What makes you stay in your job? Just a good salary, or something that goes much deeper and brings you satisfaction and fulfillment in what you do? A company’s purpose reflected in its daily operations is one of the most crucial factors for attracting and retaining talent, seeking true inspiration that engages each professional to give their best to grow and thrive. These characteristics must be clearly reflected in the corporate culture to elevate each individual’s performance and productivity.
According to a study conducted by TOTVS in partnership with H2R Insights & Trends, 33% of respondents highlighted the importance of the company’s purpose aligning with their personal values when accepting a job offer. Being in an environment not only of recognition but also with a clear purpose in its actions, making us feel part of something greater, has proven essential for greater motivation to give our best in our responsibilities.
But how can this be built and reinforced in practice? After all, having good ideas is not enough if they are not put into action assertively, aligning with what is theoretically advocated. One of the best ways to achieve this is by providing a conducive space for each employee to grow and develop—not just meeting deliverables but going beyond, testing new proposals, suggesting changes, and exploring opportunities that make sense for them and their professional ambitions.
Encouraging entrepreneurship is a strategy well-aligned with this purpose, though it is still not fully explored by the market. Our country has had the highest rate of entrepreneurs in the last four years. We jumped from 31.6% in 2023 to 33.4% in 2024, going from 8.7% of businesses opened and established for over three years in 2020 to 13.2% last year. Today, we surpass other major nations in this regard, including the UK, Italy, and the United States.
A corporate culture that fosters entrepreneurship and opens space for employees to bring their visions and insights promotes greater engagement and performance in each individual, granting more autonomy to take ownership of their professional growth process. Additionally, it makes them feel more valued and belonging within the corporate environment, inspired and encouraged to achieve increasingly better results.
Looking at the market, there are plenty of examples of major players that already adopt this mindset in their culture—such as Google, Meta, Intel, Harvard, and many others. In Brazil, this movement is also gaining strength, something that should be reinforced and encouraged given the clear advantages for greater productivity, attraction, and retention of qualified professionals.
Considering this scenario, adapting the internal structure under a new holding vision is one of the beneficial options in this regard, encouraging collaboration between parties to achieve increasingly better results aligned with mutual objectives. For example, they can become partners in specific projects or implement profit-sharing based on established performance goals.
Going further, it is important to create this sense of belonging internally, giving space for employees to develop their own business plans instead of limiting them to what the market traditionally fosters regarding individual career plans. Making them feel part of what is projected and aspired, with a greater purpose that motivates everyone to give their best and strive for increasingly better results.
When these opportunities for growth and recognition are seen, it will be the key turning point for inspiring and retaining professionals—not suppressing their actions but giving them the freedom to explore, create, and bring their visions to everything that can be improved.
This autonomy does not need to be applied to all roles or levels; each company must understand where it tends to be most beneficial to foster greater internal inspiration. The secret lies in valuing maximum autonomy for each individual, instilling the famous ‘owner’s mindset,’ within an organized growth perspective guided by this business plan for greater scalability of the business as a whole.
