Employee Communications Focus Group Protocol


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A generic focus group protocol for employee communications or other enterprise uses.

Published in: Business, Education

Employee Communications Focus Group Protocol

  1. 1. Employee Communications MeasurementFocus group protocolThis is a generic focus group protocol for internal communications research. It might beused as part of an overarching internal communications audit. However, you can revisethis protocol to accommodate any research that requires qualitative data; just changethe questions so they’ll produce answers to the questions you need answered.Meeting Data Participant DataDate: No. Participants Scheduled:Start Time: No. Participants Attended:Meeting Location: No. Male:Meeting Leaders: No. Female:Elapsed Time: Job Classification/Length of Service:IntroductionGood (morning/afternoon). I am ____________________ from ___________________.This is ____________________ from ___________________.We’d like to start by reviewing why we’re here today.Purpose Acme’s employee communications department continues to work to improve its efforts to keep employees up-to-date and aligned with business initiatives and activities. This focus group is designed to determine the effectiveness of communication at Acme and where we should be focusing our improvement efforts.Stress Each of you was invited to participate based on a random sample ofConfidentiality employees throughout the organization. Your comments and opinions will be strictly confidential. We will take notes so we can be sure we are reporting your opinions accurately. Your comments will be combined with those from other meetings used to drive the evolutionary improvement of our communication processes and vehicles. Are there any questions?Roundtable Since we will be together for an hour or so, it will make it easier for allIntroductions of us if we get acquainted a little better. I’d like to ask each of you to give us your first name and a brief description of your job.
  2. 2. Begin Focus Questions(Note to meeting leaders: If participants are reluctant to begin talking, help them getstarted by giving specific prompts. It may be necessary to pose the first few questionsdirectly to one or more participants until they become comfortable with the process.) Q: (Ice breaker) Can you think of a communication for an event or issues that was done very well over the past year? What made it effective? Q Thinking about the opposite, can you think of a time when the communication of an event or issue was done poorly? What made it poor? Q: How do you receive news and information about Acme? Q: How much of the communication you get from the organization is relevant to you? Q: Do you feel you receive the most important messages? Q: Do you understand how your job fits in to the various announcements issued by various Acme’s leaders and departments? Q: Does your manager communicate with you regularly about topics that have been raised by senior management? Q: If so, does your manager help explain the implications of senior management messages on your department or team? Q: How does your manager communicate with your team about organizational initiatives and business goals? How effective are these communications? Q: How effectively do managers communicate this information? Would you prefer your manager to communicate with the department/team and yourself differently? Q: Does the communication from your manager help? Do you feel more connected to messages from executive leadership because of your manager’s efforts? Q: What information do you want to hear from your managers? Are you hearing that information now? Q: Are communications with you at Acme open, honest, direct, and timely? Q: Would you describe yourself as “engaged” in your job?
  3. 3. Q: Do you know Acme’s vision, mission, and values? Are these part of the communication from your manager? Q: How do the vision, mission, and values apply to your work and the work of your team? Q: Do you understand Acme’s business strategy? Who can explain it? Does everyone agree with that description? Q: Do you understand how your work and that of your team affects the organization’s strategy? Q: Does your manager discuss the organization’s business strategy – and your team’s role in contributing to that strategy – with you? How do those conversations go?End of Focus QuestionsWrap-Up Thank you for your participation. The feedback that weve gathered is incredibly useful.