While what it means to have purpose-driven work can vary from more personal objectives to a desire to drive broader societal change, Gen Zs and millennials are willing to make career decisions based on what matters to them (figure 6). For example, 42% of Gen Zs and 41% of millennials believe managers have a responsibility to foster a positive and inclusive work culture, but only 22% of Gen Zs and 21% of millennials believe that is happening. Many of these workplace stress drivers align with areas that Gen Zs and millennials say they’d like to see their managers doing more to support, underscoring again the important role managers play for these two generations. While concerns about their long-term financial futures top the list of factors contributing to anxiety and stress, respondents also cited workplace concerns such as long working hours and a lack of recognition as contributors to anxiety or stress (figure 5). More than 80% of respondents cited their long-term financial future and day-to-day finances as factors contributing to feelings of anxiety or stress. Our survey data shows that the more financially secure respondents feel, the more likely they are to say they are happy.
The prevalence of gen AI is also causing many Gen Zs and millennials to reconsider the traditional paths they take to develop necessary workforce skills, which, for many, includes a college education. In terms of the skills and capabilities they feel are most important to their career progression and how they want to be supported, Gen Zs and millennials are aligned. But the skills that Gen Zs and millennials appear to be prioritizing even more aren’t technology skills. She collaborates with global business leaders to shape the People and Purpose agenda, serving partners and employees in member firms. We constantly strive to improve our services and provide maximum comfort while shopping. Deciding the career for you is more than simply “landing the job.» It’s finding a place where you know you make a difference each day, where you can be your most authentic self. It’s choosing your impact.
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Certain services may not be available to attest clients under the rules and regulations of public accounting. Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee («DTTL»), its network of member firms, and their related entities. The report represents a broad range of respondents, from those with executive positions in large organizations to others who are participating in the gig economy, doing unpaid work, or are unemployed. Forty-four percent of Gen Zs and 45% of millennials have left a role they felt lacked purpose, and around 40% of both groups have rejected an assignment or project or even a potential employer based on their personal ethics or beliefs.
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It’s no longer about climbing the ladder—in fact, only 6% of Gen Z and millennial respondents said their primary career goal is to reach a leadership position. The results of our 2025 survey, which included 23,482 Gen Z and millennial respondents across 44 countries, found that growth is an important thread for these two generations, but they’re also redefining what it means to grow at work. Whatever your age, gender or culture, you’ll make more of your career at Deloitte. They enjoy an environment of continuous learning, challenging experiences, and enriching career opportunities. Through the magazine, we share our expertise and experience to benefit our customers, continuously enhancing their knowledge and understanding.
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It facilitates greater transparency and collaboration with the audit team, streamlines information requests and document uploads and reduces the time you spend on manual tasks supporting the audit process. Deloitte practitioners use data to target risk assessments, combining professional judgement with a focus on excellence to deliver an audit that goes beyond expectations. Using leading-edge technology, our skilled practitioners harness data to see the big picture more clearly and uncover deeper, more meaningful insights. Using leading-edge technology, our practitioners harness data to see the big picture more clearly and uncover deeper insights.
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- In comparison to the six in 10 respondents who believe AI skills are important for the future, more than eight in 10 (86% of Gen Zs and 85% of millennials) believe soft skills are somewhat or highly required.
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- She collaborates with global business leaders to shape the People and Purpose agenda, serving partners and employees in member firms.
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For Gen Zs and millennials, positive well-being is important to supporting a sense of purpose at work. Fewer than six in 10 Gen Zs (52%) and millennials (58%) rate their mental well-being as good or very good in this year’s survey. More than half of both Gen Zs and millennials are living paycheck to paycheck, and more than one-third struggle to pay their living expenses each month (figure 4). Financial concerns, for example, appear to be a barrier to personal and professional growth for Gen Zs and millennials. And for organizations, this may hold a key to attracting talent, reducing turnover, and increasing worker engagement. Balancing the trifecta of money, meaning, and well-being sets the foundation for overall happiness among these two generations.
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Deciding the Careers for you is more than simply “landing the job.” It’s finding a Place where you know you make a difference each day, where you can be your most authentic self. We collaborate with entrepreneurs and private businesses to improve and grow. Deloitte Private’s consulting solutions help imagine, deliver and lead innovative new ways to transform businesses.
Learn about Deloitte’s offerings, people, and culture as a global provider of audit, assurance, consulting, financial advisory, risk advisory, tax, and related services. In our survey, 59% of Gen Zs and 62% of millennials said that they believe that gen AI skills are somewhat or highly required for their career advancement. We serve clients in a variety of industries, from financial services, consumer business, energy, mining & manufacturing, tourism, technology, media & telecommunications and the public sector. Our teams leverage our leading-edge technology and provide insights to clients that help improve their financial reporting systems and controls.
Our audit professionals ensure financial statements are accurate, transparent, and compliant, while our assurance services go beyond to address financial reporting, internal controls, and sustainability assurance. DTTL does not provide services to clients. DTTL (also referred to as «Deloitte Global») does not provide services to clients. We leverage our experienced professionals, innovative technologies and global methodologies to resource our clients’ needs. With world-class business knowledge and industry experience, our services can help your business drive progress and unlock real results. DTTL (also referred to as “Deloitte Global”) does not provide services to clients.
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To do this, we are empowering our 7.500 people to be future leaders in sustainability, with Deloitte their platform to make an impact that matters through our clients. Using our strong relationships and proven experience in transformation, we make courageous, purposeful and even unexpected connections that inspire meaningful action. Deloitte helps to close the gap between ambition and impact by empowering our clients with insight, support and practical advice. Deloitte uniquely understands your business and cybersecurity challenges and opportunities. Rich experience. Click here to access an essential advisory for career aspirants.
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How can organizations find the sweet spot in this trifecta and create environments where Gen Z and millennial workers feel truly supported and fulfilled? For organizations, addressing these interconnected priorities is not only a strategy for enhancing worker happiness but also an important approach to attracting and retaining talent. In qualitative interviews this year, Gen Zs and millennials indicated that while making a meaningful contribution to society is important to them, it doesn’t always need to be achieved at work. Perhaps it is because work is such a significant component of their personal identities that so many want their work to be purpose driven. And that sense of purpose is critical daman game app for these generations, whose definition of growth includes contributing to something bigger than themselves.
Gen Zs are typically defined as being born between January 1995 and December 2010, but this study does not include respondents younger than 18, so each year the definition of Gen Zs in this survey shifts a year to include all adult Gen Zs. As defined in the study, Gen Z respondents were born between January 1995 and December 2006, and millennial respondents were born between January 1983 and December 1994. Additionally, respondents include students who have completed or are pursuing degrees, those who have completed or plan to complete vocational studies, and others who are in secondary school and may or may not pursue higher education. The report includes quotes from survey respondents who answered open-ended questions, as well as from participants in one-on-one, ethnography-style, qualitative interviews conducted separately from the online survey. These generations are the heartbeat of future innovation, so nurturing them today is also securing the organization’s own path forward.
Although a university or college degree remains valuable, 31% of Gen Zs and 32% of millennials in this year’s report say they decided not to pursue higher education. Some are instead opting to explore alternative paths such as vocational qualifications, apprenticeships, or trades that may offer more skills-based learning and a lower financial burden. It makes sense, then, that both generations are focused on training and developing skills to prepare them to work alongside gen AI. And 61% of Gen Zs and millennials worry gen AI will make it harder for younger generations to enter the workforce, as it automates tasks typically performed by entry-level workers.
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