Emotional well-being has ceased to be a peripheral topic and now occupies the center of attraction and talent retention strategies in Brazilian companies. A global survey by Deloitte, released in 2024, shows that 76% of Generation Z professionals, born between 1995 and 2010, prioritize psychological well-being when choosing where to work. The same survey indicates that 46% of these young people frequently suffer from anxiety, and more than half believe that employers still do little for mental health.
In this scenario, the number of companies adopting structured emotional management solutions to make the work environment healthier is growing, while also meeting recent legal requirements. To achieve this goal, experts recommend continuous processes involving psychological and behavioral mapping, strategic feedback for leadership, individualized action plans, and mentoring for HR teams and managers.
According to Jéssica Palin Martins, a psychologist specialized in organizational behavior, with over 15 years of experience in corporate culture and mental health, and founder of IntegraMente, a methodology that combines validated psychological tests with strategic action plans for leadership and HR teams, the perception of the work environment has changed, along with the criteria that attract and retain talent in companies. “Generation Z is not willing to accept toxic environments or inconsistent cultures. The new generations want authenticity, active listening, and coherence between speech and practice,” affirms the specialist.
Jessica, mapping the emotional functioning of professionals is one of the most effective ways to reduce voluntary turnover and adjust leadership practices. Brazil ranks among the countries with the highest turnover rates in the world, according to data from LinkedIn and PwC.
In addition to responding to generational demands, these initiatives also align with new legal obligations. In April 2024, Law No. 14,831 was enacted, creating the Mental Health-Promoting Company Certificate. Although the regulation is still in progress, the standard already establishes criteria for the recognition of organizations that implement effective actions focused on the emotional well-being of employees.
Another legal guideline came with Ordinance No. 1,419, published by the Ministry of Labor and Employment in August of the same year. The text updated the chapter on Occupational Risk Management of Regulatory Norm No. 1 (NR-1), including psychosocial factors among the risks to be monitored, alongside physical, chemical, biological, and ergonomic agents.
“The ongoing transformation is not just normative but cultural. We are moving from a goal-centered model to a relationship-based logic. The emotional has become a management criterion, and the sooner leaders understand this, the better the collective performance will be,” says the psychologist.
The arrival of Generation Z in the labor market has led companies to reassess organizational practices, structures, and cultures. More than just remuneration or positions, these professionals prioritize purpose, emotional balance, and the coherence between what the company communicates and what it actually delivers.
Companies looking to attract this profile, according to the specialist, should pay attention to subtle signs of emotional disconnect, such as a drop in engagement, silent evasion (quiet quitting), and high turnover in the first few months. Emotional diagnosis, she says, is an essential tool to anticipate these patterns before they become structural problems.
Another crucial point is the role of leadership. Generation Z tends to reject authoritarian bosses and values managers who can communicate effectively, provide constructive feedback, and act transparently. Processes of mentoring and continuous training, in addition to empathetic communication workshops, are considered strategic investments.
The changes do not only affect young people. The presence of Generation Z has also led to learning among other team members. “They challenge the status quo, ask for explanations, demand coherence. This requires a review of rigid processes and encourages a more horizontal environment,” says Palin.
Emotionally supportive environments, with openness for difficult conversations, respect for individuality, and attention to mental health, benefit professionals of all ages. The creation of internal listening channels, clear policies for psychological support, and actions to prevent psychosocial risks are practices that need to be structured and institutionalized.
“Emotional support is not a symbolic gesture—it’s a performance indicator,” she states. “Companies that fail to understand this are destined to lose top professionals to competitors who were able to adapt more quickly.”
Attracting and retaining Generation Z professionals requires abandoning rigid hierarchical models, valuing emotional dialogue, and integrating structured psychological care practices into people management. The challenge is cultural — and the results, when well-managed, can reflect on productivity, organizational climate, and brand reputation.
Seven guidelines to attract and retain Generation Z, according to Jéssica Palin:
- Structure an environment with psychological safety
Promote a culture of active listening and trust, where employees can freely present ideas and perceptions with responsible freedom. Freedom of expression must be encouraged to generate solutions, without giving space to attitudes that confront or disrespect the organization’s values. - Implement continuous emotional management processes
Use psychological and behavioral mapping tools to identify risks, promote well-being, and guide strategic decisions. The diagnosis should be conducted with ethics, confidentiality, and institutional alignment. - Train empathetic and transparent leadership
Invest in continuous training to develop leaders who know how to dialogue, offer constructive feedback, and maintain coherence with the company’s values. - Ensure alignment between speech and practice
Avoid contradictions between what is communicated externally and what employees experience internally. Institutional coherence strengthens trust and engagement. - Adapt to current legislation on mental health
Comply with the legal requirements set out in Law No. 14,831/2024 and Ordinance No. 1,419/2024, focusing on the prevention of psychosocial risks. - Encouraging intergenerational exchange
Value the critical and innovative perspective of Generation Z as a catalyst for positive change. Inter-generational dialogue strengthens the organizational culture. - Transform emotional care into institutional policy
Establish permanent programs for emotional support, listening channels, and mentoring. Care should be monitored and linked to the company’s strategic indicators.
