Deloitte 2025 gen z and millennial survey

The labor landscape is undergoing a transformative shift, as Gen Z and millennial workers increasingly grapple with burnout and job dissatisfaction. Insights from the Deloitte 2025 Gen Z and Millennial Survey highlight growing concerns among younger professionals, ranging from mental health struggles to anxiety about climate change. These issues are not only impacting their well-being but also reshaping their expectations of the modern workplace.

What is the Deloitte 2025 Gen Z and Millennial Survey?

The Deloitte 2025 Gen Z and Millennial Survey is an annual global study that explores the attitudes, values, and concerns of Gen Z and millennial workers. It provides insights into topics such as mental health, work-life balance, environmental sustainability, and the role of businesses in society. The 2025 edition highlights a growing demand for purpose-driven work, flexible work environments, and greater focus on employee well-being.

What are the key findings of the Deloitte 2025 survey?

Key findings from the Deloitte 2025 Gen Z and Millennial Survey reveal that younger generations prioritize mental health, sustainability, and flexible work models. A significant portion of respondents express concerns about the cost of living, climate change, and job security. The survey also shows a rising expectation for companies to take meaningful action on social and environmental issues.

To respond effectively, forward-thinking companies are turning to strategic workforce planning to align their talent strategies with evolving employee values and long-term business goals. This analysis explores the survey findings and presents key strategies for employers to attract and retain Gen Z talent in this rapidly changing environment.

Success Isn’t Just About Climbing the Ladder—Managers Matter More Than Ever

Fewer than 1 in 10 Gen Zs and millennials see leadership roles as their ultimate career goal. But that doesn’t mean they’re unambitious. In fact, opportunities for learning and development are among the top reasons they choose to stay with their current employers—right alongside work/life balance and clear pathways for advancement.

These younger workers are looking for mentorship, hands-on learning, and real-world experiences that help them build practical, career-relevant skills. They view managers as key to this growth—providing guidance, support, and inspiration. However, many feel their managers are more focused on supervising daily tasks than nurturing development. This disconnect reveals a significant gap between what younger employees expect from their managers and what they actually experience.

Deloitte’s Global Human Capital Trends report confirms that many managers are aware of this gap. They admit to spending more time putting out fires than developing their teams—and many don’t feel adequately equipped to be strong people leaders. This underscores the urgent need to make learning and development a continuous priority and to structure work in a way that creates more space for growth.

This disconnect between managerial support and employee development ties directly to a deeper theme: the rise of the Gen Z purpose-driven mindset. For many younger workers, career growth isn’t just about promotions — it’s about aligning their roles with values and making meaningful contributions. In our companion article, we explore how purpose has become a non-negotiable factor in Gen Z’s approach to work, and why organizations must take this seriously if they hope to attract and retain this generation.

deloitte insights gen z shows Mental Health Struggles

According to the Deloitte survey, a staggering 36% of Gen Z respondents feel exhausted all or most of the time, while 35% feel mentally distanced from their work. An equally concerning 42% of Gen Zs often struggle to perform to the best of their ability due to burnout. These statistics are mirrored in the millennial workforce, highlighting the urgent need for employers to address mental health issues proactively.

In addition to offering emotional support, companies are increasingly relying on compensation analytics to ensure fair pay and reduce one of the primary drivers of stress and attrition among younger workers. Implementing robust mental health initiatives and creating supportive work environments that encourage work-life balance are vital steps in addressing burnout and fostering employee well-being.

Higher Education Still Matters—But Its Value Is Being Reassessed

While many Gen Zs and millennials still see a college or university degree as worthwhile, a growing number are beginning to question how well traditional higher education prepares them for the workforce. In this year’s survey, nearly one-third said they chose not to pursue higher education, with cost being the most common reason. But the concern goes deeper than just finances. Many are uncertain whether a degree offers a strong enough return on investment—especially when it comes to gaining the practical, job-ready skills employers expect. Some believe that trade schools or vocational programs offer a more effective path to hands-on experience and relevant training. At the same time, many employers continue to struggle with filling roles due to experience gaps. This creates an opportunity for business leaders to rethink how they source and develop talent—broadening their approach to include alternative education paths and creating stronger pipelines for skilled, work-ready candidates.