Mental health in the real estate sector in 2026: positive indicators but a challenge in terms of engagement to be met

This more favorable perception is reflected in slightly higher scores for resilience, confidence in the future, emotional balance, and self-esteem. Employees also perceive their company as more committed to these issues, with preventative measures more frequently implemented and more often perceived as effective. However, employee engagement remains comparable to the average.

A sector where mental health is slightly better than average

Employees in the sector show a level of good mental health that is very slightly above average: 80% report being in good mental health, compared to 77% across all sectors.

They also show themselves to be a little more solid on several psychological dimensions: ability to bounce back (7/10), confidence in the future (6,8/10), emotional balance (6,3/10) and self-knowledge/self-esteem (6,7/10), which are markers consistent with a better perceived QWL and an environment considered more structuring.

These results can be explained by organizations that are often on a human scale (independent agencies, franchise networks) where hierarchical proximity and team culture create a more personalized atmosphere, a potentially more protective social climate.

Greater satisfaction with their working conditions

Across all dimensions, employees in the sector report higher levels of satisfaction than those observed in the entire panel.

They include, in particular:

• 82% said they were satisfied with inclusion and professional equality (+4 points vs. average),
• 75% on workplace relationships and atmosphere (+8 points),
• 74% on working conditions, health and safety (+8 points),
• 70% on skills development and career path (+9 pts).

In other words: the sector ticks the fundamentals of QVCT (framework, relationships, security, progression), which constitutes a valuable foundation of resilience in a period of economic and social uncertainty.

An environment where effort is correlated with reward (an incentive variable), where autonomy is genuine (portfolio management, organization), and where usefulness is tangible on a daily basis (supporting a life project, negotiating, advising) can help strengthen these resources. The quality of workplace relationships, which is significantly better assessed, fits within this framework: in a people-oriented profession, team dynamics act as a buffer... as much as a performance driver.

Better consideration of mental health issues in the sector

Another finding: 59% of employees in the sector report that their company is committed to mental health issues (compared to 54% on average).

In fact, organizations have taken more action: 51% of employees indicate that their company has implemented at least two prevention actions (compared to 37% on average), and 32% report having no action available (compared to 44% across all sectors).

In a sector exposed to commercial stress and market fluctuations, this anticipation may reflect a faster awareness of psychosocial risks: 72% of employees consider these actions positive (+6 points), a sign that prevention, when tangible and followed, produces a perceived effect.

Good indicators... but commitment that hasn't taken off.

Despite these positive signs, engagement dimensions remain close to the average: employee NPS at 6,7/10 (barely +0,3 pt) and engagement score at 6,1/10, similar to all employees.

This discrepancy is a point of concern: the 2026 edition shows that when mental health deteriorates, employees clearly "disengage" (marked disengagement, decrease in employer recommendation).

This “disengagement” highlights a simple rule: good conditions and preventative measures are necessary, but not always sufficient to trigger sustained engagement. The challenge for real estate professionals now lies in transforming the gains made in quality of work life and prevention into commitment, by cultivating meaning, vision, and recognition on a daily basis, particularly in a cyclical environment.

According to Camy Puech, founding president of Qualisocial: "The barometer shows it year after year: prevention works. In real estate, the signs are rather encouraging, but the challenge now is to move from useful actions to a structured and continuous approach, to secure commitment and sustainable performance."

Illustrative image of the article via Depositphotos.com.