Research shows that organizational climate and culture also influence the decision to change jobs
02/10/2025
Nearly seven out of ten Brazilian workers (68%) surveyed in a study by consulting firm Aon are in the process of changing or considering changing jobs within the next 12 months. This figure is above the global average of 60% and is included in the Employee Sentiment Study 2025, obtained exclusively by Valor. The survey consulted over 9,000 people across 23 countries, including 500 in Brazil. Of the total respondents, 56% are men, 43% hold middle management positions, and 28% are in director or C-level roles. Globally, 54% are working on-site—compared to 48% in Brazil—and 40% are in hybrid work arrangements, with 46% in Brazil. Remote workers account for 7% globally and 6% in Brazil.
The survey also revealed that 24% of respondents feel undervalued in their current workplaces. According to Leonardo Coelho, vice president of health and talent at Aon in Brazil, the intention to switch jobs reflects the importance placed on organizational climate and culture, alongside salary and benefits. He also emphasized the importance of maintaining a balance between professional responsibilities and personal life, a concept that has gained increased significance in the post-pandemic era. “Known in corporate environments as ‘work-life balance,’ it is the fourth most highly rated benefit by Brazilians, following only health plans and dental plans [in addition to paid leave],” he said.
The study further noted that 73% of Brazilian workers are open to negotiating a new job with a better benefits strategy that aligns more closely with their realities or needs—a trend observed for some time, Mr. Coelho noted. “To put it into perspective, according to the latest edition of our Benefits Survey for 2023/2024, 14.3% of companies offered flexible benefits to their workforce, an increase of six percentage points compared to the 8.3% in the 2021/2022 edition,” he said. “The flexibility in choosing benefits can accommodate the diverse expectations of employees and is a strategy that respects worker individuality, meeting their primary needs and serving as a solid approach to attracting and retaining talent.”
The AON study outlined the primary expectations of professionals concerning benefits. Among respondents, 75% said that employers should support employee well-being. Another survey by the consulting firm found that 50% of companies already offer programs in this area. “The discrepancy between what companies offer and employee perception raises an essential issue for the success of a benefits strategy: the effectiveness of communicating the benefits offered by the company to its employees,” Mr. Coelho said.
Other expectations of Brazilian employees include financial support for education (67%), assistance with childcare (66%), financial guidance (60%), and support for women’s health (58%).
According to the findings, 61% of Brazilians agree that their salaries are fair compared to similar positions in the same sector—although this does not deter the desire to switch jobs. Mr. Coelho believes that fair and adequate salaries and benefits strategies are indispensable for job satisfaction. However, with intense competition among companies in the same sector, salary and benefits are not the only deciding factors, he said. “Pharmaceutical companies are known for their high investment in benefits strategies, yet according to Aon’s 2024 Salary Study, they experience a voluntary turnover rate of 9.9%, which is higher than the average voluntary turnover rate across all industries, which stands at 8.8%,” he said.
This occurs, he said, due to high competition within the same sector. “With similar salary and benefits strategies, the differentiating factors when choosing where to work are climate and culture,” he said. “These findings are also reflected in the Employee Sentiment Study, with 21% of employees prioritizing a relaxed work environment and 20% considering whether the company’s values align with their personal values.”
He emphasized that the sense of belonging is one of the most impactful elements in employee engagement and retention, as it helps talents find meaning in their work and feel fulfilled both professionally and personally. “When these feelings are absent from an employee’s daily life, they are much more likely to seek other opportunities and assess the job market, even if their current compensation is satisfactory.”
Regarding the desire of 75% of Brazilian respondents for their employers to support employee well-being, this figure is significantly lower globally (49%). Mr. Coelho believes this is strongly related to Brazilian culture. “The importance of well-being for employees gained more relevance during the pandemic. It was a paradigm-shifting moment when people began to prioritize well-being and quality of life more, a factor that involves not only health but also several other benefits companies can offer, such as work-life balance, financial education, programs encouraging healthy habits, support for emotional health issues, and many others,” he said.
He added that although there is a noticeable change in companies’ strategies to improve employee quality of life, nearly one-fifth of respondents still feel their employer needs to do more to protect and enhance their well-being. “This dissatisfaction with the well-being offered by the company can often be resolved with more efficient communication,” Mr. Coelho said. “Many companies have a satisfactory well-being strategy, but it doesn’t reach the employee’s awareness.”
*By Adriana Fonseca — São Paulo
Source: Valor International