Giving Employees a Voice Drives Results

Reading time: 6 minutes

Open and systematic conversations with employees have emerged as a powerful management tool. Known as employee voice, this approach turns team perceptions into actionable data that can guide decisions, prevent conflicts, and improve the workplace environment.

Despite its potential, the concept of active listening — as it is known in Brazil — still faces cultural barriers. Many leaders believe they are already listening to their teams, but in reality, they lack structured feedback processes or fail to act on the input they receive.

“It’s common for leaders to think they’re listening, but truly listening is different from simply giving space. It involves receiving, reflecting, and, most importantly, acting,” notes Eliane Aere, President of the Brazilian Human Resources Association of São Paulo (ABRH-SP) and CEO of Umanni.

Why Many Efforts Fail

The process often fails when feedback is collected but no action is taken. “Gathering feedback without an action plan creates frustration and breaks trust,” warns Távira Magalhães, HR Director at Sólides. Fear of handling difficult suggestions or criticism also slows progress. “Ignoring the input doesn’t eliminate problems — it only postpones them,” Aere emphasizes.

Leadership development is another critical factor. Many managers are trained to provide answers, not to listen actively. “The first challenge is overcoming the ‘know-it-all’ culture. Doing so requires institutional courage and the ability to listen empathetically, without defensiveness,” Aere adds.

Creating a Safe Environment

Active listening directly impacts talent retention and employee engagement, making it not only a sign of good workplace culture but also a strategic choice. It allows companies to identify operational bottlenecks faster, reduce rework, and adjust processes based on insights from front-line employees.

To support this, companies are investing in multiple channels: anonymous feedback platforms, discussion circles, ongoing evaluations, focus groups, and cross-analysis of performance, turnover, and workplace climate data. These practices help identify behavioral patterns, map unmet expectations, and detect early signs of dissatisfaction. Combining these tools provides a more accurate understanding of what affects employees’ daily experiences and offers a stronger basis for improvement actions.

However, employee voice only generates results when embedded in a culture that values listening and fosters mutual trust. “Safe environments are built in the details: how an idea is received, the attention given to suggestions, and the feedback offered afterward. Respect is the foundation of everything,” Aere emphasizes.

Active listening does not replace other management tools but expands the available data, strengthens a culture of trust, and improves the connection between leadership and teams.

Steps to Implement Effective Active Listening

Távira Magalhães outlines a step-by-step approach to maximize the practice’s impact:

Establish a structured listening routine with defined frequency and follow-ups, even when suggestions are not implemented.
Train managers to receive, analyze, and act responsibly on feedback.
Assign responsibilities and deadlines for each type of input, ensuring employees know the outcome of their suggestions.
Prioritize insights with the highest impact on employee experience and business results, converting them into concrete action plans.
Communicate decisions transparently, reinforcing the feedback loop and participatory culture.