Talent retention is no longer just a matter of comparing your company to the one next door. People are questioning the role that work plays in their lives, how they want to earn a living, and what conditions they’re willing to accept in order to build a career. For those who lead people, understanding this shift has become part of the job.

A professional may be considering another job opportunity. But they may also want to serve clients as a consultant, provide digital marketing services, take on odd jobs, sell online, work through apps, or combine different sources of income. Self-employment has been around for a long time. The difference is that digital tools have expanded the ways to find clients, offer expertise, and test out a line of work without the infrastructure that would have been necessary in the past.

That’s what I discuss in my presentations when I distinguish between employability and workability. Employability is the chance to secure and keep a job. Workability is the ability to solve problems and generate work and income in different ways, which broadens the paths available in a career. People management needs to consider this broader perspective when thinking about what makes someone want to stay.

This debate is gaining momentum amid low unemployment. According to the IBGE, the unemployment rate stood at 5.3% in the June–August 2026 quarter. Formal private-sector employment, excluding domestic workers, reached a record high of 39.5 million people, while 26.1 million were self-employed. In my view, this scenario requires companies to better explain—and demonstrate in their day-to-day operations—why it’s worth building a career there.

That doesn’t mean everyone can choose freely: according to the latest IBGE data, there were still 5.8 million unemployed people. Nor does it mean that being self-employed is easier. You have to attract customers, manage costs, and weather periods without income. Comparing a salary to revenue—while ignoring benefits and job security—can lead to a poor decision.

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As this range expands, the connection to work deserves attention. In the Pluxee and The Happiness Index survey, conducted with 11 ,208 professionals from all regions of Brazil between July 13 and 31, 2026, the engagement score fell from 7.4 in 2025 to 6.8 in 2026. In the same survey, 22% said they were likely to leave the company within the next 12 months.

An intention to leave does not equate to an actual resignation, but it warrants attention. The survey does not show that other income opportunities caused the decline in engagement. My interpretation is that questioning work models plays a role in this relationship between engagement and retention. It is up to the manager to understand what their team is seeking before responding with a counterproposal.

Among young people, there is another cause for concern. According to the analysis presented by the Ministry of Labor and Employment (MTE) at the CIEE, based on the Continuous National Household Sample Survey (PNAD) for the first quarter of 2026, 38.2% of employed individuals aged 18 to 24 had been in their current job for less than one year. Among adolescents aged 14 to 17, the figure was 52%. This reflects the length of time in employment—which includes those who have just entered the workforce—rather than a resignation rate.

You can’t turn this data into a judgment about a generation lacking commitment. In my book, *The World Is Yours, But Take It Easy!*, I argue that we need to look at the period during which people are building their careers. Constant comparison and the promise of success

They immediately span generations. For those just starting out, it’s up to the company to provide guidance and perspective, and up to the young person to understand that learning, earning credibility, and delivering results takes time.

GPTW Brazil 2026 offers insight into what drives employee retention. At the award-winning organizations, quality of life was the main reason for staying among 37% of employees, followed by growth opportunities, at 33%. Among those aged 25 and under, growth opportunities ranked first, at 50%. These responses come from employees at these companies, whose needs vary depending on where they are in their careers.

Growing can mean learning a new skill, solving more complex problems, and taking on responsibilities with guidance. It’s important to show employees the way forward and set clear standards, without promising promotions that the company cannot deliver.

The 2026 TIME/Statista “Brazil’s Best Employers” ranking also places greater emphasis on recommendations from company employees when selecting the 500 recognized companies. There’s a useful question behind this: Would someone who knows our daily routine recommend working here to someone they care about? It’s worth listening to the answers broken down by team, role, and length of service.

I would start with the work environment. A nice office and beanbag chairs are no substitute for respecting who a person is. Someone caring for a young child may need a predictable schedule. A colleague in the same role, without children, may have other needs that are equally legitimate. Listening to each person and agreeing on conditions based on clear criteria allows us to acknowledge differences without creating privileges.

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Trust in leadership is built when words are backed up by actions, even when no one is watching. How does a manager react to a mistake? Does he or she listen to a differing opinion without making the person feel uncomfortable? Does he or she follow through on what was agreed upon? A positive work environment is revealed in these situations—in the way people are treated every day.

This requires time and dedication on the part of the leader. In addition to assigning tasks and ensuring they are completed, leaders must talk with employees, provide guidance, and monitor each person’s progress. Asking what they want to learn and what paths they wish to pursue is part of this responsibility. Managers must be partners in the career journeys of those they lead, even when their goals extend beyond the company’s capabilities.

I would also track employee departures during the first 90 days and the first year, breaking them down into resignations, terminations by the company, and contract expirations. An overall turnover rate masks very different situations. Who leaves, from which team, at what point, and for what reason—these are questions that help determine where to take action.

From a professional standpoint, expanding career opportunities does not eliminate the need to study, persevere, build strong relationships, and be reliable. Technology can speed up a task. Maturity, expertise, and reputation continue to be built over time and through consistency.

No company can prevent everyone from leaving, and there are personal projects that deserve to take a different path. The challenge for management is to provide a place where people can learn, grow, and contribute—while respecting their individual circumstances and with leadership that dedicates time to their career development.

Today, retaining talent requires understanding why someone would choose to build part of their career with you.

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