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.



Navigating Mental Health in the Workplace Amid Political Uncertainty

By Jessica Jaithoo • October 24, 2025
Author: Calgary Chapter Committee The political climate has become an undeniable force in our lives, influencing not only public discourse but also personal well-being. Whether it is uncertainty surrounding federal policies, international conflicts, or provincial conversations about autonomy, employees are increasingly bringing political anxiety into the workplace. For HR professionals, this growing tension presents unique challenges. The task is not to take sides, but to foster environments where mental health is supported and respectful dialogue can take place. According to the Mental Health Commission of Canada, political anxiety is not a passing trend. It is a persistent stressor with real consequences for how individuals feel and function at work. The Commission highlights how political stress mimics other forms of chronic anxiety, causing sleep disturbances, irritability, and a sense of hopelessness ( MHCC, 2024 ). Constant exposure to polarizing news and divisive topics can leave employees feeling overwhelmed. This emotional fatigue, if left unaddressed, affects focus, performance, and team dynamics. A recent CBC feature underscores the cumulative effect of ongoing political and economic instability. It describes how stress can build over time, eroding emotional resilience and making it harder for people to manage conflict, remain productive, or feel safe expressing themselves ( CBC, 2023 ). These dynamics are not just playing out in public forums; they are showing up in team meetings, informal conversations, and leadership decisions.  HR professionals often find themselves at the intersection of these pressures. They are expected to support others while managing their own reactions to difficult news and evolving policies. They are tasked with implementing wellness strategies, fostering respectful communication, and ensuring compliance with changing legislation. It is a complex and emotionally demanding role. However, there are practical ways HR professionals can help reduce the burden of political anxiety in the workplace. The goal is not to suppress conversation, but to provide thoughtful, respectful guidance and tools that help people navigate uncertainty together. 1. Normalize the Conversation Begin by acknowledging that political stress exists and can impact work. A short message in a wellness newsletter or internal briefing can go a long way. When people feel that their experience is valid, they are more likely to seek help and less likely to internalize stress. Headspace, a leader in workplace wellness, emphasizes that validating emotions is a foundational step in reducing their intensity ( Headspace, 2024 ). 2. Communicate Proactively and Clearly When organizations face potential impacts from political or economic changes, silence can worsen fear. Clear, honest communication builds trust. The Mental Health Commission of Canada cites a national survey in which over half of respondents said that uncertainty was more stressful than bad news itself ( MHCC, 2024 ). Leaders should not speculate, but they should share what is known and outline the steps being taken to support employees. 3. Expand Mental Health Support Ensure that all employees know how to access support, whether through an employee assistance program, mental health benefits, or external community resources. Consider adding or promoting mindfulness programs, mental health first-aid training, or virtual therapy services. Managers in particular need support, as they are often the first people employees turn to during moments of stress. 4. Provide Strategies to Employees for Managing Political Anxiety in the Workplace Limit news exposure to reduce anxiety and protect mental health through digital detoxes. Highlight shared values such as respect, integrity and collaboration to help anchor people – reinforce a strong organizational culture rooted in community. Encourage volunteering and community engagement to restore control and purpose, which are critical to mental well-being. Support ongoing self-care and stress management practices. 5. Reinforce Respectful Conduct and Psychological Safety Review your organization’s code of conduct, respectful workplace policies, and social media guidelines. Ensure that employees understand expectations around respectful communication. Reinforce that differing opinions are welcome, but harassment or retaliation are never acceptable. A psychologically safe workplace benefits everyone by fostering trust, encouraging open communication, and enhancing overall productivity and well-being. 6. Equip Managers with Tools Offer training for people leaders on how to recognize signs of stress and respond with empathy. Provide scripts or toolkits for addressing politically charged questions in a way that keeps conversations respectful and focused on shared purpose. HR professionals do not need to have all the answers to the political questions of the day. Their role is to create structures that protect employee well-being and promote a respectful, inclusive workplace. By encouraging open dialogue, providing clear communication, and expanding access to wellness resources, HR leaders can reduce the impact of political uncertainty and help their teams thrive. As the landscape continues to evolve, it is critical to stay grounded in compassion and clarity. Utilizing the above tools and strategies, HR professionals can be a steady and reassuring presence for their organizations in uncertain times.

Making Waves & Inspiring Connections in Our Mentorship Community of Practice

By Jessica Jaithoo • October 23, 2025
Every mentorship match has the potential to create a ripple – one that extends far beyond the program itself. In our January–June 2025 intake, the CPHR Alberta Mentorship Program received over 225 applications across four unique streams, resulting in 100 mentor-protégé pairings, 17 peer matches, and 7 student group cohorts. This momentum reflects the strength of our HR community and its commitment to shared growth and learning. This year, we invited participants to reflect on three powerful questions: How has this mentorship experience shaped your perspective, and how do you plan to share the wisdom you’ve gained with others in our community? How will participation in the mentorship program create a wave in your career and support the impact you leave on your workplace and broader community? What has been your 'golden nugget' from this experience that will leave a lasting ripple in your career? Their responses were as thoughtful as they were inspiring. Testimonial #1 One of the main benefits of mentoring relationships, aside from the enjoyment of getting to know a colleague, is the ability to consider current situations I am dealing with in light of the other person's experiences. Often, these relationships help me with fresh insights I can use to benefit my team and organization. Over the past few years, I have enjoyed the mentorship program, and have taken the opportunity to encourage others to consider the benefits of the program when chatting at CPHR functions, etc. - Bob Wiebe Testimonial #2 Through participation in the CPHR Alberta Mentorship Program, my sense of belonging in the profession has grown and I have gained a personal sense of connection to the community of practice that spurs me to continue to professionally grow to enable others to find their voice and professional belonging in our community to leave a lasting impact. - Amanda Van Haaften Testimonial #3 My golden nugget from this experience has been the realization of how powerful intentional communication and active listening can be in building trust and relationships, solving problems, and influencing outcomes. This insight has shifted how I approach conversations—whether with colleagues, clients, or leaders. It’s a simple concept, but its impact is lasting. - Archana Malhotra Throughout the intake, our Mentorship Committee stayed meaningfully connected with participants through support groups, live webinars, monthly mentoring e-newsletters, and on-demand micro-sessions – with more to come. Each touchpoint offered space to pause, reflect, and grow – together. Mentorship is never one-directional – it’s a cycle of giving, learning, and leading. We’re thrilled to welcome our new applicants for the upcoming intake and continue building a community rooted in connection and growth. Whether you're a mentor or protégé, you’ll gain valuable insights, meaningful relationships, and the chance to leave a lasting impact.

Strong Internal Controls Make Good Business Sense

By Jessica Jaithoo • October 16, 2025
Internal controls are not just a box on a checklist; they are a trust-building tool. When HR leads with transparency, integrity, and strong processes, it sends the message that the organization values trust and accountability. Internal controls can also protect against errors, fraud, and damage to its reputation. Internal controls support fair hiring, secure data management, and consistent documentation, helping HR stay aligned with laws, privacy standards, and compliance expectations. What are internal controls? Internal controls are an organization’s procedures, policies, and processes. They ensure: Compliance with laws, regulations, and policy Accuracy in reporting Overall efficiency and transparency in operations Internal controls include setting out approval authority, role-based system access, audit trails, and segregation of duties. Once your controls are in place, continuous monitoring them further reduce risk by identifying issues early and providing timely feedback on areas where additional training may be needed. Examples of HR internal controls and why an accountant might consider them important Hiring Background checks ensure individuals hired to handle sensitive data don’t have histories of financial misconduct Signed employment agreements support key inputs into the payroll process and can serve as audit documentation Approval workflow for hiring decisions help prevent unauthorized payroll expense s Payroll Segregation of duties between the person hiring and the person setting up payroll can prevent conflicts of interest and fraud Reconciliations of payroll reports with HR records help ensure records match the source data, which supports accurate financial reporting Compensation An assignment of authority for employee events (e.g., salary change, promotions) ensures changes are authorized and reduces the risk of unauthorized payments Supervisor approval on timecards ensures information sent to payroll is accurate Employee records Secure employee records ensure payroll, benefits, and compensation figures used in financial reporting are reliable and safe Tracking changes made to records provides a trail for internal and external auditors Policy and compliance Key company policies requiring an employee’s signature can mitigate financial risks and ensure employees are expected to be aware of an organization’s policies A whistleblower policy provides a mechanism to uncover fraud or misappropriation of an organization’s assets Access and data controls Role-based access to systems limits access to financial systems and reduces the risk of data manipulation Monitoring controls Exception reporting (e.g., duplicate payments) supports quick identification of errors and accuracy of financial reporting Internal HR audits help ensure HR-related financial activities have proper controls and the controls are working as designed By having an HR department that designs and implements internal controls, you are creating a stable system of checks and balances, minimizing risk in more ways than you might expect! About the author: Kristy Mielke CPA, CA fosters the professional growth of Alberta’s 32,000 Chartered Professional Accountants (CPAs) as the Director of Professional Development and Learning at CPA Alberta. She has previously worked in public practice and internal audit, and in addition to being a CPA, she is a Certified Internal Auditor and Certified Fraud Examiner.
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