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Global Marketing Trends: Resilient seeds for growth
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.
Among those who report positive mental well-being, 67% of Gen Zs and 72% of millennials feel their job allows them to make a meaningful contribution to society. These generations are also worried about their financial futures, with about 40% of Gen Zs and millennials indicating they are concerned about their ability to retire comfortably. In contrast, among those who feel financially insecure, only 28% of Gen Zs and 31% of millennials say they are happy. Among our respondents, 60% of financially secure Gen Zs and 68% of financially secure millennials say they felt happy with their life over the past year.
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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 daman game app 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.
While money, meaning, and well-being may seem like separate and often competing priorities, the survey data reinforces how tightly interconnected each of these areas are in how Gen Zs and millennials are seeking to grow in their careers. It’s clear that building careers through skill development is a top priority for Gen Zs and millennials. When asked about their concerns with the current higher education system, 40% of Gen Zs and 38% of millennials said the high cost of tuition was their primary concern.
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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.
- Perhaps it is because work is such a significant component of their personal identities that so many want their work to be purpose driven.
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- Financial concerns, for example, appear to be a barrier to personal and professional growth for Gen Zs and millennials.
- In contrast, among those who feel financially insecure, only 28% of Gen Zs and 31% of millennials say they are happy.
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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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How employers can support Gen Zs and millennials in their thirst for learning
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.
Deloitte
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.
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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.
If we have selected the wrong experience for you, please change it above. In the United States, Deloitte refers to one or more of the US member firms of DTTL, their related entities that operate using the “Deloitte” name in the United States and their respective affiliates. Deloitte Insights and our research centers deliver proprietary research designed to help organizations turn their aspirations into action. Leaders are in a unique position to drive progress on human sustainability and hold organizations accountable for workplace well-being. Deloitte’s latest Human Capital Trends report explores how organizations can navigate tensions in the evolving worker-organization relationship.
Leveraging the full strength and global experience of Deloitte, to provide the insights, tools and tailored strategies private businesses need to navigate an ever-changing world. As organizations work to engage Gen Z and millennial workers, it’s clear that financial security, well-being, and finding meaning in work aren’t just buzzwords—they’re deeply connected aspects of what these generations value and seek out as they grow their careers. Meanwhile, 40% of Gen Zs and 34% of millennials say they feel stressed or anxious all or most of the time, roughly consistent with last year—and much of that stress comes from their job, according to respondents. And 28% of Gen Zs and 27% of millennials said they were concerned that higher education offered limited practical experience.
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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From learning to leadership, this is your chance to take your career to the next level.
We go beyond traditional auditing, transforming the process into an opportunity for insight and understanding. Deloitte Private’s Audit & Assurance practice helps provide the confidence you need to navigate uncertainty in a complex landscape. Please see /about to learn more. DTTL (also referred to as “Deloitte Global”) and each of its member firms and related entities are legally separate and independent entities, which cannot obligate or bind each other in respect of third parties. If you have a strong foundation in accounting, analytical thinking, and problem-solving, join us to drive confidence in business and shape the future of corporate reporting. Whatever stage you are at in your academic or career journey, we have a programme designed to support your growth and ambitions.
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