Planning Corporate Events For Small Groups: A Complete Guide

event participants

Why small groups work

Small-group events aren’t just miniature versions of large conferences. They are fundamentally different in tone, design, and purpose.

At their best, these events prioritise quality over quantity; you’re creating a space where a small group of like-minded professionals can come together to share insights, challenge thinking, and build lasting relationships.

Unlike larger events where attendees may feel like passive observers, smaller gatherings can make every individual feel heard, valued, and involved. 

Logistic, facilitation, and content design tips

When planning corporate events for small groups, attention to detail in logistics, facilitation, and content design can make all the difference. A few factors to take into consideration may be:

  1. Don’t assume a small group needs a small space. Instead, consider choosing a main room that allows movement and collaboration. 
  2. Equip each space with essentials like flipcharts, pens, and screens, and clarify AV requirements in advance – find out whether your speakers will use in-house tech or bring their own. 
  3. Prioritise comfort and connection: iVentiv’s ‘hollow square’ layout works perfectly here – participants can see each other, avoiding tightly packed rows, and conversations can flow freely. 
  4. Aim for natural light, too, and outdoor access to help spark new ideas. 
  5. If your in-house space doesn’t meet these needs, consider an external venue that offers flexibility and a fresh environment to inspire creativity.

Start with strategy: the 'why' behind the event

Before choosing a venue or designing an agenda, start by answering three simple questions:

  1. What’s the purpose? Is it to connect leaders across departments? To co-create solutions to a shared challenge? To spark innovation within a niche group?
  2. Who are the right people to bring together? For small groups, alignment matters. Focus on participants at a similar level (e.g. Global Heads, People Managers), or those who are working on similar challenges; this increases relevance and encourages more open, productive conversations.
  3. What should participants learn? Define the value proposition clearly early on, whether it’s practical insights, strategic alignment, fresh thinking, or new relationships.

Getting the logistics right

When your event is small, the logistics really count. Every detail contributes to the experience, and even small missteps can stand out. Here’s what to focus on:

Venue selection

Choose a venue that feels comfortable and encourages interaction. Look for bright, airy spaces with breakout areas, natural light, and furniture that allows for breakout conversations.

Seating layout

Ditch the rows of chairs. Use hollow squares, soft seating, or even lounge-style set-ups to encourage conversation. Make it easy for participants to see and speak with each other.

Catering

Catering shouldn’t be an afterthought. Good food fosters connection and gives people a natural moment to chat. Include proper breaks with space for informal networking.

Registration and arrival 

Make arrival seamless. With a small group, personalised welcomes go a long way; your first impression should be warm, efficient, and human.

Designing the agenda: make it collaborative

A small-group event should never feel like a miniature lecture series. Instead of one-way presentations, lean into interactive formats that invite participation and harness the wisdom in the room. Take a leaf from iVentiv’s book, and make sure that learning, connection, and development are at the heart of your agenda.

Deep dives and thought-provoking facilitation

Create time for structured breakout sessions where participants can work through real-world challenges together. Focus on creating space for shared problem-solving, not show-and-tell.

Make your breakout facilitators catalysts for conversation. Ask them to pose questions or challenges to the group, after they share their research and experiences, to really cement learning.

Prioritise conversation over slides

Encourage contributors to leave PowerPoint behind. Offer them a conversation guide or a few prompts instead. The less scripted the content, the more room for authentic exchange.

Build in Time for Reflection

Don’t overcrowd the agenda. Leave space for people to think, journal, or regroup. Short reflection breaks help participants synthesise what they’ve heard and prepare to contribute meaningfully in the next session.

Session design tips: make every voice count

In a small group, you have the advantage of making sure everyone contributes.

Here’s how to design for engagement:

  • Start with a strong opening: this is a collaborative space where everyone is encouraged to actively participate from the outset. Sit your group in a hollow square to set the tone.
  • Use expert facilitators: having a few SMEs to guide the conversation, prompt quieter voices, and draw out insights ensures you don’t miss key themes.
  • Create psychological safety: let participants know the event is under the Chatham House Rule or equivalent, so they can speak freely. Emphasise that there’s no judgment, and that everyone is learning together.
  • Mix the format: alternate between whole-group discussions, breakout groups, coaching exercises, and informal conversations; variety keeps energy levels high.

Building connections that last

In smaller groups, participants are more likely to remember who they spoke to and what was said. Your job is to make that easy.

Aim for alignment, not just diversity. Bring together people with shared priorities so they’re immediately speaking the same language. Create a WhatsApp group post-event to continue the conversation and enhance participant experience.

Even the small things matter – adding job titles, company names, or even discussion prompts to name badges should reduce friction and speed up connection.

Listen, Learn, Adapt

Perhaps the most important tip for planning small events: listen to your audience. Gather their ideas beforehand, collect feedback after each session, and monitor the discussions during the day. Watch the body language. Take note of the energy in the room. Where are people leaning in? Where are they switching off?

Use that real-time input to shape future sessions and even adjust on the fly.

Final Thoughts

Planning events for small groups is both an art and a science. It’s about curating not just content, but conversation. 

It’s about getting the logistics right, so that participants can focus on learning, connecting, and contributing. 

And most importantly, it’s about making every person in the room feel like their voice matters because in a room of 30, it really does.

By designing with care, listening actively, and putting conversation at the centre, your small event can have a big impact.

Ready to plan your next small group event?

Think about the three most important elements: who’s in the room, how they connect, and what they’ll walk away with. Focus on those, and you’ll create an experience people won’t forget. 

Having curated bespoke events for the L&D teams of some of the world’s best known organisations including Microsoft, and AstraZeneca, iVentiv understands what goes into creating impactful events that put participants’ needs and challenges at the core.

To enquire about iVentiv bespoke events, visit our enquiry page here: iVentiv Bespoke Events Enquiry Form | iVentiv

event participants

Thumbnail: 
News category: 
iVentiv News

More Insights

In the midst of big change, chip shortages, and a rapidly growing workforce, Laureen Rwatirera (Chief Learning Officer) and Ronald Plantinga (Senior Change Manager, Learning & Knowledge Management) spoke to iVentiv's Richard Parfitt about what ASML's L&D team are doing to develop their workforce's adaptability and competence.

Over the last few years, ASML's workforce has grown rapidly, from 14,000 in 2014 to over 40,000 today. In this video, dive into conversations with key change makers at the 'most important company you've never heard of'. Learn about the company's change management mindset, hear about their crucial innovations for continued growth, leadership development initiatives, and key tips for navigating a dynamic and ever-growing industry landscape. Watch the full interview and read more here.

At the end of 2022, the iVentiv Pulse tracking report showed that leadership development was the single biggest priority for Global Heads of Learning and Talent. The report draws on questionnaires sent to Chief Learning Officers and Heads of Talent Management, where participants were asked to identify their key goals and challenges.

In this blog, we ask how much that has changed so far in 2023 and look at the key themes shaping the world of L&D and Talent Management. Read more here.

In an iVentiv exclusive talk with Deniz Kayadelen, Head of Talent Management Consulting at EY, and Piers Martin, Head of Leadership and Academy Workforce Development at The Premier League, Marketing Manager Richard Parfitt asks: what lessons can Learning and Talent functions learn from sport?

Here, we delve into topics such as DEI, resilience, psychology, and wellbeing initiatives that are crucial factors in developing strong leaders. We also talk about the receptiveness of leaders in HR to adopt ideas from sport psychology, and which sports personality would make the best leader in business. Watch the full interview and read more here.

The challenge of demonstrating the business value and ROI of L&D teams is a persistent issue for many companies. Despite the potential for learning to make a significant contribution to the business, it can be difficult to convince CEOs and other senior leaders of its value.

In this blog, we will explore the key questions that CLOs are asking when it comes to demonstrating the business value and ROI of their L&D teams and outline some of the solutions organisations have tried so far to evaluate their effectiveness. Read more here

Speaking to iVentiv Content Director Temi Bamgboye, Alison Shea, the Former VP of Global Talent Development & Learning at State Street, shared her insights on the pivotal role of diversity, equity, and inclusion (DEI) and belonging in organisations. Shea brings a wealth of experience, including her tenure at Thomson Reuters, not to mention a genuine passion for talent development and learning.

In a wide-ranging conversation, Alison discussed DEIB and how it isn't a problem you're trying to solve, it's a key driver of success. She spoke about how not all diversity is visible and how “invisible” traits such as neurodiversity can be truly impactful. Businesses, she says, should support all voices that don't get heard enough by traditional means and leaders and DEIB champions should encourage everyone to learn from their mistakes. Watch the full interview and read more here.

Leadership is more than just a job title. Leadership is about the behaviours a person displays and the actions they inspire. Often, the most effective leaders - certainly from the perspective of L&D teams - are those who are always seeking to learn, develop and grow themselves. In this blog, we explore some of the key questions that Chief Learning Officers are asking about leadership, and highlight some of the methods L&D leaders have adopted to help develop better leadership skills across the organisation.

Read more here.

Marianne Schenk, Global Head of Leadership Development at Julius Baer, shares her insights on the importance of adaptability and reflection in effective leadership. Marianne discussed the idea being on a "dance floor" versus viewing from the "balcony." Marianne Schenk is Managing Director, Senior Advisor, Global Head Leadership Development at Julius Baer and a Senior Organisational Change expert with a global portfolio. Read more and watch the full interview here.

Doug Scott, the former leader of Executive Leadership at GE, and Jay Moore, the Global Learning & Culture Leader at GE Crotonville, spoke with iVentiv about GE's Corporate University campus at Crotonville, its history, and significance. The two experts shared their experiences and insights on leadership development, the role of emotional intelligence, and the importance of trust in building a culture of collaboration. Read more and watch the full interview here.

Jay Moore, Global Learning and Culture Leader, GE references the importance of coaching at GE, how the company 'spends a great deal of time with our most senior leaders for them to be better coaches' and how it 'continues to be a needed and necessary skill for leaders'. In essence, it is the tailored approach to development that coaching offers, that can help executives improve their leadership skills and achieve their goals, making it an attractive option for learning, talent, and leadership executives to invest in. Read more here.

Adeline Looi, Global Head of Integrated Leadership Development at Nestlé is responsible for helping 30,000 people leaders and 273,000 full-time employees in over 180 countries grow in leadership. Speaking to iVentiv's Temi Bamgboye, Adeline discusses about the Nestlé Leadership Framework, her own philosophy on leadership, and why it is that fewer people now want to be leaders. Watch the full interview.

Pages