Standard Focus Group Guide

Introduction: How to Use This Tool

Focus groups are group interviews that provide insight into employees’ or participants’ views on various
topics, including workplace issues, soliciting recommendations or feedback on an initiative, or for
brainstorming about an issue. They are cost effective and can be used to complement other research
methods such as surveys and individual interviews.
This document is intended to provide general guidelines on designing and facilitating effective focus
groups. This guide also contains a template in which to organize the details, agenda, and notes for each
session.

Table of Contents
General Guidelines.................................................................................................................................... 2
Session Design........................................................................................................................................ 2
Selecting Facilitators................................................................................................................................ 2
Selecting Participants............................................................................................................................... 2
Location................................................................................................................................................... 3
Data Privacy............................................................................................................................................. 3
Question Design........................................................................................................................................ 4
Communications........................................................................................................................................ 5
Invitation to Participate............................................................................................................................. 5
Messages to Participants......................................................................................................................... 5
Following Up With Participants................................................................................................................ 5
Conducting the Session............................................................................................................................ 6
Preparation.............................................................................................................................................. 6
Session Kick-off....................................................................................................................................... 6
During the Session................................................................................................................................... 6
After the Session...................................................................................................................................... 7
Session Agenda......................................................................................................................................... 8
Session Details.......................................................................................................................................... 8
Focus Group Notes................................................................................................................................... 9

1
McLean & Company
General Guidelines
Session Design
For in-person focus groups, include six to ten participants per session. For virtual focus groups, limit the
number of participants to four to eight in each session.
Each session focuses on five to six main questions and lasts no more than three hours. Account for
additional time required for participants to find their seats, grab refreshments, or check their technology.
Ensure enough time is allocated for meaningful discussion of each question as well as a short break, as
required.

Selecting Facilitators
Facilitators play a significant role in leading the focus group and drawing out meaningful input from
participants. Any subjectivity, perceived or real, on the part of the facilitator can undermine and threaten
the validity of the collected data. Factors to account for when selecting the most appropriate facilitators
include:
 Strong facilitation skills. Facilitators must be able to ask objective questions, ensure all
participants have an opportunity to share their thoughts, and keep the group focused on the main
topic.
 Relationship with participants. Power dynamics between the facilitator and participants (e.g.
reporting relationships) or lack of trust (e.g. mistrust toward the HR department) can prevent
honest input.
 Ability to remain neutral. Topics for which the facilitator has a vested interest hinders facilitator
objectivity throughout the session.
While facilitators will often be selected internally, external facilitators (e.g. McLean & Company analysts)
offer distinct advantages in the following circumstances:
 No one in the organization possesses the required level of facilitation skill or experience. Working
with external facilitators can be a development opportunity for those who will be leading focus
groups in the future.
 A facilitator who can challenge and question the status quo is required for the focus group to be
meaningful.
 The topic is too difficult or sensitive, such that any internal facilitator is unlikely to remain neutral
and unbiased.

Selecting Participants
Invite employees who can be categorized into one of the following groups to participate in the focus
group:
 Employees from all groups or departments to form a representative sample of the entire
company.
 Groups or departments that participated in initial data gathering (e.g. through surveys).
 Employees for whom the topic might be especially important (e.g. older employees for a focus
group on pensions).
 Representative samples of people outside the organization, such as groups of ideal candidates.
Ensure participants are comfortable with each other to promote open exchange of information and
opinions. Mixing employees from different levels (e.g. junior level and managers) or individuals who do
not know each other very well often results in self-censorship or shyness among the participants.

2
McLean & Company
Account for factors such as age, seniority, or gender when designing the focus group to obtain
information that is most representative of the employee population (e.g. demographic groups, seniority).
Take advantage of the expanded participant pool when conducting virtual focus groups by including
employees who would not have been able to participate in person (e.g. different geographical location,
working arrangements). Avoid mixing in-person and virtual participants, as discussions become difficult to
facilitate through multiple mediums.
Conducting separate departmental focus groups can facilitate comparisons between different
departments. This approach is especially useful for organizations with strong and distinct departmental
cultures.

Location
For in-person sessions, choose a location that will facilitate an open conversation and contain minimal
distractions. If possible, arrange the chairs in a U-shaped formation so that the participants can see and
hear one another easily.
For virtual sessions, urge participants to join from a quiet, private space where they will be free from
distractions.

Data Privacy
For participants to feel safe sharing their authentic views, they must be confident their response will be
kept anonymous from any parties external to the session. Account for the following to facilitate meaningful
discussion and gather candid responses:
 Recording. If sessions will be recorded to supplement notes, notify participants before they agree
to participate. Don’t record sessions if highly sensitive topics will be discussed (e.g. inclusion in
the workplace). Instead, have an additional note-taker to ensure session notes are captured
accurately.
 Use of data. Use and analyze the data only for the original purpose of the focus group. If the data,
or the recording, will be used for any other reason (e.g. facilitator training), notify the participants.
 Maintenance of data. Ensure all documents, both physical and electronic, are stored in a secure
location. Remove or delete the data once it has been used for analysis.
 Reporting of data. Anonymize all data and remove any references to identifying information (e.g.
names, roles, titles). Analyze the data to develop insights and key takeaways at the aggregate
level when presenting the findings.
 Confidentiality expectations for participants. Clearly articulate any content discussed within the
session is not to be shared with any parties after the conclusion of the focus group.
Consult with the legal department about the local legislation around recording, use and reporting of data,
and any other data privacy considerations that may be applicable.

3
McLean & Company
Question Design
It is crucial to prepare questions ahead of time. General tips on question design include:
 Ask open-ended questions to generate discussion.
 Start with general questions before progressing to more specific ones.
 Frame the questions in positive rather than negative terms.
The bulk of the discussion is driven by five or six key questions directly related to the main topic. Ensure
the questions are open-ended to provide participants with the widest possible latitude in their responses.
Review the following types of questions that drive engaging discussions:

Question Type Description Example

Open-ended questions intended to

Introductory “What do you think about…?”
jumpstart the discussion.

Questions intended to facilitate the “We’ve talked at length about x. Now let’s
Linking
transition from one point to the next. discuss Y.”

Probing and Questions that require participants

“You said x. Tell me more about x.”
follow-up to expand on an idea.

Questions that invite participants

“We haven’t heard from Michael in a while. Do
Prompting who have been non-participatory to
you have anything you’d like to add?”
share their input.

Questions that allow participants to

share their overall conclusions on a “What do you think is the most important lesson
Closing
subject. These questions are often for the employer on this subject?”
used at the end of each section.

Questions summarizing the main “Do you think this captures today’s discussion
Summary
points of the focus group. accurately?”

Avoid the following types of questions altogether:

 Leading questions: Questions that imply specific answers (e.g. “Do you agree that…?”).
 Value-laden questions: Questions that use charged words (e.g. “Do you support unethical
practices such as…?”).
 Double-barreled questions: Questions that contain multiple elements (e.g. “What do you think
about the company’s pay and benefits?”). The elements must either be divided to form two
unique questions, or embedded in a higher-order construct (e.g. “What do you think about the
company’s total rewards package?”).

4
McLean & Company
Communications
Invitation to Participate
At least two weeks ahead of time, invite participants to provide advanced notice and secure
commitments. Communications are a crucial component in obtaining informed consent to participate in
the focus group, so provide thorough details about the focus group and the session they will attend.
Ensure the invitation communicates the following:
 Clear articulation that while participation is voluntary, focus groups are an opportunity for
participants to share their thoughts and influence the organization’s decisions.
 Details about the purpose of the focus group, the topic(s) that will be discussed, and expectations
for the participants to provide honest input.
 Procedures around how the collected data will be used and maintained, with an emphasis on
anonymity of the participants’ input outside of the focus group.
 Description of analytical and reporting methods (e.g. coding and theming of qualitative data,
aggregation of responses).
 Multiple time and date options participants can choose from.
 Name and contact information of a person assigned to handle employee enquiries.
 If applicable, a disclaimer that the audio from the session will be recorded.

Messages to Participants
Send messages to participants who have committed to a session, notifying them of their selection (time
and date) and the following details:
 Location of the focus group session (virtual meeting invitation in virtual sessions).
 Expectation that participants will show up to the session and actively participate.
 Emphasis that arriving on time is crucial for uninterrupted discussions, and the time after which
late participants will not be allowed to join (e.g. 10 minutes after the scheduled start).
 Name and contact information of a person assigned to handle employee enquiries.

Following Up With Participants

Inform participants that their candid responses contributed to spurring meaningful change in the
organization (e.g. launch of a caregiver support initiative as a result of employees’ responses in focus
groups about employee wellbeing).
Acknowledging their contribution and emphasizing the result of their honest input (e.g. new program,
initiative) imbues a sense of empowerment and voice for employees. It also ensures employees will be
enthusiastic about participating in future focus groups.

5
McLean & Company
Conducting the Session
Preparation
For in-person sessions, the facilitator must arrive early to ensure the following materials are prepared
prior to the start of the session:
Pen and notepad (or laptop) for the note-taker
Paper and pens for participants
Flip chart and markers

Collected data and group questions guide

Recording device (if applicable)
Refreshments and snacks (optional)

Name tags (optional)

For virtual sessions, the facilitator must join the meeting early to complete the following:
Ensure functional technology (e.g. microphones, cameras) and virtual facilitation materials (e.g.
PowerPoint decks) are in place.
Technology checks with each participant to ensure they have sound internet connection and
functional microphones and cameras.
Brief tutorial on how to navigate the virtual platform and the different functions (e.g. raise hand
and chat functions).

Session Kick-off
When beginning the session, the facilitator takes some time to:
 Welcome the participants and introduce themself and the note-taker.
 Ask the participants to introduce themselves.
 Articulate the purpose of the focus group, the main topic of discussion, how their input will be
used, and why it is important for them to provide honest input
 Establish clear ground rules around conduct (e.g. waiting for turns, not speaking over other
participants, using the raise hand function on virtual platforms).
 Emphasize that rude, aggressive, or otherwise disrespectful behavior will not be tolerated.
 If the session is being recorded, clearly state that it is being recorded solely for note-taking
purposes, and that it will not be shared to anyone outside of the session.
 Communicate that the data will be anonymized and used only in aggregate.
 Address any questions and concerns the participants have.
If the participants do not know each other well, engage in small talk or an icebreaking group activity to put
everyone at ease.

6
McLean & Company
During the Session
The facilitator is responsible for directing the discussion and ensuring that participants can express their
views openly and honestly. To ensure this, the facilitator:
 Maintains focus by summarizing ideas, asking linking questions, and clarifying ideas when
necessary.
 Probes participants to expand on recurring themes.
 Ensures that all participants have a chance to speak.
 Remains neutral and non-judgmental.
The note-taker is responsible for effectively recording participants’ responses such that they can be
analyzed following the session. To do this, the note-taker:
 Transcribes participants’ responses verbatim to ensure a maximum context of the session is
captured and that key words are not missed.
 Ensures their notes are free of any subjectivity by transcribing only what was said by participants.
 Keeps track of recurring themes, ideas, and comments shared by multiple participants.

After the Session

Thank the participants for providing valuable insights on the topic and urge them to not share the contents
of their discussion in the session with anyone else.
After the participants leave the room, the facilitator and note-taker review session notes, consolidate
them, discuss any major themes to avoid memory lapses, and compare their observations.

7
McLean & Company
Instructions:
Fill in the blanks indicated by grey text, delete this introductory text in dark grey, and then delete or
change all grey text to black before finalizing and distributing in the organization.

Session Agenda
Use the table below to organize questions and allocate time to each one.

Time Question Purpose and Comments

To get the focus group off to the right
2:00-2:15pm Welcome, introductions, set ground rules
start.
Introductory question designed to get
2:15-2:30pm What do you like about working here? participants talking about the
organization.
Do you have any “stories” that exemplify
To go to the next level about what it is
2:30-2:45pm what it is like to work, be a manager, apply
like to deal with the organization.
for a position, etc. here?
What about this organization motivates you Learn about positive aspects of this
2:45-3:00pm
to perform well in your job? organization.

3:00-3:15pm Break Break

What learning & development initiatives do
To discover what makes us unique and
3:15-3:30pm we provide that you like or are unique to
what resonates with employees.
us?
In your opinion, how does the public To gauge employees’ views on our
3:30-3:45pm
perceive our company? reputation.
Is there anything you would like to add
3:45-4:00pm To gather any additional feedback.
about working here?

Session Details
Session Topic: Why do you like to work here?
Date of Session: November 15, 2-4pm
Session Facilitator: Asmin Surani
Session Note-taker Ben Riley
Participants: 1. Amy Dane
2. Kate Bach
3. Mateo Lopez
4. Aaron Horwitz
5. Mitchell Lawson
6. Camila Gonzales
7. Aamer Mohammed
8. Maria Morales
9.
10.

8
McLean & Company
 Focus Group Notes
Use the tables below to organize the notes from the focus group session.

Question #1: What do you like about working here?

Verbatim Notes

Question #2: Do you have any “stories” that exemplify what it is like to work, be a manager, apply for a
position, etc. here?
Verbatim Notes

9
McLean & Company
Question #3: What about this organization motivates you to perform well in your job?

Verbatim Notes

Question #4: What learning and development initiatives do we provide that you like or are unique to us?

Verbatim Notes

Question #5: In your opinion, how does the public perceive our company?

10
McLean & Company
 Verbatim Notes

Question #6: Is there anything you would like to add about working here?

Verbatim Notes

_________________________________

For acceptable use of this template, refer to McLean & Company's Terms of Use. These documents are
intended to supply general information only, not specific professional, personal, legal, or accounting
advice, and are not intended to be used as a substitute for any kind of professional advice. Use this
document either in whole or in part as a basis and guide for document creation. To customize this
document with corporate marks and titles, simply replace the McLean & Company information in the
Header and Footer fields of this document.

11
McLean & Company