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.



There's Still Time to Learn, Connect, and Earn CPD Hours

By Jessica Jaithoo • September 29, 2026
As the year draws to a close, now is the perfect time to invest in your professional growth. Whether you're looking to maximize your remaining professional development (PD) budget, complete your CPD requirements, or build skills in emerging areas, CPHR Alberta's fall lineup offers practical learning opportunities designed for today's HR professionals. A Timely Conversation: Workplace Suicide Awareness and Prevention October's Suicide Prevention Month serves as an important reminder that mental health and wellbeing continue to be critical workplace priorities. HR professionals are often called upon to support employees, leaders, and teams through difficult situations. Our Workplace Suicide Awareness for HR Practitioners: Masterclass (October 28) , led by Tara Adams, Founder of Abridge Consulting, provides practical guidance on understanding suicide in the workplace, implementing prevention strategies, and creating a more supportive workplace culture. * Earn 3 CPD hours. Lead Through the AI Shift with Confidence Artificial intelligence is rapidly transforming the workplace, making AI literacy an increasingly important skill for HR professionals. Our 3-day AI Certificate (AI Adoption that improves productivity without overwhelming the organization December 9-11) and Leading Through the AI Shift – Master Class (November 4) provide practical insights into AI adoption, workforce transformation, and the evolving role of HR. Build the knowledge and confidence needed to support AI initiatives and help your organization navigate change. Learn on Your Schedule with Conference On-Demand Access more than 20 recorded conference sessions, including keynotes, concurrent sessions, micro-sessions, and expert panels, anytime and anywhere. Gain practical HR insights, access speaker resources and presentations, and learn at your own pace. * Earn up to 5 CPD hours. Build Expertise in High-Demand HR Areas In addition to our featured offerings, this fall's PD calendar includes opportunities to strengthen core HR competencies through: Law Symposiums across Alberta chapters (September, October and November) Investigation Report Writing Workshop (November 5) Investigation Interviewing Techniques Workshop (November 18) Conducting Credibility Assessments Workshop (December 2) Workplace Investigation Training Certificate (November 24-26 and December 8-10) These programs provide practical, immediately applicable knowledge that can help strengthen decision-making, reduce organizational risk, and enhance your effectiveness as an HR professional. Don't Forget Your Complimentary Learning Opportunities  As part of your membership, you also have access to a variety of complimentary professional development opportunities throughout the fall, including: Monthly member roundtables Noon-hour webinars: Expert-led discussions on topics such as managing intergenerational teams, workplace agility, and common recognition and rewards mistakes. Finish the Year Strong Don't let unused professional development dollars or outstanding CPD requirements carry into year-end. Explore our fall learning opportunities and invest in skills that will support your success today and into the future—then round out the year by reconnecting with your professional community. Join your HR community at one of our Holiday Mingles , taking place across the province this November and December. These gatherings offer a chance to celebrate the year, expand your network, and reconnect with colleagues before the holiday season. View the Professional Development Calendar

World Mental Health Day: Key Lessons for HR Professionals

By Jessica Jaithoo • September 28, 2026
Author: Volunteers from the Wood Buffalo Chapter Observed annually on October 10th, World Mental Health Day highlights the importance of promoting mental health awareness and improving access to mental health support worldwide. The day was established by the World Federation for Mental Health and is supported internationally by the World Health Organization. In Canada, mental health challenges increasingly affect workplace productivity, employee engagement, and organizational sustainability. For HR professionals in Alberta, World Mental Health Day provides an opportunity not only to raise awareness but also to evaluate policies, workplace culture, and leadership practices that support psychological safety. HR professionals have a significant role in ensuring compliance with provincial legislation while building supportive work environments that address emerging mental health risks. Recent Canadian research indicates that workplace mental health challenges are widespread and growing. Several key statistics illustrate the scope of the issue: 1 in 5 Canadians experiences a mental health problem each year (Employment and Social Development Canada). Mental health problems remain the leading cause of disability in Canada . Approximately 58% of employed Canadians are affected by a mental health diagnosis either personally or through a family member. 52% of employees report mental health challenges that affected their work performance , yet only 33% disclose these challenges to their employer . 39% of Canadian workers report experiencing burnout , demonstrating a significant increase compared with previous years. Nearly 47% of Canadians identify work as the most stressful part of their daily life . The economic implications are also substantial. Mental health problems cost the Canadian economy approximately $51 billion annually, including $20 billion directly related to workplace impacts such as absenteeism and reduced productivity. These statistics demonstrate that workplace mental health is no longer solely an individual concern; it is a strategic organizational issue requiring active engagement from HR and Business leaders. Alberta Legislative Context: HR Responsibilities HR professionals in Alberta must navigate both occupational health and safety requirements and workers’ compensation frameworks related to psychological injuries. The Alberta Occupational Health and Safety Act requires employers to ensure the health and safety of workers, which increasingly includes psychological health and safety. While the legislation traditionally focused on physical hazards, workplace harassment, violence, and psychosocial risks are now recognized as hazards that must be addressed through prevention and policy. Under Alberta OHS requirements, employers must: Identify workplace hazards, including psychological hazards such as harassment or excessive workload Implement prevention measures and policies addressing workplace violence and harassment Provide training and reporting mechanisms for workers In practice, this means HR departments must develop policies addressing psychological safety, respectful workplaces, and harassment prevention. Failure to address these risks may expose organizations to legal liability and regulatory scrutiny. Another legislative body of work comes through the Workers' Compensation Board (WCB) Alberta which recognizes that psychological injuries can occur as workplace injuries similar to physical injuries. It provides income replacement to workers with a diagnosed injury or illness that is shown to arise out of and in the course of employment. For HR professionals, this has several implications: Workplace psychological injuries may result in WCB claims Employers may need to participate in claim investigations and return-to-work planning Organizations must demonstrate that reasonable steps were taken to prevent psychological harm Key Lessons for HR Professionals Integrate Psychological Safety into Workplace Safety Programs Mental health should be treated as part of occupational health and safety rather than a separate wellness initiative. HR professionals should integrate psychological risk assessments into safety management systems and identify workplace factors such as: excessive workloads toxic workplace culture violence, harassment or bullying lack of managerial or organizational support Proactive management of these risks can reduce absenteeism, disability claims, and employee turnover. Train Managers to Respond to Mental Health Concerns Managers often serve as the first point of contact when employees experience psychological distress. However, research shows that many supervisors feel unprepared to address mental health issues effectively. HR professionals should implement training programs that equip leaders to: recognize early signs of burnout or distress conduct supportive workplace conversations connect employees to resources such as Employee Assistance Programs Managerial support is particularly important, as studies show that support from managers and coworkers significantly improves workplace mental health outcomes. Address Workplace Stigma Despite increasing awareness, stigma remains a major barrier to mental health support. A significant proportion of Canadian employees report that they would hesitate to disclose mental health challenges due to fear of career consequences. HR professionals can reduce stigma by: encouraging senior leaders to discuss mental health openly integrating mental health awareness campaigns into workplace culture ensuring confidentiality when employees seek support Strengthen Workplace Supports Effective mental health support systems may include: Employee Assistance Programs (EAPs) flexible work arrangements mental health leave policies access to counselling services Research suggests that time off, flexible schedules, and supportive management are among the most effective workplace mental health supports. For HR professionals in Alberta, World Mental Health Day serves as an important reminder that mental health is both a legal responsibility and a strategic workforce issue. Organizations that prioritize psychological safety and employee wellbeing are better positioned to reduce disability claims, improve employee engagement, and retain skilled workers in a shrinking talent pool. With rising burnout levels, increasing psychological injury claims, and evolving legislative expectations, HR professionals in Alberta must take a leadership role in promoting mental health and wellbeing in the workplace. By aligning organizational practices with occupational health and safety requirements, supporting employees experiencing psychological challenges, and fostering open workplace cultures, HR professionals can help create healthier and more sustainable workplaces for the future.

Why Workforce Analytics Requires More Than Technology

By Jessica Jaithoo • September 10, 2026
Author: Eleanor Hecks As workforce analytics becomes more sophisticated, organizations have more ways to understand how work gets done. But introducing these tools without clear communication can create uncertainty around privacy, data use and employee trust. HR leaders should make the purpose and boundaries of these tools clear from the start. The Rise of Employee Monitoring The workforce analytics market has reached $2.92 billion in 2026 as organizations pursue hybrid-work optimization, data-driven talent decisions and AI-powered analytics. Within this broader market, organizations are increasingly using tools such as productivity-monitoring software, keystroke logging, application and activity tracking and other systems that analyze employees' work patterns. These technologies can give HR greater visibility into workloads, staffing needs, productivity and broader workforce trends. However, as these tools become more sophisticated, HR also needs to consider how employees will understand and respond to data collection. What Can Go Wrong When Employers Introduce Productivity Trackers? Problems can arise when employees do not know what information the organization collects or how it will use it. Workers may worry that screenshots or time away from a device could become measures of their value or performance. These concerns are worth taking seriously. The American Psychological Association found that 45% of workers who experienced workplace monitoring said their work environment had a negative impact on their mental health. The finding highlights why HR should consider the employee experience when introducing these tools. Building Trust in Workforce Analytics Introducing monitoring works best when employees understand the decision and see themselves as part of the process. Transparency and early communication often build confidence and trust. Address Employee Concerns Before They Become Questions HR should explain the basics before introducing the software, including which activities the system will track and which it will ignore. Managers should also let teams know whether the tracker data can influence performance decisions. Proactively explaining the tool's capabilities and limitations can help prevent an unexpected discovery from becoming a trust issue. Have a Clear Purpose for the Technology HR should identify the specific problem before choosing a solution. This becomes especially important as organizations race to adopt emerging technologies without defining clear objectives first. This pattern is visible in how many companies are currently approaching AI adoption. A survey found that about half of organizations have deployed AI or plan to do so this year, but only one-third have a strategy for it. These numbers show that organizations are implementing tools simply because they feel like they “should,” faster than they can define what success looks like. Workforce analytics tools — many of which now include these AI-powered features — present the same challenge. “We need to use more tools that integrate AI” or “Everyone else is tracking productivity” are not strategies. Without a clear purpose, HR may collect more data than it needs or track metrics that don't align with actual business decisions. Before selecting a monitoring tool, HR should determine what it needs to learn and what decisions the data will support. Explain the Difference Between Aggregate and Individual Data Employees should understand whether HR is looking for broader workforce patterns or evaluating individual behavior. Aggregate data might show that a department is consistently handling a heavy workload, while individual data could reveal how a specific employee spends their time. Making this distinction clear can reduce uncertainty about how the organization will use employee information. Build Trust Through Inclusive Practices Employee involvement should begin before committing to a vendor or a tool. Representatives can help assess what a system collects and whether intrusive features align with organizational goals. HR can invite employees to ask questions and solicit their feedback on monitoring policies. California's proposed AB 1883 illustrates the emerging regulatory conversation around workplace monitoring. The bill seeks to prohibit employers from using workplace surveillance tools that predict emotional states or collect neural data. As proposed legislation, it is not currently a requirement for California employers, but it demonstrates how policymakers are beginning to address newer forms of workplace surveillance. Trust Starts Before the Monitoring Does Workforce analytics can deliver real insight into workforce needs. Organizations that communicate openly about purpose and involve employees often create monitoring systems that support better resource allocation and planning.
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