Observations of An Effective Hybrid Focus Group Facilitation

11
Apr 2023
171
A group of people sitting around a table with the words i see i hear i experience above them

Author: Ada Tai, MBA, CPHR, SHRM-SCP

Conducting focus groups is nothing new for people who work in management, research, human resources and other areas. A focus group is a moderated session that gathers a small group of people to discuss specific topics. Recently, our firm was retained to facilitate a series of focus group sessions with diverse businesses on a complex issue. Our senior team member, Bob Excellent, renowned in stakeholder engagement and facilitation, was assigned as the facilitator. Opportunities like this do not happen every day. Our team members treated this as a professional development opportunity. Therefore, we took turns assisting Bob at these sessions so we could observe and learn from him.

To make focus groups successful, thoughtful preparations are needed!

Pre-Focus Group Preparation:

 
1. We worked closely with the regional authority who engaged us to understand the background of the situation, the expected deliverables and the targeted audience.
2. Based on adult engagement principles and given the tight schedules, we designed five sessions, each for 60 minutes, with the option of having individual chats afterwards.
3. To encourage participation:
  a. We secured a location that is easily accessible and with ample parking spots.
  b. We capped each session at 7 participants. A hybrid option was offered to those who could not participate in person.
  c. On the focus group invitation:
    i. We outlined the objectives and the major questions we would discuss. To complete every session in 60 minutes, we created 5 main questions.
    ii. We also explained how the facilitator would maintain confidentiality.
    iii. Snacks and coffee always go a long way. We included a message about these “incentives.”
    iv. We promoted an interactive atmosphere but declared that reservation is a must.
4. Within our team, roles were also assigned:
  a. Bob, the Facilitator, would plan and chair the session, and address inquiries.
  b. Another team member, the Supporter, would manage the logistics, such as space rental, emergency protocols, snacks arrangement, technology set up and note taking.
  c. Both people would set up the room together before the session started.

 

During the session:

Bob is an early bird: he is the first person to arrive on all occasions. No surprise, he was 40 minutes earlier for each focus group session.

For sessions with no virtual participants, the room was arranged in an open-ended “U-Shape” configuration as in Image 1. On the day I was the Supporter, we had two virtual participants. Therefore, we set up the room as in Image 2. I observed Bob putting the participant’s first name on the name card and putting each card at the table to hint at the seat allocation. He also wrote down our names and roles on the whiteboard in the room.

 

A diagram of a group setting with a facilitator in the middle.

When participants entered the room, he stood up to shake hands and greet each person, asking their names and taking them to their designated seats. He also greeted and waved to each online participant.

Bob kicked off the session on time by briefly presenting himself and introducing the session. He then highlighted the concept of confidentiality and certain ground rules. The rules include the following: 

  • All perspectives/feedback are welcomed.
  • People need to demonstrate respectful behaviour towards each other.
  • Due to the limited time, participants will be cut off if they dominate a conversation.
  • Attendees may leave early or take a call, but they should keep their phone mute.

The participants were given 30 seconds to introduce themselves and their businesses. The virtual participants were also reminded that they could connect with the room via chat or speak through their microphone. They were asked to have their camera on. As the Supporter, I managed the chat box throughout the session.

Bob planned how much time he wanted to spend on each question. He did not announce each question by saying, “Now, let’s discuss the first question, which is xxx.” Instead, he led people through a conversational flow. Throughout the hour, Bob balanced the “talkers” and the “quieters.” He also aligned and re-aligned the group with the objectives of the session. Additionally, he closely observed people’s body language and encouraged participation by calling them by their first name. Bob probed on several answers and used the participants’ comments to lead into the next part of the discussion. Occasionally, a person would not have anything to contribute to the question, but Bob made that person feel at ease.

The session finished in exactly one hour! Bob officially ended the session by thanking everyone for their input. He acknowledged that due to the time constraints, there was no “group hug”; however, it was critical to hear from diverse perspectives. He sensed that several people had more to say.He put our business cards on the table for those interested. The virtual attendees can receive our business cards via email. Then he offered casual chats for those wanting to stay and discuss further, including virtual attendees. The attendees told us that not only they shared their opinion, but the session also opened their eyes to other perspectives on the issue.

After the session:

After everyone left, Bob and I debriefed the session and reviewed notes to ensure we captured the discussions. We also reflected on what, if anything, needed to be adjusted for future sessions.

Conducting an effective (hybrid) focus group requires thoughtful planning, diligent preparation and professional conversation control. Since most focus groups are open-ended and opinion-based, a skilled facilitator is needed to balance hearing people out and managing the required outcomes.


BadaB Consulting Inc. provides a wide range of human resources solutions, including Strategic HR and Succession Planning, Organizational Design & Development, Merger & Acquisition Support, Recruitment, Skills Development Training, Compensation Design, Performance Management, Workplace Investigation, Policy Development, etc. Another specialty of BadaB’s services is personal job search and career coaching. The team has effectively helped over 500 people to find work. 

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The views and opinions expressed in this blog post belong solely to the original author(s) and do not necessarily represent the views and opinions of CPHR Alberta.

The views and opinions expressed in this blog post belong solely to the original author(s) and do not necessarily represent the views and opinions of CPHR Alberta.



A Strategic Guide to Organization Restructuring, Part 2

By Jessica Jaithoo • November 19, 2025
Author: Ada Tai, MBA, CPHR, SHRM-SCP After publishing “ A Strategic Guide to Organization Restructuring, Part 1 ,” I heard a consistent follow-up question from leaders: “How do you actually re-design an organizational structure so it aligns with strategy, future needs, and the realities of the day-to-day operations?” In this post, I will take you behind the scenes of a recent restructuring project our firm completed and walk you through the steps for designing a structure that works not just today, but also for the next 3 - 5 years. Step One: Understand the Organization Restructuring is not a mechanical exercise. Before anyone touches boxes on an org. chart, leaders must understand the full context of the organization: its challenges, aspirations, constraints, and people. Recently, our team worked with a large public-sector entity that hadn’t reviewed its structure in more than a decade. Over time, several issues had emerged: Long-standing role ambiguity and workflow friction Significant retention and succession challenges A rapidly growing industry and expanding service demands A CEO overwhelmed with too many direct reports Insufficient leadership depth in the layer immediately below the CEO The mandate was clear: Design a structure that could carry the organization for the next 3–5 years. Before jumping in, we partnered with the executive team to answer a set of foundational questions: Why is a new structure needed now? What pressures, risks, or opportunities are driving the change? What is the organization trying to achieve long-term? We reviewed vision, mission, values, strategic priorities, and expected growth. How is the organization currently designed? We examined complexity, formality, decision flows, span of control, talent mix, communication channels, policies, and people challenges. What work must happen to deliver services successfully? We mapped critical processes and clarified who is responsible for what work today and tomorrow. What resources and budget constraints shape the options? We did a reality check. Answering these questions transforms guesswork into a strategic foundation. Step Two: Plan for the Structure Review Once aligned on objectives and constraints, we co-created a plan for the whole structure review. 1. A small project team was assembled within the organization. This was a group of leaders/champions who would serve as our partners, sounding board, and communication anchors throughout the process. 2. To design a structure that reflects reality rather than assumptions, we needed both qualitative and quantitative insights. Together with the project team, we developed a data-collection plan that included: On-site tours to understand operations and workflow in context In-person interviews with employees across departments, tenure levels, roles, and demographic groups Review of organizational documents , including strategy, service data, operational metrics, etc. 3. We also conducted external research to understand the demand for the organization’s services, the competitive landscape, and industry benchmarks. The goal was to build a complete, nuanced picture of how work actually gets done. Step Three: Design the Structure Over the next several weeks, we conducted interviews with 80% of the head office staff and 60% of the frontline workforce. One important message we emphasized to every group is: “This review is not a performance assessment, nor an attempt to eliminate jobs. It is about building a structure that sets everyone up for success.” Gradually, as we gained insights, a clear picture emerged of what the future structure could and should be. We facilitated a series of structural design sessions with the project team. These sessions were collaborative, candid, and grounded in both data and lived experience. Together, we co-created: A transition structure for the upcoming year — providing stability while preparing for change. A future-state, growth-oriented structure designed for the next 3 – 5 years — with more substantial leadership depth, transparent accountability, and defined pathways for talent development and succession. The result was not just an org. chart. It was a blueprint for how the organization would operate, make decisions, support employees, and deliver services at a higher level. Step Four: Support the People Side of Change Even the best-designed structure can fall apart without thoughtful implementation. Once the project team felt confident in the proposed structures, the next steps were: Securing Board approval Preparing a comprehensive communication plan Engaging employees with clarity, empathy, and transparency We had the privilege of presenting the new design and its rationale to the Board. After approval, we supported the organization as it rolled out the change to staff, ensuring leaders were prepared to answer questions, set expectations, and guide their teams through the transition. Structure isn’t just architecture; it impacts morale, trust, and people’s sense of security. The human side must be handled with the same care as the technical side. Final Thoughts Restructuring is a strategic redesign of how an organization works, leads, and delivers value. A thoughtful structure review requires three things: Deep understanding of the organization’s reality Collaborative design grounded in data Careful implementation that supports people When these pieces come together, restructuring becomes more than a response to pressure. It is an opportunity to strengthen leadership capacity, improve clarity and accountability, and position the organization for sustainable growth. Check out my previous blog: “ A Strategic Guide to Organization Restructuring, Part 1 ” 

Essential Resources for HR Professionals in Alberta: Stay Ahead in Workforce Planning

By Jessica Jaithoo • November 19, 2025
Alberta’s labour market is dynamic, and HR professionals need timely insights and practical tools to make informed decisions. To help you navigate hiring trends, funding opportunities, and compliance requirements, here are three key resources you should know about: 1. Labour Market Information Bulletin The Regional Employer Supports Bulletin provides a snapshot of Alberta’s labour market, including: Employment Trends: September saw a 1.7% increase in employment , reversing previous declines. Unemployment Rate: Currently at 7.8% , slightly above the national average. Wage Updates: Average weekly wages rose to $1,433.62 . Upcoming Webinars: Topics include hiring foreign workers, employment standards, and psychological health and safety. Explore Labour Market Notes 2. Hiring Demand Bulletin The September Hiring Demand Bulletin offers detailed insights into job postings and hiring patterns: Job Postings: Over 30,500 new openings in September, with Calgary and Edmonton leading the way. Top Occupations: Retail salespersons, cooks, registered nurses, and material handlers. Sector Trends: Sales and service roles dominate (31%), followed by trades and transport. Regional Highlights: Calgary posted 11,004 openings , Edmonton 10,032 . View full hiring demand details 3. Employer Resources Guide Looking for ways to attract, train, and retain talent ? The Employer Resources Guide is packed with programs and funding opportunities: Grants & Funding: Canada-Alberta Productivity Grant – supports training to boost productivity. Workforce Strategies Grant – funds innovative workforce development solutions. Industry-Specific Programs: Food Futures Program – wage subsidies for food industry placements. ECO Canada – training and wage subsidies for environmental jobs. Youth & Apprenticeship Incentives: CAREERS Internship Programs – up to $7,500 for hiring youth. Student Work Placement Program – funding for co-op and internship positions. Recruitment Tools: Job Bank – free job posting platform. Agriculture Job Connector – match workers with agri-food employers. Access the full Employer Resources Guide Why These Resources Matter Together, these tools help HR professionals: Plan strategically with accurate labour market data. Fill critical roles by understanding hiring trends. Leverage funding to reduce recruitment and training costs. Stay compliant with employment standards and best practices. Take Action Today: Register for upcoming webinars on employment standards and workforce programs. Connect with a Workforce Consultant for tailored advice. Bookmark these resources to keep your HR strategies future-ready.

Overcoming Adversity and Inspiring Others

By Jessica Jaithoo • November 10, 2025
Author: Jennifer Muellers, Katy O’Brien-Watson, and Mandy Ingraham (Grande Prairie Chapter Committee) Every October, Alberta celebrates Disability Employment Awareness Month (DEAM) which promotes employment inclusion and increased participation of workers with disabilities in Alberta’s economy. DEAM celebrates the contributions of workers with disabilities and supports employers in practicing inclusive hiring (Government of Alberta, 2025). The Grande Prairie Chapter chose a local story of a girl named Kiesha, who was told after her car accident she would likely never walk again. Kiesha uses her story to inspire and uplift others through her journey of perseverance through public speaking engagements. Kiesha frames her journey not just as healing for herself, but as something that can help and inspire others in similar situations. Her film touches on living and working with disability in a rural setting like Grande Prairie and how accessibility, advocacy, community support and awareness are so important to her success. It shows through her positive outlook she empowers those around her even through her job at Costco. A local business owner speaks on his experience of having Kiesha as a client at his business and how this made him think differently about his business environment to be welcoming and accessible for all within the community. The film Able is a production supported by STORYHIVE and is made available (free on-demand) via TELUS Optik. The Changing World of Work The world of work is always evolving, and it is more accepting of individuals and their unique abilities than ever before, however, each instance of disability and accommodation cannot be given a ‘one size fits all’ mentality. There are many different types of disabilities and health factors that organizations need to be mindful of and accommodate. For example: cognitive and mental health disabilities (learning disabilities, autism spectrum, ADHD, etc.), physical disabilities (colour blindness), and chronic health issues (addiction, diabetes, epilepsy, Ehler Danlos syndrome, lupus). Even temporary conditions, such as pregnancy and menopause need to be accommodated in the workplace. The partnership between Human Resources and Management along with employees and other stakeholders can lead to deeper understanding and appreciation to what individuals are facing day to day. Some key items for the Human Resources Role to consider when Accommodating Employees: Have policies regarding accommodation in the workplace Ensure leaders and employees are walking the walk and talking the talk Train managers on accommodation in the workplace a) This could include Mental Health First Aid, Crisis Interventionist training, Drug and Alcohol Awareness training b) Employer’s Duty to Inquire and Duty to Accommodate Consider Emotional Intelligence training Work with managers and the employee requesting accommodation as per the employer’s Duty to Accommodate and establish an acceptable accommodation Employee Feedback a) Have questions regarding DE&I in the annual employee survey b) Have an open-door policy for employees to make suggestions on how to make the workplace more accessible Work with a local disability organization for assistance on determining if your organization is physically accessible a) is your handicapped parking space large enough? Do you have an automatic door opener? Can someone in a wheelchair reach the automatic door opener? Disability Employment Awareness Month serves as an important reminder that inclusion is not just a celebration—it’s a commitment to equitable workplaces and meaningful participation. Kiesha’s story in Able demonstrates the power of perseverance, the impact of inclusive employment, and the vital role employers play in shaping accessible and supportive environments. Her journey reminds us that when individuals are empowered to bring their full selves to work, everyone benefits—teams grow stronger and perspectives broaden. As HR professionals, we have the responsibility and privilege to lead this change. Through thoughtful policies, continuous training, and genuine engagement with employees, we can remove barriers and foster workplaces where inclusion is lived, not just stated. By prioritizing accessibility, empathy, and flexibility, we create cultures that value every person’s contribution. We can ensure that every employee—regardless of ability—has the resources and support needed to succeed and add meaningful value to Alberta’s workforce.
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