New Data: What Gen Z Really Thinks About The Future Of Work

Forbes

14-05-2025

Released today, Deloitte's 14th annual Gen Z and Millennial Survey reveals a generation questioning AI, conventional ambition, college and more.
How are Gen Z and Millennials approaching 2025's volatile economic and career landscape? Deloitte's 14th annual Gen Z and Millennial Survey, released today, sheds light on what these generations are thinking about the topics on all our minds: how AI will affect our work, how to stay competitive at work and how our finances will fare in this changing landscape, among other things.
Let's look at the most interesting findings.
Deloitte found that more than six in 10 younger workers worry AI will eliminate jobs and are seeking AI-proof roles. 'Gen Zs and millennials are thinking deeply and pragmatically about the future of work,' says Elizabeth Faber, Deloitte Global Chief People & Purpose Officer. 'While they're largely optimistic about GenAI's ability to improve work quality and enable more strategic thinking, more than two-thirds are also taking concrete action to protect their career paths.
'This includes seeking roles they perceive as less susceptible to AI disruption.'
As younger workers hedge their AI bets, employers should take note. 'This signals two things: First, there's an urgent need for organizations to communicate clearly about how GenAI will transform, not replace roles,' says Faber. 'Second, organizations must also invest in reskilling and upskilling efforts that include not only technical training, but also a focus on soft skills like empathy, adaptability, and leadership.
'These are the human capabilities that will endure as technology evolves.'
Soft skills (or as I prefer to call them, professional skills) are the currency of the future workforce—and younger workers know it. Today, more than eight in 10 Gen Zers and Millennials say these skills are even more important for career advancement than technical skills. And they're right.
'In the age of GenAI, it's the human element that sets professionals apart,' says Faber. 'Gen Zs and millennials recognize that while technical skills are essential, soft skills like empathy and leadership are what enable long-term career progression and impact.'
She notes that these generations are preparing to work alongside AI, not compete with it. 'Soft skills are the bridge between human and machine, helping individuals navigate complex problems, collaborate across diverse teams, and lead with authenticity in increasingly dynamic environments,' says Faber.
According to Deloitte, roughly half of younger workers want their managers to mentor them, but only 36% say it's happening. Seismic recently found that 79% of Gen Z workers will actively look for a new job if their current position lacks learning & development opportunities.
'There's a real mentorship gap in the workplace today,' says Faber. 'Younger workers want more than task oversight, they want coaching, guidance, and inspiration. But many managers feel overwhelmed and underprepared for the people-leadership aspects of their roles, according to the 2025 Deloitte Global Human Capital Trends report.'
Faber believes that organizations that don't close this gap risk losing people, particularly Gen Zs and millennials who clearly prioritize learning and development when they are making career decisions. 'That's why it's so important to embed mentorship into the culture of organizations and equip managers with the time, tools, and training they need to lead with empathy and purpose,' she says.
Perhaps one of the more startling facts to emerge from this year's research is Gen Z's deep-seated aversion to traditional workplace ambitions. Only 6% of Gen Zers say their primary career goal is to attain a senior leadership position. Does this mean they're not ambitious?
Not quite, says Faber. 'It's not that Gen Zs lack drive, rather, their definition of success is evolving,' she says. 'Many are prioritizing learning opportunities, mental well-being, and work/life balance over climbing the corporate ladder.'
Like Faber, I believe this doesn't reflect a lack of leadership potential, but rather a desire for more holistic success. 'To foster future leaders, organizations need to remove the perceived trade-offs between leadership and personal fulfillment,' stresses Faber. 'That means reshaping leadership paths to be more flexible and purpose-driven.'
Speaking of purpose, what role does it play in younger workers' career decisions? A big one, with Deloitte finding that roughly nine in 10 Gen Zs (89%) and millennials (92%) consider a sense of purpose to be important to their job satisfaction and well-being.
This seems simple enough on its face, but there's a sticking point: everyone is defining purpose differently. 'Purpose is deeply personal, and that's the point,' says Faber. 'For some, it's about making a positive impact on the world. For others, it's about financial freedom, growth, or having time to give back outside of work.
'Rather than prescribing a one-size-fits-all definition, organizations should focus on creating an environment where employees can connect their personal values to their professional work.'
This may be a little harder than a readymade corporate purpose, but it will yield greater results. Faber argues that listening, offering flexibility and communicating the broader societal impact of the organization's mission are a great place to start.
It's also important to acknowledge the intersection of environmental concerns, mental health and workforce engagement. 'These are not side issues, they are central to how younger workers view their future, and they're influencing everything from career choices to purchasing behavior,' stresses Faber. 'Employers who listen and act in these areas will be better positioned to attract and retain talent in an increasingly values-driven world.'
Alongside purpose, Gen Z and Millennial workers want something else at work: financial security. Nearly half of Gen Zs (48%) and millennials (46%) are concerned about their financial state.
'Compared to just a year ago, significantly more young workers say they don't feel financially secure,' says Faber. 'This anxiety affects everything from their mental well-being to career choices, and even how meaningful they feel their work is.'
To supplement income, many are turning to side jobs. They're also prioritizing salary and benefits heavily when evaluating employers. 'But it's not just about compensation,' notes Faber. 'Workers are also looking for employers who offer stability, transparency, and a long-term commitment to well-being, both financial and otherwise.'
A growing number of Gen Z college graduates feel that AI has rendered their degree worthless. According to Deloitte, approximately one-quarter of younger workers express concern that college is no longer practical or relevant to the job market.
'Higher education remains a powerful tool, but Gen Zs and millennials are questioning its return on investment,' says Faber. 'In response, many are exploring alternative paths such as vocational qualifications, trades, or apprenticeships.'
Instead of seeing this as a threat, businesses and higher education should seize the moment. 'Organizations have a tremendous opportunity to partner with educational institutions to form programs which provide the hands-on experience many students seek to help prepare them for their careers,' says Faber.
As Gen Z and Millennials view the 2025 workplace with a healthy dose of skepticism, Faber believes organizations already have assets in place to help: managers. 'As the workplace evolves, we need to rethink the role of managers, not just as productivity drivers, but as talent developers and culture carriers,' she says.
Even in the age of AI, meaningful change always comes back to the human element. 'Investing in people leadership across every career stage can close generational gaps, drive purpose, and unlock potential in a way that benefits individuals and organizations alike,' says Faber.
2025 can be the year organizations realize the true potential of the younger workforce—or go stagnant. One thing is clear: Gen Z and Millennial employees won't settle for the status quo for long.