2025年Z世代和千禧一代调查报告

2025

Gen

Z

and

Millennial

SurveyGrowth

and

the

pursuit

of

money,

meaning,

and

well-beingEach

generation

brings

values,

attitudes,

and

beliefs

thatshape

what

makes

them

happy

in

the

workplace.Projectedtomakeup74%oftheglobalworkforceby2030,GenerationZ(bornbetween1995and2006)andmillennials(bornbetween1983and1994)areadefiningforce.Itisimportantforbusinessestounderstandwhatmatterstothesegenerations.DeloitteGlobal’sGen

ZandMillennialSurvey,nowinits14thyear,examinesthefactorsshapingtheworldviewsof23,482GenZandmillennialrespondentsacross44countries.Theresultsrevealacohortofprofessionalswhoarerejectingtraditionalrulesandantiquatedstructuresintheirpursuitofcareersatisfaction—andultimately,

happiness.GenZsandmillennialsareambitious.Butforthem,successisnotnecessarilyaboutclimbingthecorporateladder.Infact,manyarenotmotivatedbyreachingseniorleadershippositions,revealingapotentialleadershippipelineproblemforthe

future.Learninganddevelopmentisapriority,andtheyexpecttheiremployerstoprovidetheseopportunities.Somehaveforegonehighereducationtopursuethepracticalskillsthattradeorvocationaltrainingprovides.Andastechnologytransformstheworldofwork,GenZsandmillennialsareenhancingtheirknowledgeandembracingnewtools,suchas

GenAI.Thesegenerationsareseekingmorethanjustajob.Makingmoneyisimportantbutsoisfindingmeaningfulworkandwell-being.Theyarelookingforcareerswiththerightbalanceofthesefactors,a“trifecta”thatcanbehardto

find.Theyhavehighexpectationsfortheiremployers,andtheyoftenjobhoptomeettheircareerambitionsinaworldwherethesocialcontractbetweenemployersandemployeeshas

eroded.Manyfeeltheirmanagersarenotmeetingtheirneeds.Somebelievethatcompaniesarenotdoingenoughtoaddressworkplacestress.Andmostarefeelingthepressuresofthecostof

living.Thefindingsdemonstratetheneedfororganizations,seniorleaders,andmanagerstocreateenvironmentswhereworkerscannotonlyattainthetrifectaofmeaningfulwork,financialsecurity,andwell-being,butalsoachievetheprofessionalgrowththeyarelookingfor.Bysupportingthesepillarsconsistently,organizationscanupholdthesocialcontractandcreateacycleofsatisfaction,engagement,and

success.2DeloitteGlobal2025GenZandMillennial

Survey©2025.Forinformation,contactDeloitteToucheTohmatsu

Limited.Amongthisyear’skey

findings:GenZsandmillennialsarefocusedonlearning,butfeeltheirmanagers

are

missing

the

mark

on

key

aspects

of

their

developmentGenZsaremorefocusedonwork/lifebalancethanclimbingtothetopofthecorporateladder—only6%saytheirprimarycareergoalistoreachaleadershipposition.Buttheydon’tlackambition.Whenaskedthestrongestreasonstheychosetoworkfortheircurrentemployer,learninganddevelopmentisinthetopthree,justbehindwork/lifebalanceandopportunitiestoprogressintheircareers.Sevenin10GenZssaytheyaredevelopingskillstoadvancetheircareersonceaweekormore,comparedto59%ofmillennialswhosaythesame.BothGenZsandmillennialsarealignedontheskillstheyfeelareimportanttoprogressintheircareers(softskills,timemanagement,andindustry-specific

knowledge).

There

is

also

a

sense

amongboth

generations

that

their

managers

aremissingthemark.Theybelievemanagers’keyroleistoprovideguidanceandsupport,toinspireandmotivatethem,tooffermentorship,andtohelpthemsetboundariestoensurework/life

balance.Instead,manyfeelthattheirmanagersaremostlyfocusedonclosely

overseeingday-to-daytasks.Concerned

about

its

return

on

investment,

some

are

foregoinghigher

educationSomeGenZsandmillennialsseemtobereexamininghowtheeducationsystempreparesthemforthejobmarket.Althoughauniversityorcollegedegreeremainsvaluable,thetraditionaluniversitytocareerpathisnotnecessarilythedefaultanymore,asnearlyone-thirdofGenZs(31%)andmillennials(32%)inthisyear’sreportsaytheydecidednottopursuehighereducation.FortypercentofGenZsand38%ofmillennialssaidthehighcostoftuitionwastheirprimaryconcern.ButtheirresponsesalsorevealaskepticismaboutthereturnoninvestmentofhighereducationwithmanyGenZsandmillennialsquestioningiftheeducationprovidedatuniversitieswouldgivethemenoughpracticalexperiencetopreparethemforthejob

market.Soft

skills

are

vital

as

GenAI

transforms

the

way

Gen

Zs

andmillennials

workMostGenZs(57%)andmillennials(56%)arealreadyusingGenAIintheirday-to-dayworkforavarietyof

tasks:dataanalysis,creativework,contentcreation,projectmanagement,strategycreation,riskassessments,andmore.Theyarelargelypositiveaboutthetechnology,sayingthatithelpsthemimprovethequalityoftheirwork,andfreesuptimetofocusonmorestrategicworkwhile

improving

their

work/life

balance.

But

they

also

have

significant

concerns:

They

worry

it

willreduceavailablejobsandmakeitharderforyoungpeopletoentertheworkforceinthefuture.TheyarefocusedontrainingandskillsdevelopmenttopreparethemtoworkalongsideGenAI.Andastheycontinuedevelopingtheirtechnicalskills,theyalsobelievethatdevelopingsoftskills,suchasempathyandleadership,ismoreimportantthan

ever.3DeloitteGlobal2025GenZandMillennial

Survey©2025.Forinformation,contactDeloitteToucheTohmatsu

Limited.Money,

meaning,

and

well-being

intersect

to

form

thefoundationforhappinessat

workCareerfluidityisadefiningfeatureofthemodernworkforce:Nearlyone-third(31%)ofGenZsplantoswitchemployersinthenexttwoyears.Andwhilemillennialsmaybemoresettledintotheircareers,17%stillsaytheyplantoleavetheiremployerwithintwoyears.Theirjobhoppingisn’tdrivenbyalackofloyalty.ManyGenZsandmillennialsseeitasastrategytoseekstability,betterwork/lifebalance,agreatersenseofpurpose,andanopportunitytolearnandacquirenewskills.Whenaskedabouttheircareergoalsandthefactorsthatcausethemtochangecareersand/oremployers,theiranswerscanbeboileddowntothreekeyareas:money,meaning,andwell-being.BalancingthesethreethingssetsthefoundationforoverallhappinessamongGenZsandmillennials.Andforemployers,itmayholdthekeytoattractingtalent,reducingturnover,andincreasingengagement.Thereis

a

rising

sense

of

financial

insecurity

among

Gen

Zsand

millennialsForthefourthyearinarow,thecostoflivingtopsthelistofconcernsforGenZsandmillennials.Andthereisarisingsenseoffinancialinsecurity—nearlyhalfofGenZs(48%)andmillennials(46%)saytheydon’tfeelfinanciallysecureandmorethanhalfofbothgenerationslivepaychecktopaycheck.Theseconcernsaretakingatoll:Only36%ofGenZsand39%ofmillennialswithcost-of-livingconcernssaytheyfelthappyoverthepastyear.Andeightin10saytheirlong-termfinancialfutureandtheirday-to-dayfinancescontributetotheirstress

levels.Gen

Zs

and

millennials

want

purpose-driven

work,

or

theresources

to

drive

change

outside

of

workPurposeinfluencesmotivation,engagement,andaccordingto89%ofGenZsand92%ofmillennials,itisimportanttojobsatisfactionandwell-being.ManyGenZsandmillennialswanttofindmeaningintheircareersandoftenseekoutworkthat

allowsthemtoderiveabroadersenseofpurpose.Whenevaluatingapotentialemployer,morethanhalfofGenZs(54%)andmillennials(53%)saymeaningfulworkisveryimportant.Forthosewhodon’tfeeltheyaremakingameaningfulcontributiontosocietythroughtheirwork,somearefocusedonmakingmoneyandhavingagoodwork/lifebalancesothattheycanusetheirtimeandresourcestomakeadifferenceoutsideof

work.Supporting

the

mental

well-being

of

workers

should

startwith

addressing

the

root

causes

of

workplace

stressGenZsandmillennialswhosaytheirleaderssupporttheirmentalhealth,whohaveopportunitiestogrowwithintheirorganizations,andwhoaresatisfiedwiththeirwork/lifebalancearemorelikelytosaytheyhavepositivewell-being,andbyextensionaremorelikelytoreporthigherlevelsofhappiness.Yet,only52%ofGenZsand58%ofmillennialsratetheirmentalwell-beingasgoodorverygood.And40%ofGenZsand34%ofmillennialssaytheyfeelstressedoranxiousallormostofthetime—amongthem,aboutone-thirdsaytheirjobisamajorsourceofstress.Longworkinghours,lackofrecognition,andtoxicworkplacesaredrivingtheirstresslevels.GenZsandmillennialsfeeltheirmanagerscoulddomoretoaddresstherootcausesofstressintheworkplace.EnvironmentalconcernscontinuetoinfluenceGen

Zandmillennial

behaviorTheenvironmentisamajorsourceofanxietyforthesegenerations,withtwo-thirds(65%ofGenZsand63%ofmillennials)sayingtheyhavefeltworriedoranxiousabouttheenvironmentinthepastmonth.Theirenvironmentalconcernsinfluencetheirconsumerbehavior.Forexample,nearlytwo-thirdsofGenZs(65%)andmillennials(63%)saytheyarewillingtopaymoreforenvironmentallysustainableproductsorservices.Environmentalconcernsalsoimpacttheircareerdecisions—twooutof10GenZs(23%)andmillennials(22%)saytheyhaveresearchedacompany’senvironmentalimpactorpoliciesbeforeacceptingajobfrom

them.4DeloitteGlobal2025GenZandMillennial

Survey©2025.Forinformation,contactDeloitteToucheTohmatsu

Limited.Tableof

contents12345678LearninganddevelopmentandtheleadershipgapReexaminingthevalueofhighereducationEmbracingthepromiseof

GenAIHappinessandtheintersectionofmoney,meaning,andwell-beingFinancialconcerns:Costoflivingcontinuestotakea

tollPrioritizingpurpose:Howthesegenerationsareseekingmeaningat

workEnhancingmentalwell-beingbyconfrontingworkplace

stressAnxietyandaction:HowenvironmentalconcernsshapeGenZandmillennial

behavior5DeloitteGlobal2025GenZandMillennial

Survey©2025.Forinformation,contactDeloitteToucheTohmatsu

Limited.1Learninganddevelopmentandtheleadership

gap6DeloitteGlobal2025GenZandMillennial

Survey©2025.Forinformation,contactDeloitteToucheTohmatsu

Limited.Withtheemergenceofviraltrendssuchas“quietquitting”,“bareminimumMondays”,and“productivity

theater”,GenZshavegainedareputationfornotputtingineffortatwork.Arecentsurveyfoundthatthree

infourmanagersandbusinessleaderssayGenZisthemostchallenginggenerationtoworkwith

duetotheirperceivedlackoftechnicalskills,motivation,andeffort.Millennialsfacedsimilarcriticismearlierintheircareers,oftendeemed“entitled”and“disengaged”byolder

generations.Intergenerationaltensionsintheworkforcelikelystemfromtheverydifferentenvironmentsinwhicheachgenerationstartedtheircareersandhowthisshapedtheirperspectivesand

expectations.Oldermillennialsstartedtheircareersduringthe2008financialcrisiswhichledtohighunemployment,limitedopportunitiesforcareerprogression,andstagnantwages.Alternatelyseenastheburnout

ortheresilient

generation,millennialsworkedmorehoursforlesspayandlesssecurity,strugglingtoachievethesamestandardsoflivingastheirparents.Manyreactedbyrejectingthestatusquo,namelyseekingmorepurpose-drivenworkandnewworkpatternssuchasremote

work.Subsequently,manyGenZsstartedtheircareersduringaglobalpandemic,which,amongotherimpacts,resultedinwidespreadreflectionontheroleworkshouldplayinaperson’slifeandultimatelyadeeperfocusonwork/life

balance.Career

ambitionsGenZs’focusonwork/lifebalancemaygivethemdoubtsaboutclimbingtothetopofthecorporateladder—only6%ofGenZssaidtheirprimarycareergoalistoreachaleadershipposition.Butthisdoesn’tmeantheylackambition.Theyare,infact,veryfocusedonlearningandgrowing.Whenaskedthestrongestreasonstheychosetoworkfortheircurrentemployer,learninganddevelopmentisinthetopthree,justbehindgoodwork/lifebalanceandopportunitiestoprogressintheircareers.And70%ofGenZssaytheyaredevelopingskillstoadvancetheircareersonceaweekormore,comparedto59%ofmillennialswhosaythesame.Whilenearlyone-third(30%)arelearningnewskillsduringwork,abouttwo-thirdsofGenZs(67%)aredevelopingskillsoutsideofworkinghours,eitherbeforeorafterwork,orontheirdays

off.Timespentdeveloping

skillsOncea

weekor

moreAcoupleoftimesamonthtoonceayearorless

oftenNeverGen

Zs70%27%3%millennials59%36%5%Q.Howoftendoyouworkondevelopingskillsthatadvanceyour

career?Whentheyaretypicallytakingtimetodevelop

skillsOnworkdays,eitherbefore

orafter

workWhileworkingOn

theirdays

offGen

Zs34%30%33%millennials32%33%32%Q.Andwhenareyoutypicallytakingthetimetodeveloptheseskillstoadvanceyour

career?7DeloitteGlobal2025GenZandMillennial

Survey©2025.Forinformation,contactDeloitteToucheTohmatsu

Limited.Expectationsversus

realityIntermsoftheskillsandcapabilitiestheyfeelaremostimportanttotheircareerprogression,andhowtheywanttobesupported,GenZsandmillennialsarealigned.Theysaysoftskills(likecommunication,leadership,empathy,andnetworking),timemanagement,andindustry-specificknowledgearemost

important.Andtodeveloptheseskillsandcapabilities,theywantmentorshipandguidance(86%ofGenZsand84%ofmillennials)andon-the-joblearningandpracticalexperience(89%ofboth

generations).Most

helpful

tools

for

career

growthPercentageofrespondentssayingtheyfindthesevery/somewhat

helpfulOn-the-job

learning

andpracticalexperienceMentorship

and

guidancefromexperiencedcolleaguesFeedback

andperformancereviewsPeerlearningandcollaborationFormal

trainingprograms89% 89% 86% 84% 82% 81% 84% 83% 81% 81%Gen

Zs millennialsMost

required

skills

for

career

advancementPercentageofrespondentsselectinghighly/somewhat

requiredSoftskills(e.g.,communication,leadership,

empathy,

networking,

etc.)TimemanagementskillsIndustry-specificknowledgeandexpertiseCreativityandinnovation

skillsProjectmanagement

skills86% 85% 86% 84% 84% 85% 80% 79% 78% 78%Gen

Zs millennialsQ.Towhatextentareeachofthefollowinghelpfulinassistingyourcareer

growth?Q.Whichskillsaremostrequiredforadvancementinyour

career?“Careergrowthtomeusedtobeclimbingtheladderhigherandhigher.Notonlyjustforthetitle,butalsotheprestigeandthehigherpay.IthinkcareergrowthnowmeansreallymakingsurethatIamalwayslearningandalwayshavemoreopportunitiesinmycareer,butalsomakingsurethatIamstillpassionateabouttheworkthatI

do.”-Millennial,

Female8DeloitteGlobal2025GenZandMillennial

Survey©2025.Forinformation,contactDeloitteToucheTohmatsu

Limited.Managersshouldbeinapositiontoprovideorfacilitatethesethings,butGenZsandmillennialsfeelthereisawidegapbetweenwhattheyexpectoftheirmanagersandwhattheyareactuallyexperiencing.Theywant

managerstoprovideguidanceandsupport,toinspireandmotivatethem,tooffermentorship,andtohelpthemsetboundariestoensurework/lifebalance.Instead,mostfeelthattheirmanagersaremorefocusedoncloselyoverseeingday-to-day

tasks.Thegapbetweenwhatrespondentsbelievetheirmanagers

should

do,

versus

what

they

actually

doGenZs’

beliefsGenZs’actual

experiencemillennials’

beliefsmillennials’actual

experienceCloselyoverseeday-to-day

tasks39%38%33%32%28%27%36%35%59%57%51%50%+3%+3%Provideguidanceandsupporttoteam

members-26%-25%Inspireand

motivatethe

team-23%-23%Setboundariesandensurework/life

balance26%24%36%32%44%42%50%48%-18%-18%Teachandmentor

employees-14%-16%Q.PleasecomparewhatyoubelievethekeyroleofsupervisorsshouldbeintheworkplaceaswellasyouractualexperienceindealingwithsupervisorsManymanagersseethisgapthemselves—accordingtothelatestDeloitteUSGlobalHumanCapitalTrends

report,managersspendnearly40%oftheirtimesolvingimmediateproblemsandfocusingonadministrativetasks,withonly13%oftheirtimespentdevelopingthepeoplewhoworkforthem.Andthesamereportfindsthatoverone-third(36%)ofmanagersarenotsufficientlypreparedtobepeoplemanagers,suggestingthatmorelearninganddevelopmentisneededacrosseachstageofaperson’s

career.“I’vehadmanagerswhoweresolelyfocusedontaskcompletionwithoutfosteringanygrowthorinnovation…mycurrentleaderswantustotrynewthings,takerisks,andpursuelearningopportunities,evenifitmeansspendingtimeawayfromourregularjobduties.Thissupportiveenvironmenthasbeenagame-changerformyprofessional

development.”GenZ,

Male9DeloitteGlobal2025GenZandMillennial

Survey©2025.Forinformation,contactDeloitteToucheTohmatsu

Limited.Supportingbetterlearningand

developmentTacticsthatGenZsandmillennialsbelievetheiremployerscouldusetobettersupporttheirlearningneedsinclude:creatingdedicatedin-houselearningprogramsandallottingtimetoconductlearningwithoutinterferingwithworkloadsandresponsibilities,offeringfinancialcompensationforexternallearningopportunities,providing1:1mentorshipopportunitieswithexperts,andofferingaccesstolearningplatformsandsubscriptions.Somefeelthatmoreopportunitiesforjobrotationorjobshadowingwouldalsohelpthemlearn.Top

ways

in

which

employers

can

support

Gen

Z

and

millennial

learning

needsCreatededicated

in-house

learning

programsandallottimetofocuson

themOfferfinancialcompensationforexternallearning

opportunitiesProvide1:1mentorshipopportunitiesProvideaccesstolearningplatformsand

subscriptionsFacilitatepeerlearningandknowledgesharingGen

Zs29%24%24%23%23%millennials31%27%20%24%22%Q.Whatarethetoptwowaysinwhichemployerscansupportyourlearning

needs?10DeloitteGlobal2025GenZandMillennial

Survey©2025.Forinformation,contactDeloitteToucheTohmatsu

Limited.Takeawaysforbusiness

leadersTomeettheneedsoftoday’sworkforce,businessesshouldcultivateacultureoflearninganddevelopmentwhichstartsrightfromthebeginningoftheiremployees’careersandcontinuesastheyprogress.Learninganddevelopmentshouldbeacontinuousprocessofinvestingingrowthateachstage.Itrequiresconsistentlyevaluatingwhatskillsandcapabilitiesworkersshoulddevelop,howtoprovidetherightlearningopportunities,andhowtoensurethatpeoplefeelcomfortabletakingtimeawayfromtheirbusyworkloadstoengageinlearninganddevelopment.Bymakinglearningapriority,organizationscanenabletheopportunitiesforgrowthandlifelongdevelopmentthatGenZsandmillennialshavecometoexpectinthe

workplace.Oneareathatthesurveyfindingsclearlypointtoisaneedforbetterleadershiptrainingtohelpensurethatmanagersarepreparedforthepeople-leadershipaspectoftheirjobs.Businessleadersshouldconsidertherolemanagersplayindrivingworkforcesuccess.Asworkersarebeingaskedtolearnnewskillsandwaysof

working,adapttonewtechnologies,andpivotinresponsetounexpectedchange,organizationsshouldempowermanagers,whoareuniquelysituatedtoredesignworkandhelptheirpeoplenavigatechangeinthefaceofincreasing

complexity.“Idon’twanttopigeonholemyselfwithinthefirst

fewyears,nomatterifit’saverygoodcompanyoraverygoodsalary.IfI’mgoingtobepursuingmycareerandthere’snoprogramsinplaceinternallyto

helpemployeesgrow,thenit’snotworthittome.Nomatterthecompany

name.”GenZ,Male11DeloitteGlobal2025GenZandMillennial

Survey©2025.Forinformation,contactDeloitteToucheTohmatsu

Limited.2Reexaminingthevalueofhigher

education12DeloitteGlobal2025GenZandMillennial

Survey©2025.Forinformation,contactDeloitteToucheTohmatsu

Limited.It’sclearthatGenZsandmillennialsvaluetheopportunityforcontinuouslearninganddevelopmentatwork,butsomeseemtobereexamininghowtheeducationsystempreparesthemforthejob

market.Althoughauniversityorcollegedegreeremainsvaluable,thetraditionaluniversitytocareerpathisnotnecessarilythedefaultanymore,asnearlyone-thirdofGenZs(31%)andmillennials(32%)inthisyear’ssurveysaytheydecidednottopursuehighereducation.Someareinsteadoptingtoexplorealternativepaths,suchasvocationalqualifications,apprenticeships,ortradesthatmayoffermoreskills-basedlearningandlowerfinancial

burden.Factorsinfluencinghighereducation

decisionsWithinthesecohorts,financialconstraintsandevolvingprioritiesarepushingsomeawayfromhighereducation.Nearly40%ofGenZsandmillennialswhodecidednottopursuehighereducationcitedfinancialconstraintsasoneoftheprimarydrivingfactors.For34%ofGenZsand42%ofmillennials,familyorpersonalcircumstancesalsoaffectedtheirdecision.Beyondmoneyandpersonalconsiderations,somefeltthathighereducationwasn’ttherightpathforthem.Forexample,roughlyaquartersaidtheywerelookingforflexibilityandtheopportunitytolearnontheirownterms(26%ofGenZsand22%ofmillennials),orwereseekingcareerpathsthatdon’trequireauniversityorcollegedegree,suchasvocationaltraining,

apprenticeships,ortrades(25%ofGenZsand22%ofmillennials).Around20%inbothcohortssaidtheychosenottoattenduniversitybecausetheywerenotinterestedintraditional

education.Reasons

influencing

their

decision

not

to

pursue

higher

educationFinancial

constraintsFamilyor

personalcircumstancesDesireforflexibility

andlearningonmyowntermsSeekingcareerpathsthatdonotrequirehigher

education

(e.g.,

vocationaltraining,apprenticeship)Lackofinterestintraditional

educationConcernabout

futureburdenofstudentloansPursuing/planningto

pursueentrepreneurshipWithfastevolvingtechnologiessuchasAI,Idon’tfeelhighereducationis

providingmewiththe

skillsIneedGen

Zs39%34%26%25%21%21%19%16%Millennials39%42%22%22%19%18%15%15%Q.Whataretheprimaryreasonsinfluencingyourdecisiontonotpursuehigher

education?*Questiononlyaskedtothosewhodidnotattendcollegeor

university13DeloitteGlobal2025GenZandMillennial

Survey©2025.Forinformation,contactDeloitteToucheTohmatsu

Limited.millennialsGen

ZsWhenaskedabouttheirconcernswiththecurrenthighereducationsystem,40%ofGenZsand38%ofmillennialssaidthehighcostoftuitionwastheirprimaryconcern.Buttheirresponsesalsorevealaskepticismabout