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by Sharon Machrone and Linda Dini Jenkins
In this era of open and interactive communication,
employee focus groups are more popular than ever. If our practice
is any indication of current trends, human resource organizations
are conducting more and more focus groups to elicit information
about a wide range of important topics -- from benefits and work/family
issues to recruiting effectiveness and general climate assessments.
Why the popularity? Focus groups are perceived
as relatively easy to design and a cost-effective way to generate
good information. And they can be. But lately, in our conversations
with prospective clients, we're detecting some serious missteps
in decisions about and delivery of focus groups. How can you avoid
these common errors in the quest for excellent qualitative research
results.
1. Let's put on a focus group!
It might be a great idea but it might not. Are one-on-one interviews
more appropriate for your purpose? Will what you want to know be
elicited just as well by a survey (a quantitative research tool)?
If a group discussion is what you're after --
a guided conversation that encourages feelings and opinions -- not
just yes/no or multiple choice answers -- then you're on the right
track with a focus group. Otherwise stick with surveys and one-on-ones.
If you do decide to proceed with focus groups,
remember that you will need to conduct more than one focus group
per topic. This reduces possible moderator bias and/or contamination
from either too quiet or too vocal participants, insuring better
results.
2. We can do this -- I've seen a million of
'em!
Sitting "behind the mirror" or being a participant in
a group is not the same as being responsible for the masterful introduction
and facilitation of a group. Hiring someone who has no investment
in the results of the research (say, an independent research professional)
may be the only safe way to go, especially if the group is experiencing
change. He or she can help design the questions to be asked and
also provide a "safe" environment so your employees offer
up the honest feedback you need.
When, instead, company employees moderate focus
groups, one of two things usually happen: Either participants don't
tell the whole truth or the group devolves into a gripe session.
Professional moderators can help avoid both scenarios.
3. Let's throw a few questions in about ...
Make no mistake: Once senior management learns that you're planning
a focus group, you're likely to get requests from disparate departments
to "just throw in a question or two" about something completely
unrelated to the topic at hand. Avoid the temptation. It's imperative
that you stay focused, or you run the risk of contaminating your
results and looking scattered.
4. This group has a bunch of complainers in
it . . . let's not ask them.
Think this way and you're biasing your results already! While you
obviously can't be as impartial as an outside professional facilitator
who screens focus group participants for a living, you can at least
afford your employees the benefit of the doubt.
We've seen some great groups come together by
using a random selection from the payroll list -- providing that
all groups and shifts are represented. You may, for some groups,
want to exclude managers, or you may want to speak only to managers.
That's fine, but don't knowingly exclude people because of what
you think you know about them. You're looking for real results here,
not just information or feedback you want to hear.
5. Let's set it up for tomorrow. We know what
we want to ask.
Uh-oh -- this could be a disaster. An effective focus group requires
very careful planning. You'll want to first engage a team to discuss
the kinds of issues/questions to focus on and then prepare an orderly
list for your moderator. In the best of all possible worlds, your
moderator should be leading this process.
As business professionals, we're used to talking
to people, so it's tempting to think, "How hard can this be?"
But to get the best data you need to be crystal clear about your
direction and have a well-thought-out road map as well. After all,
if you don't know where you're going, how will you know when you
get there?
6. Thanks, but we don't want to talk about
that...
On the other hand, even the best road map can be set aside when
the scenery gets too good to pass up. Don't be afraid to let things
move off in another direction.
Sometimes when employees are interacting, a conversation
can go in new and exciting directions that you never anticipated,
yielding data valuable beyond your wildest dreams. When this happens,
you've broken through and discovered what's important to your employees,
often very different from what's important to you. Be sure your
moderator knows how to flow with the group, shifting direction,
if necessary, but bringing it back when the detour is finished.
A good moderator also knows how to analyze the full range of responses
aired so that you can make effective use of them later.
7. Our focus groups are done. Now let's go
implement something!
In fact, completed groups are just the beginning. Your moderator
should be able to provide an extensive analysis of the findings
based on his or her observations along with recordings and note-taking.
You should expect a top-line evaluation a few days after the last
group, and a full report within two weeks after that. So before
you do anything, wait for results.
And be sure to communicate overall results with
your employees. If they feel like they've made a contribution and
are kept in the loop, you'll be building their trust and enthusiasm
for your ongoing relationship with them as well as for the next
time you decide to conduct a good focus group!
Sharon Machrone is a Professional Coach and
the founder of Learning & Leadership, a Boston-area consultancy
that helps organizations maximize the talents of executives and
teams. She can be reached at SMachrone@aol.com.
Linda Dini Jenkins is founder of Riverside Communications, a consultancy
that helps companies create effective corporate and employee communications.
She can be reached in Salem, Mass. at Ldjenkins@aol.com.
They are both Certified Focus Group Directors.
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