Overview
A session on growth conversations and performance reviews was conducted for a group of 100+ employees. The requirement came from the HR team, who observed that employees were treating performance reviews as a formality rather than a meaningful conversation.
Employees were unsure about:
- What to say in a review
- How to explain their work
- How to respond to feedback
As a result, most conversations lacked clarity, ownership, and engagement.
Client Background
The organization is a leading diversified financial services conglomerate in India with a three-decade legacy in the capital markets. Operating through seven independent business verticals, it maintains a significant presence in alternative asset management, mutual funds, asset reconstruction, and insurance. As of early 2025, the group manages over ₹2.4 trillion ($28+ billion) in customer assets and serves a massive client base of nearly 13 million individuals and institutions.
Its workforce is approximately 6,000 to 8,000 professionals strong, supported by an extensive distribution network of over 250 to 450 offices across 130+ cities in India. The company is noted for its progressive corporate culture, with women comprising roughly 25-27% of its employee base and a strong emphasis on leadership development within its young demographic.
What Was Observed at the Start
At the beginning of the session, the lack of engagement was clearly visible in the room.
Participants were spread out, some standing, some seated, many on their phones, and very few fully attentive. There was hesitation to participate, and most people preferred not to be noticed.
This made it evident that the challenge was not just to sharpen the skill, but also to deal with low involvement because of participants’ anticipated interest in the topic.
Approach Taken During the Session
To address this, the session was designed to focus on participation first, and content second.
Instead of starting directly with concepts, the first step was to bring everyone together into one common seating area. While participants initially resisted moving, this helped create a shared focus and made it easier to engage the entire group.
The session was then conducted in a highly interactive format, where participants were continuously involved through:
- Moving across the room and engaging with different individuals
- Asking direct questions instead of waiting for volunteers
- Involving participants in live discussions
- Using role plays based on real workplace situations
Rather than explaining performance reviews theoretically, participants were made to practice how these conversations actually happen.
Shift in Participant Behaviour
As the session progressed, a clear shift was observed.
Participants who initially stayed at the back or avoided attention began to engage more actively. Many of them literally moved forward in the room, coming closer to where the interaction was happening.
This change was visible through:
- Increased eye contact
- Faster responses
- Willingness to participate
- Reduced hesitation in speaking
The room, which initially felt scattered and disengaged, became more focused and interactive.
Observations in Online Sessions
A similar approach was also taken up while conducting online sessions on this topic for the same organisation, where we anticipated that disengagement would show up as:
- Cameras being turned off
- Minimal responses
- Participants dropping off midway
And the facilitator was prepared with a participation-first approach. Thus when participants were actively engaged through questions, prompts, and exercises, engagement improved even in the virtual setup.
Therefore, both offline and online sessions saw better participation and attention till the end.
Outcome and Feedback
The HR team highlighted that this level of engagement was different from their previous experiences.
Typically, during other sessions, the HR would see participants:
- Checking their phones
- Losing attention midway
- Stepping out of the room
However, during our sessions:
- Participants stayed till the end
- Distractions were minimal
- Engagement remained consistent
HR also noted that such sustained attention is rare, even in online formats.
Key Takeaway
This session highlighted that engagement does not automatically come from the topic. It depends on how the session is designed, adapted on the spot and conducted.
When participants are actively involved through movement, interaction, and practice:
- They stay more attentive
- They participate more willingly
- They understand how to apply the learning
As a result, performance reviews shift from being a routine activity to a more meaningful and structured conversation.
