Emotional health has ceased to be a peripheral topic and has become central to the 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 is increasing to create a healthier work environment and, at the same time, meet 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.
ToJéssica Palin MartinsPsychologist specializing 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," says the expert. "The new generations want authenticity, active listening, and consistency between speech and practice."
SecondJessicaMapping 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 addressing generational demands, these initiatives also align with new legal obligations. In April 2024, Law No. 14,831 was enacted, creating the Certificate of the Company Promoting Mental Health. Although the regulation is still underway, the standard already establishes criteria for recognizing organizations that implement effective actions aimed at employees' emotional well-being.
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 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 just normative, but cultural. We are shifting from a goal-oriented model to a relationship-based logic. Emotions have become a management criterion, and the sooner leadership understands this, the better the collective performance will be," says the psychologist.
The arrival of Generation Z in the labor market has led companies to reevaluate practices, structures, and organizational cultures. More than compensation or positions, these professionals prioritize purpose, emotional balance, and consistency between what the company communicates and what it actually delivers.
Companies that wish to attract this profile, according to the specialist, should be attentive to subtle signs of emotional disconnection, such as decreased engagement, silent evasion.quiet quitting) and high turnover in the first months. Emotional diagnosis, he affirms, 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 leadership and values managers who can communicate effectively, provide constructive feedback, and act transparently. Mentoring and continuous training processes, as well as training in empathetic communication, are considered strategic investments.
The changes do not only affect young people. The presence of Generation Z has also led to learning among the other team members. "They challenge the status quo, demand explanations, and call for consistency. This forces a revision of rigid processes and encourages a more horizontal environment," says Palin.
Emotionally supportive environments, open to difficult conversations, respecting individuality, and attentive to mental health, 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 support is not a symbolic gesture — it is a performance indicator," he/she/they affirm. Companies that do not understand this are doomed to lose the best professionals to competitors who adapted 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 when well managed, the results can be reflected in productivity, organizational climate, and brand reputation.
Seven guidelines to attract and retain Generation Z, according to Jéssica Palin:
- Create an environment with psychological safety
Promote a culture of active listening and trust, where employees can present ideas and perceptions with responsible freedom. Freedom of expression should be encouraged to generate solutions, without opening space for 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 must be conducted with ethics, confidentiality, and institutional alignment. - Form empathetic and transparent leadership
Invest in continuous training to develop leaders who can communicate effectively, provide constructive feedback, and stay aligned 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 the current legislation on mental health
Meet the legal requirements established by Law No. 14,831/2024 and Ordinance No. 1,419/2024, focusing on the prevention of psychosocial risks. - Encourage exchange between generations
Value the critical and innovative perspective of Generation Z as a catalyst for positive change. Intergenerational dialogue strengthens organizational culture. - Transform emotional care into institutional policy
Establish permanent programs of emotional support, listening channels, and mentoring. The care must be monitored and linked to the company's strategic indicators.
