Emotional diagnosis becomes an asset of companies in the race for Gen Z talent

Emotional health is no longer a peripheral issue and has become the center of talent attraction and retention strategies in Brazilian companies. A global Deloitte survey 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 suffer from frequent 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 grows, while 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 focused on HR teams and managers.

For Jessica Palin Martins, a psychologist specialized in organizational behavior, with more than 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 leaders and HR teams, the perception of the work environment has changed and, with it, the criteria that attract and retain talent in companies. “A Generation Z is not willing to accept toxic environments or inconsistent cultures. The new generations want authenticity, active listening and coherence between discourse and practice”, says the expert.

According to Jessicamapping the emotional functioning of professionals is one of the most effective ways to reduce voluntary turnover and adjust leadership practices.Brazil is 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 14,831 was sanctioned, which created the Certificate of Promoting Company for Mental Health. Although the regulation is still in progress, the standard already establishes criteria for the recognition of organizations that implement effective actions aimed at the emotional well-being of employees.

Another legal guideline came with Ordinance 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 Standard no. 1 (NR-1), including psychosocial factors among the risks that must be monitored, alongside physical, chemical, biological and ergonomic agents.

“The ongoing transformation is not only normative, but cultural.We are moving from a goal-centered model to a relationship-based logic. The emotional became a management criterion, and the sooner leaders understand this, the better the collective performance”, says the psychologist.

The arrival of Generation Z in the labor market has led companies to reevaluate organizational practices, structures and cultures. More than remuneration or positions, these professionals prioritize purpose, emotional balance and coherence between what the company communicates and what it actually delivers.

Companies that want to attract this profile, according to the expert, should be aware of subtle signs of emotional disconnection, such as falling engagement, silent avoidance (quiet quitting) and high turnover in the first few months.Emotional diagnosis, he says, is an essential tool to anticipate these patterns before they become structural problems.

Generation Z tends to reject authoritarian leadership and values managers who know how to dialogue, offer constructive feedback and act with transparency.Mentoring and continuous training processes, as well as training in empathic communication, are considered strategic investments.

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 forces a review of cast processes and stimulates a more horizontal environment”, says Palin.

Emotionally welcoming environments, with openness to difficult conversations, respect for individuals and mental health care, benefit professionals of all ages. The creation of internal listening channels, clear psychological support policies and actions to prevent psychosocial risks are practices that need to be structured and institutionalized.

“Emotional reception is not a symbolic gesture (IS an indicator of” performance, says. “Companies that do not understand this are bound to lose the best professionals to competitors who have been able to adapt faster.”

Attracting and maintaining Generation Z professionals requires abandoning rigid hierarchical models, valuing emotional dialogue and integrating structured psychological care practices into people management.The challenge is cultural & ODE and the results, when well conducted, can be reflected in productivity, organizational climate and brand reputation.

Seven guidelines for attracting and retaining Generation Z, according to Jessica Palin:

• Structure an environment with psychological safety
  Promote a culture of active listening and trust, in which employees can present ideas and perceptions with responsible freedom. Freedom of expression should be encouraged to generate solutions, without making room for attitudes that confront or disrespect the values of the organization.
• Implement ongoing emotional management processes
  Use psychological and behavioral mapping tools to identify risks, promote well-being and guide strategic decisions. Diagnosis should be conducted with ethics, confidentiality and institutional alignment.
• Form empathetic and transparent leadership
  Invest in continuous training to develop leaders who know how to dialogue, offer constructive feedback and maintain consistency with company 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 provided for in Law 14.831/2024 and Ordinance 1.419/2024, focusing on the prevention of psychosocial risks.
• Encourage intergenerational exchange
  Value the critical and innovative look of Generation Z as a catalyst for positive change.Intergenerational dialogue strengthens organizational culture.
• Turn emotional care into institutional policy
  Structure permanent programs of emotional support, listening channels and mentoring. Care should be monitored and linked to the company's strategic indicators.