Planning: the field sector can be affected by a range of issues. Liz Sykes explains why good planning leads to great fieldwork.

Euro 2004, Wimbledon and the Olympics: all are exciting events guaranteed to get good filed managers reaching for their spreadsheets. Our schedules have to be under constant review, since any excuse to watch TV can render respondents housebound and therefore scupper our work at the last minute - so meticulous planning is crucial!

But planning ahead is as natural to field folk as breathing. We have lots to take into account when finding respondents and choosing dates. There are numerous things to avoid, of course, ranging from having mums' groups at school pick-up times or university students during their finals, to tying up business flyers for hours and hours or trying to access high-powered or professional people at short notice. And on top of that, we have also learnt to clock every major religious festival, school holiday, bank holiday and pagan event a year in advance or more. Then there are things we can't plan for: surprise-hit reality TV shows or unexpected UK victories like the Rugby World Cup or, worse, Britain's curling success at the Winter Olympics. Such things can play havoc with recruiting, but how can you plan for something like championship curling when no-one had heard of it when the Olympics began?!

Field managers could sometimes easily double as bookies, taking bets on how long Henman can keep going or how far England will get in Euro 2004! And unfortunately for us, even non-sports fans get on the act when our national team has a chance of glory.

If that were not enough to contend with, we then have to deal with the weather. As Brits, we are of course obsessed with the vagaries of our climate. But as a field person I can't let a day go by without watching the forecast even subscribing to a service which gives me a ten-day view! Both heavy snow falls and soaring temperatures can keep respondents at bay. And while meteorologists may be telling people not to travel, it is all too easy for researchers to remain oblivious, completely absorbed in their deadlines and commitments. Even if incentives were increased to ｣1,000 a day, respondents cannot physically get to their groups if the country comes to a standstill, so having a close eye on the forecast can help save us those last minute panics.

Junior senior

Field people and qualitative researchers are like chalk and cheese and our skill sets are quite diverse. Within field, there are lots of projects to juggle, so prioritising and multi-tasking in a methodical way are key factors. Researchers work in-depth on a much smaller number of projects. Field people are obsessed with details, timing and practicalities and thinking ahead to spot potential problems. Researchers are more concerned with the creative aspects of a project and what they will do when they have the respondents, while field just want to get them there!

And other problems between head office and field can arise, too. For instance, everyone knows the key to good research is getting the right respondents. The million-dollar question then is why, when clients and researchers agonise over the sample structure for days or even weeks, they often let the most junior person in the team book it out with the field.

If researchers don't have the experience to give us the information they really need to explain the whole picture, mistakes can be made which cost valuable days to put things back on track - not to mention the financial implications. Junior researchers have to start somewhere, but a bit more recognition of their inexperience could move things on a lot quicker!

Sell count

Similarly, I don't think people realise the amount of selling and negotiating that's used in getting the research process going. The field office has to sell the project to the recruiters or interviewers and then they sell it to the respondents. Obviously money helps to encourage people, but we should never underestimate the investigative and persuasive powers of a top-notch recruiter or interviewer.

The key to good recruitment is making sure that everyone in the project team is really clear about what is required. Good communication throughout the process is vital, as is managing expectations so that no-one gets any nasty surprises. If there is a problem, be upfront and offer an alternative. Never try and conceal the truth as you will always be caught out and your credibility will be shot forever. All parties must demonstrate openness, honesty and integrity throughout.

Creative control

Obviously, the people in the chain over whom we have least control are the respondents. They can be truly wonderful or a nightmare to deal with. Unfortunately, we only ever remember the bad ones, their names becoming etched on our memories. But to ensure the best possible outcomes we need to understand how to press the right buttons to get the right results and make them feel part of something important rather than just a receptacle of information. Humans are not perfect and they have complex lives, which will always take priority over their research commitments, however frustrating it is for us. But it is a part of our job and we learn to work round it. Whatever happens, there is a solution for every problem and there's an element of fun in finding it!

Clients, too, can make this difficult. Being a fairy godmother may be part of the job description, but - despite expectations - we can't always wave our magic wands and perform miracles. Dealing with people is never predictable and clients often chop and change their criteria on a project. No amount of planning and problem-solving can stop them. And then there is the fact that each client has their own style when handling research. Some email a brief and leave it all up to us; others are keen to be involved and want to know every detail. (Somewhere in the middle is what we like best.) For our part, we are always honest and realistic about what we can achieve, but no-one wants to be told that something can't be done! Having a client brief is vital.

Knowing what clients want to achieve and the parameters to work within are the best start to a project you can have. We can then perform the job knowing there will be a great result.

Smells like teen spirit

At Field Initiatives, all our field managers work on different projects, but we all work as a team. We have daily meetings in which we discuss projects; place the right recruiters for each job; choose locations; decide what should be included in screeners; and plan our activities. The days fly by fast with great camaraderie, phones buzzing, emails pinging and faxes pouring in. We are often running to keep still as things change so rapidly. We live and breathe one project and then it's straight on to the next. Luckily, all the information is still stored in our brains as it probably won't be long before a similar job comes along again!

Diplomatic license

When people ask me what I do, I used to find it difficult to explain. Mention market research and it's assumed you are one of those people with a clipboard to avoid in the street. Mention group discussions and you always hear about someone they know who earns a fortune attending groups. So now I just reply that I have the skills of a diplomat, the tenacity of a pit bull, the patience of a saint, the hide of an elephant and the ability to listen to people chattering on whilst doing something else and without them realising or thinking I'm being rude - while at the same time, getting them to do something they have told me they won't!

Liz Sykes is managing director of Field Initiatives.

Research, July 2004, Issue 458