Employee engagement has surpassed the status of a simple organizational climate indicator and has become a strategic differentiator. According to Alexandre Slivnik, a specialist in service excellence and vice president of the Brazilian Training and Development Association (ABTD), inspiring teams requires more than motivational campaigns: it demands a present leadership, clear communication, and a culture that values the purpose of each professional.
“An engaged team does not arise by chance. It is the result of an environment where the employee feels a sense of belonging, where their voice matters, and where their efforts have a real impact,” says Slivnik. With over 20 years of experience in leadership and customer delight, the specialist has worked with companies seeking to transform their teams’ performance through methodologies inspired by benchmark organizations like Disney, Universal, and Apple.
Data from Gallup indicates that teams with high engagement levels are 21% more productive and experience up to 59% less turnover. This direct impact on operational performance reinforces that engagement is not solely the responsibility of the Human Resources sector but of the entire leadership. According to Slivnik, when leaders act as sources of inspiration and practice active listening, the team responds with more collaboration, creativity, and loyalty.
Among the pillars of engagement, the specialist highlights internal communication as a decisive tool. According to him, transparency in decisions, alignment of expectations, and open space for suggestions create an atmosphere of trust. “People do not engage when they do not know where the company is headed. The leader needs to translate the strategy into day-to-day actions and connect collective goals with individual goals,” he explains.
Another key element, according to Slivnik, is constant recognition. It is not just about awards and bonuses, but about daily practices that reinforce the value of individual contributions. “A simple targeted compliment can have more impact than a bonus. The employee wants to know that they are on the right track, and it is up to the leader to signal this clearly,” he says.
Furthermore, he reinforces that the work environment needs to be conducive to development. Companies that encourage continuous learning, protagonism, and innovation tend to develop professionals who are more committed to results. “Engagement arises when the employee understands that growing in the company also means personal growth. This only happens where there is space for ideas, for exchange, and for productive mistakes.”
Slivnik also warns against superficial engagement initiatives, such as one-off events or motivational speeches disconnected from practice. For him, coherence between the leadership’s words and actions is what sustains trust. “It is not enough to say that the employee is important and ignore their suggestions. Engagement requires truth, consistency, and real presence in the team’s daily life.”
In his international immersions with Brazilian leaders, he observes that companies admired worldwide share a common characteristic: they put the employee at the center of the experience, just as they do with the customer. “The logic is simple: if the team is delighted, the customer feels it. And this translates into results.”
To build an environment of genuine engagement, Slivnik recommends five practices: align expectations clearly, recognize achievements frequently, encourage continuous learning, listen attentively, and communicate authentically. “There is no magic formula. What exists is consistency. When the leader inspires by example and takes care of human relationships, the result shows in the team’s performance,” he concludes.
