Emotional health has moved from a peripheral topic to the center of talent attraction and retention strategies in Brazilian companies. A 2024 global Deloitte survey shows that 76% of Generation Z professionals, born between 1995 and 2010, prioritize psychological well-being when choosing where to work. The same study indicates that 46% of these young people experience frequent anxiety, and more than half believe employers still do too little for mental health.
In this context, more companies are adopting structured emotional management solutions to create healthier work environments while complying with recent legal requirements. Experts recommend continuous processes involving psychological and behavioral mapping, strategic feedback for leadership, individualized action plans, and mentoring for HR teams and managers to achieve this goal.
For Jéssica Palin Martins, an organizational behavior psychologist with over 15 years of experience in corporate culture and mental health, and founder of IntegraMente—a methodology combining validated psychological tests with strategic action plans for leadership and HR teams—the perception of the workplace has changed, along with the criteria that attract and retain talent. ‘Generation Z is unwilling to accept toxic environments or inconsistent cultures. New generations want authenticity, active listening, and alignment between words and actions,’ says the expert.
According to Jéssica, mapping employees’ emotional functioning 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 globally, according to LinkedIn and PwC data.
Beyond addressing 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 regulations are still being developed, the law already establishes criteria for recognizing organizations implementing effective emotional well-being initiatives for employees.
Another legal guideline came with Ordinance No. 1,419, published by the Ministry of Labor and Employment in August of the same year. It updated the Occupational Risk Management chapter of Regulatory Standard No. 1 (NR-1), including psychosocial factors among risks to be monitored alongside physical, chemical, biological, and ergonomic hazards.
“The ongoing transformation is not just regulatory but cultural. We’re shifting from a goal-centered model to a relationship-based logic. Emotional well-being has become a management criterion, and the sooner leadership understands this, the better the collective performance,” says the psychologist.
Generation Z’s entry into the workforce has led companies to reevaluate practices, structures, and organizational cultures. More than salary or titles, these professionals prioritize purpose, emotional balance, and alignment between what a company communicates and what it actually delivers.
Companies wanting to attract this profile, according to the expert, should watch for subtle signs of emotional disconnection, such as declining engagement, quiet quitting (quiet quitting), and high turnover in the first months. Emotional diagnostics, she says, are essential for anticipating these patterns before they become structural problems.
Another crucial point is leadership’s role. Generation Z tends to reject authoritarian management and values leaders who can engage in dialogue, offer constructive feedback, and act transparently. Mentoring, continuous training, and empathetic communication programs are considered strategic investments.
The changes don’t just affect the young. Generation Z’s presence has also prompted learning among other team members. ‘They challenge the status quo, ask for explanations, demand consistency. This forces a review of rigid processes and fosters a more horizontal environment,’ says Palin.
Emotionally welcoming environments—with space for difficult conversations, respect for individuality, and attention to mental health—benefit professionals of all ages. Creating internal listening channels, clear psychological support policies, and psychosocial risk prevention measures are practices that need structuring and institutionalization.
“Emotional support isn’t a symbolic gesture—it’s a performance indicator,” she says. ‘Companies that don’t understand this are destined to lose top talent to competitors who adapted faster.’
Attracting and retaining Generation Z professionals requires abandoning rigid hierarchical models, valuing emotional dialogue, and integrating structured psychological care into people management. The challenge is cultural—but when managed well, results can reflect in productivity, organizational climate, and brand reputation.
Seven guidelines for attracting and retaining Generation Z, according to Jéssica Palin:
- Structure a psychologically safe environment
Promote a culture of active listening and trust, where employees can share ideas and perceptions with responsible freedom. Free expression should be encouraged to generate solutions without enabling attitudes that challenge or disrespect organizational values. - Implement continuous emotional management processes
Use psychological and behavioral mapping tools to identify risks, promote well-being, and guide strategic decisions. Diagnostics should be conducted ethically, confidentially, and with institutional alignment. - Develop empathetic and transparent leaders
Invest in continuous training to cultivate leaders skilled in dialogue, constructive feedback, and alignment with company values. - Ensure alignment between words and actions
Avoid contradictions between external messaging and internal employee experiences. Institutional consistency strengthens trust and engagement. - Comply with current mental health legislation
Meet legal requirements under Law No. 14,831/2024 and Ordinance No. 1,419/2024, focusing on psychosocial risk prevention. - Encourage intergenerational exchange
Value Generation Z’s critical and innovative perspective as a catalyst for positive change. Intergenerational dialogue strengthens organizational culture. - Turn emotional care into institutional policy
Structure permanent emotional support programs, listening channels, and mentoring. Care initiatives should be monitored and linked to company strategic indicators.
