listed individuals, early additional follow-up sessions were experienced as exceedingly positive and would be welcomed in addition to standard follow-up.

Data availability

To protect the anonymity of the participants, the datasets generated and analyzed during the current study are not publicly available. Redacted versions are available from the corresponding author upon reasonable request.

Abbreviations

General practitioner

Norwegian Labor and Welfare Administration

• Return to work

Randomized controlled trial

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Acknowledgements

We thank the caseworkers at NAV and the participants of the study.

Funding granted by The Research Council of Norway (Grant number: 256633). The funding organization had no role in the planning, execution or analyses of the study.

Open access funding provided by Norwegian University of Science and Technology

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Martin Inge Standal, Vegard Stolsmo Foldal, Lene Aasdahl, Egil A. Fors & Marit Solbjør

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Contributions

MIS and VSF co-wrote the article. LA, EAF and MS contributed in the conception of the project. All authors designed the interview study. VSF analyzed and interpreted the data, and MIS, LA, EAF and MS contributed during the analysis process. The final categories were validated by all authors. VSF drafted the manuscript while MIS, LA, EAF and MS revised the manuscript. MIS finalized the article, and all authors revised the final version. The authors read and approved the final manuscript.

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Correspondence to Martin Inge Standal .

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The study was approved by the Regional Committees for Medical and Health Research Ethics in South East Norway (No: 2016/2300), and the trial was prospectively registered at clinicaltrials.gov NCT03212118 (registered July 11, 2017). The sick-listed workers were informed that the intervention was part of a research project and did not affect their rights or obligations as sick listed. Written informed consent was obtained from all participants prior to conducting interviews. The study was performed in accordance with the Declaration of Helsinki and the Guidelines by The Norwegian National Research Ethics Committee for medical and health research.

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Standal, M.I., Foldal, V.S., Aasdahl, L. et al. Getting an outsider’s perspective - sick-listed workers’ experiences with early follow-up sessions in the return to work process: a qualitative interview study. BMC Health Serv Res 24 , 609 (2024). https://doi.org/10.1186/s12913-024-11007-x

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Received : 02 October 2023

Accepted : 18 April 2024

Published : 09 May 2024

DOI : https://doi.org/10.1186/s12913-024-11007-x

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