The Shift in Career Aspirations: Insights from Deloitte’s 2025 Gen Z and Millennial Survey
As the workplace landscape evolves, so do the ambitions and priorities of younger generations. Deloitte’s 14th annual Gen Z and Millennial Survey provides a fascinating glimpse into the changing dynamics of career aspirations for these groups. Business leaders must take notice of these trends and adapt their strategies to better align with the expectations of today’s workforce.
Redefining Success in the Workplace
When it comes to career goals, a mere 6% of Gen Zs and millennials aspire to reach the pinnacle of corporate leadership. This statistic might surprise traditionalists, but it signifies a deeper ambition. Learning and development are at the forefront of their priorities, alongside a balance of money and well-being. These generations are not shunning ambition; rather, they are actively seeking mentorship, guidance, and opportunities to gain practical skills that matter in the future marketplace.
However, what stands out is the disconnect between expectations and reality. Many feel their managers are more focused on supervision than development. The latest findings from Deloitte’s Global Human Capital Trends confirm this gap; managers are spending their time solving immediate issues rather than nurturing talent. The takeaway? There is a pressing need for organizations to prioritize continuous learning and development throughout an employee’s career.
The Value of Higher Education: A Questionable Investment?
Despite the enduring prestige associated with traditional university degrees, nearly one-third of Gen Zs and millennials are questioning its value. As rising educational costs continue to challenge prospective students, many are opting for alternative paths, including vocational training.
The main concern? Return on investment. Students are increasingly skeptical about whether their education equips them with the necessary skills for today’s job market. As businesses struggle with finding talent that meets their experience requirements, there lies an opportunity to rethink approaches to talent acquisition and skill development in ways that align better with the realities facing today’s youth.
Embracing Soft Skills in a GenAI World
As GenAI technology becomes more prevalent, Gen Zs and millennials maintain a positive outlook, despite some apprehensions. Over 50% of respondents incorporate GenAI into their work processes, reporting improvements in productivity and work-life balance. However, concerns linger: over 60% fear that automation could threaten job security, prompting many to seek roles perceived as insulated from these disruptions.
To stay competitive, both generations recognize the critical need to develop soft skills like empathy and leadership, which they deem more important for career advancement than merely honing technical expertise. Organizations must invest in this holistic training to achieve sustainable growth and maximize return on investment from GenAI adoption.
The Money, Meaning, and Well-being Trifecta
Respondents in the survey identified three critical factors influencing their career decisions: money, meaning, and well-being.
1. The Money Factor
Cost of living concerns have dominated discussions for these generations, with almost half of Gen Zs (48%) and millennials (46%) reporting financial insecurity. This prevalent anxiety directly impacts their mental health and overall job satisfaction, demonstrating the interconnectedness of financial stability and emotional well-being.
2. The Meaning Factor
A substantial focus lies on finding purpose in their work. For many, this perception of purpose varies—some associate it with creating societal impact, while others emphasize a stable income, work-life balance, or skill development. Importantly, around 90% of Gen Zs and millennials assert that a sense of purpose is paramount for job satisfaction.
3. The Well-being Factor
Organizations that support mental health, offer growth opportunities, and provide work-life balance foster a healthier, more satisfied workforce. Notably, individuals with positive mental well-being are significantly more likely to feel their work contributes to society—67% of satisfied Gen Zs and 72% of satisfied millennials claim this, compared to much lower figures among those experiencing poor mental health.
Key Takeaways for Business Leaders
To cultivate a happier and more resilient workforce, business leaders must modernize their approaches. It starts with recognizing the profound link between financial stability, purpose, and well-being in employee satisfaction. Investing in learning and development, alongside empowering managers to nurture their teams, is essential.
Ultimately, understanding and meeting the needs of Gen Zs and millennials is not just about attracting top talent; it’s about creating a sustainable workplace that aligns with their aspirations. By embracing these insights, organizations can pave the way for a thriving future workforce.
For a deeper dive into these findings, explore the full insights presented in the 2025 Deloitte Global Gen Z and Millennial Survey.
