Employee engagement has gone beyond being a simple organizational climate indicator and has become a strategic differentiator. For Alexandre Slivnik, a specialist in service excellence and vice-president of the Brazilian Association of Training and Development (ABTD), inspiring teams requires more than motivational campaigns: it demands present leadership, clear communication, and a culture that values each professional's purpose.
"An engaged team does not happen by chance. It is the result of an environment where the employee feels they belong, that their voice matters, and that their effort has a real impact," he statesSlivnikWith over 20 years of experience in leadership and customer engagement, the specialist has worked with companies seeking to transform their teams' performance through methodologies inspired by leading organizations such as Disney, Universal, and Apple.
Gallup data shows that highly engaged teams 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 department, but of the entire leadership. For Slivnik, when leaders act as agents of inspiration and 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 an open space for suggestions create an atmosphere of trust. "People do not engage when they do not know where the company is going. The leader needs to translate the strategy into daily actions and connect collective goals to individual targets," he explains.
Another key element, according to Slivnik, is constant recognition. It's not just about awards and bonuses, but about everyday practices that reinforce the value of individual contributions. "A simple compliment can have more impact than a bonus. The employee wants to know they are on the right track, and it is up to the leader to clearly signal this," he says.
Furthermore, he emphasizes that the work environment must be conducive to development. Companies that promote continuous learning, protagonism, and innovation tend to develop professionals more committed to results. Engagement is born when the employee understands that growing within the company also means growing as a person. This only happens where there is space for ideas, for exchange, and for productive mistakes.
Slivnik also warns about the risks of superficial engagement initiatives, such as one-time events or motivational speeches disconnected from practice. For him, the consistency between speech and leadership's attitude is what sustains trust. There's no use saying that the employee is important and ignoring their suggestions. Engagement requires honesty, consistency, and real presence in the team's daily life.
In his international immersions with Brazilian leaders, he observes that admired companies worldwide share a common characteristic: they place the employee at the center of the experience, just as they do with the customer. "The logic is simple: if the team is enchanted, the customer feels it. And that translates into results."
To build a genuine engagement environment, Slivnik recommends five practices: aligning expectations clearly, recognizing achievements frequently, encouraging continuous learning, listening attentively, and communicating authentically. "There is no magic formula. What exists is consistency. When the leader inspires by example and cares for human relationships, the results appear in the team's performance," he concludes.
