5 Things to Know about Gen Z and Millennial Employees

Gen Z and Millennials will make up 74% of the global workforce by 2030. This gives companies all of five years to prepare for a time when individuals who are currently aged 19-42 dominate leadership roles and define workplace culture.

That’s not much time.

According to Deloitte’s new 2025 Gen Z and Millennial Survey, these two generations:

• Have extremely high expectations of their employers
• Tend to “job hop” more frequently than their predecessors (17% plan to leave their employers within two years)
• Prioritize learning and development
• And, they don’t really equate “success” with “climbing the corporate ladder”

Here are five more things that Deloitte says companies should know about younger generations of employees, their expectations and where their priorities lie:

• Yes, work-life balance is actually a thing. Gen Z, in particular, is focused on work/life balance and just 6% of them say their primary career goal is to reach a leadership position.
• Managers are missing the mark. Both Gen Zs and Millennials think their managers should be providing more guidance and support; inspiration and motivation; and mentoring opportunities.
• They know a thing or two about advanced tech. Most Gen Z and Millennial workers (56%) are also using generative artificial intelligence (GenAI) in their day-to-day work for everything from data analysis to project management to risk assessment.
• They’re worried about money. Both generations are concerned about the rising cost of living rates, and nearly half of them are not financially secure and/or living paycheck-to-paycheck.
• And they want to do meaningful work that matters. Gen Zs and Millennials want to do purpose-driven work—an important criteria for 89% of Gen Zs and 92% of Millennials.

You can download the full report here, but Deloitte’s recommendations include cultivating a culture of learning and development that starts on the day someone is hired and continues as they progress in their careers.

Deloitte also recommends prioritizing training and reskilling programs that prepare the workforce (e.g., technical training, development of soft skills like emotional intelligence, etc.) and clearly defining and communicating the organization’s purpose. The latter helps organizations attract individuals who align with that purpose, it says, “and helps employees find meaning in their work.”