Latest news with #ElizabethFaber
Yahoo
3 days ago
- Business
- Yahoo
Why Are Gen-Z and Millennial Workers Obsessed With 'Soft Skills' in the Workplace?
In today's rapidly evolving workplace, dominated by advancements in generative AI, a consensus has emerged among younger workers: soft skills—such as empathy, communication, and leadership—are more important for career advancement than purely technical expertise. Deloitte's recent Gen Z and Millennial survey, which includes feedback from 23,000-plus such workers from around the world, reveals that more than eight in 10 young professionals believe these human qualities are essential to stand out and thrive, while only six in 10 believe that generative AI skills are somewhat or highly required. What's behind these numbers? As Elizabeth Faber, Deloitte Global Chief People & Purpose Officer, points out, 'In the age of GenAI, it's the human element that sets professionals apart … 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.' This perspective resonates deeply with Sonali Karmarkar, the 31-year-old Head of Content and Community for YouTube Shopping. Karmarkar emphasizes that 'soft skills are inimitable—they are very difficult to teach yet are so crucial in the professional world.' For her, these skills 'enable one to connect with coworkers, business partners, and direct reports,' shaping how people influence and elevate projects beyond technical know-how. New York City-based career coach Eliana Goldstein echoes this sentiment, noting that while AI is 'infiltrating so many workplaces' and causing concern among many, 'there are people who have fear and concern around [if they'll be] replaced by AI. And if so, when is that going to happen? What do I do about it?' However, Goldstein stresses a reframing of this fear into opportunity: 'Once you plant those seeds, then people do genuinely start to feel that excitement of, oh, this is a really exciting opportunity for me right now; how do I capitalize on it?" According to Deloitte's survey, more than half of Gen Z and millennial workers are already integrating generative AI into their daily tasks—from brainstorming ideas and content creation to data analysis and project management. Yet many recognize AI as a complement, not a substitute, for soft skills. Valerie Chapman, a 26-year-old AI and technology creator, highlights how AI has transformed her work: 'AI has enabled me to scale my outreach, establish myself clearly as a subject matter expert, and amplify my voice in ways previously unimaginable.' However, she stresses that 'AI complements [soft skills] beautifully, allowing us to amplify our voices and share our stories more effectively.' For Chapman, the intersection of AI and soft skills holds promise, especially for historically underserved groups like women, helping them build confidence and advocate for themselves. Goldstein adds that while many believe AI to be intuitive, 'people are definitely still under utilizing it' She continues, 'It's not necessarily that people need tactical training on it; it's more so just about rethinking how they're using it.' She points out common uses such as helping to make emails more polished or aiding in the crafting of sales pitches, emphasizing AI's broad applicability across industries. At the same time, Briana Henry, a 34-year-old Senior Technical Engineer at Namaste Solar Electric, provides a cautionary note. She admits, 'I constantly forget that AI exists' in her highly technical and safety-critical role, where reliance on AI is limited by liability and trust concerns. Henry worries that over-reliance on AI could stunt creative problem-solving and diminish essential hard skills, underscoring that 'people need to have the knowledge and ability to at least review AI results for correctness.' The sentiment that soft skills are increasingly vital is echoed in how younger workers view career advancement. Karmarkar explains, 'Especially as one gets to a more senior level, these intangibles are what set people apart, since technical skill level becomes the baseline.' She sees soft skills as critical for motivating teams, coaching individuals, and adapting in ways technology cannot replicate. Goldstein reinforces this view, highlighting that while technical skills are 'incredibly important,' anybody can learn them through courses or training. In contrast, she explains, 'it is much more difficult to learn soft skills. Either communication just comes naturally to you, or it's incredibly hard, whether because you get nervous talking in front of people or other reasons.' She stresses the irreplaceable role soft skills play alongside AI: 'The human is the one communicating to other teams and leveraging the soft skills they have in order to disseminate AI across an organization or team.' Henry has witnessed this firsthand through her leadership experience. 'I have held leadership positions where I made decisions on hiring or punitive action in the past, and I have seen time and again where people with the soft skills required for the job have excelled and the reason people have required punitive action is because of the lack of their soft skills,' she shares. Chapman adds that in a landscape flooded with AI-generated content, 'genuine human connection and emotional intelligence become incredibly rare and valuable.' For her, the soft skills of storytelling, empathy, and communication are 'the heart of how we connect with technology,' especially for women navigating workplace challenges. While many companies provide some technical training, the development of soft skills often remains optional or undervalued. 'Soft skill trainings are often viewed as 'nice to have' and not mandatory, where employees aren't incentivized for taking time to cultivate their communication,' says Karmarkar. She advocates for mandatory soft skill modules to complement technical training, ensuring workers are fully equipped to collaborate and lead. Goldstein confirms that employer support for soft skills varies widely: 'It depends on leadership. If leadership cares about those things, you'll see it trickle down to the rest of the organization. If not, you won't.' She emphasizes that investing in soft skills will only strengthen workplaces. 'Investing in soft skills will not only help companies be more successful, but it will help in terms of employee retention.' Henry credits her company's cooperative culture for fostering her soft skills, through opportunities in leadership and teamwork: 'Being a co-owner has helped me build my skills with teamwork, communication, problem-solving, leadership, and many other areas of soft skills.' Yet she acknowledges that many companies may lack sufficient support for this development. Chapman, who has built her personal brand publicly, emphasizes self-driven growth: 'I've developed my soft skills by openly sharing my journey on social media… This practice has naturally boosted my confidence, honed my communication skills, and significantly expanded my network.' She warns that without mindful integration of AI, employees might feel anxiety or fear, rather than empowerment, highlighting a critical gap in workplace training. The message from Gen Z and millennial workers is clear: as AI reshapes the technical landscape, the qualities that make us human—our empathy, leadership, and communication—are the true currency of career progression. These skills not only help individuals use technology more effectively but also build authentic connections that machines cannot replicate. Karmarkar sums it up succinctly: 'Soft skills are what will set candidates apart in their ability to use the tech to unlock new solutions, be able to effectively synthesize the information to align to a long-term vision and compellingly communicate to their intended audiences.' In the end, mastering AI is important, but it's the human touch that remains the defining factor in professional success. You Might Also Like 4 Investment-Worthy Skincare Finds From Sephora The 17 Best Retinol Creams Worth Adding to Your Skin Care Routine
Forbes
14-05-2025
- Business
- Forbes
New Data: What Gen Z Really Thinks About The Future Of Work
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.
Yahoo
14-05-2025
- Business
- Yahoo
Deloitte Global's 2025 Gen Z and Millennial Survey finds these generations focused on growth as they seek money, meaning, and well-being
Key takeaways Three-quarters of Gen Zs (74%) and millennials (77%) believe GenAI will impact the way they work within the next year. Gen Zs and millennials are focused on growth and learning, but they believe their managers are missing the mark on key areas of their development. Only 6% of Gen Zs say their primary career goal is to reach a senior leadership position. When asked about the factors driving their career decisions, Gen Zs and millennials say it comes down to money, meaning, and well-being NEW YORK, May 14, 2025 /PRNewswire/ -- The 14th edition of Deloitte Global's Gen Z and Millennial Survey examines the responses of more than 23,000 participants across 44 countries. Projected to make up 74% of the global workplace by 2030, the survey finds that these generations are seeking a "trifecta" of money, meaning, and well-being while building the technical and soft skills that they believe will prepare them for the workplace of the future. "Gen Zs and millennials launched their careers in the shadow of a global pandemic and a financial crisis—events that respectively shaped their expectations of work and what success looks like," says Elizabeth Faber, Deloitte Global Chief People & Purpose Officer. "These generations prioritize work/life balance and meaningful work as they strive for financial stability. And now, as they navigate the way GenAI is changing work, they are reevaluating the capabilities they need to succeed and the support they want from their employers." Learning and development and the leadership gap Gen Zs prioritize career growth opportunities and learning when choosing an employer, but few want to reach senior leadership positions. Both Gen Zs and millennials expect their employers and managers to support learning and development, but there's a wide gap between their expectations and experiences. Some also have doubts about higher education's ability to prepare students for the job market: Climbing the corporate ladder is not the end goal, but they're still ambitious: Only 6% of Gen Zs consider reaching a senior leadership position as a primary career goal, but they cite learning and development among the top three reasons they chose their current employer, just behind good work/life balance and opportunities to progress in their careers. Gen Zs and millennials want more from their managers on key areas of their development: Roughly half (50% of Gen Zs and 48% of millennials) want their managers to teach and mentor them, but only 36% of Gen Zs and 32% of millennials say this happens in reality. They also would like their managers to provide more guidance and support and to do more to inspire and motivate them. These generations are questioning the value of higher education: Around one-quarter expressed concerns about the relevance of the curriculum to the job market, and the practical experience it offers. The impact of GenAI at workGen Zs and millennials are using GenAI more frequently, prioritizing training to boost their skills, and seeing improvements in their work quality. However, concerns about GenAI's impact on the workforce persist: GenAI usage is continuing to rise: Three-quarters of Gen Zs (74%) and millennials (77%) believe GenAI will impact the way they work within the next year and more than half of respondents already use GenAI in their day-to-day work, with 29% of Gen Zs and 30% of millennials using it all or most of the time. GenAI users have mixed feelings about its impact: GenAI users report that GenAI improves the quality of their work and their work/life balance. But more than six in 10 also worry it will eliminate jobs and say it is motivating them to seek jobs that they perceive as safe from GenAI-driven disruption. Soft skills are seen as critical for career advancement: As they work alongside GenAI, more than eight in 10 Gen Zs and millennials say developing soft skills, like empathy and leadership, is even more important for career advancement than honing technical skills. The pursuit of money, meaning, and well-being When asked about the factors that impact their career decisions, Gen Zs and millennials gave responses that fell into three categories: money, meaning, and well-being. The survey underscores that these areas are tightly interconnected as respondents seek to find the right balance: Financial insecurity is on the rise: Nearly half of Gen Zs (48%) and millennials (46%) say they do not feel financially secure, up from 30% of Gen Zs and 32% of millennials in last year's survey. The survey data also reinforces that without financial security, Gen Zs and millennials are less likely to have a positive sense of mental well-being and less likely to feel their work is meaningful. Purpose influences job satisfaction: 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. But purpose at work is subjective. Some Gen Zs and millennials say it's about having a positive impact on society. Others say their purpose is to earn money, find work/life balance, or to learn new skills so they have the time and resources to drive change outside of working hours. Positive well-being supports a sense of purpose at work: Among those who report positive mental well-being, 67% of Gen Zs and 72% of millennials feel their job allows them to make a meaningful contribution to society compared to 44% of Gen Zs and 46% of millennials who report poor mental well-being. "Gen Zs and millennials have been consistent about their priorities at work, but as the world of work shifts rapidly around them, employers need to rethink how they can best meet their needs," continues Elizabeth Faber. "By being thoughtful about the impact of technology and modernizing the way work is structured, leaders have an opportunity to evaluate how the workforce is supported while advancing their organization." To learn more, read the full report here: About Deloitte Global 2025 Gen Z and Millennial SurveyDeloitte's 2025 Gen Z and Millennial Survey reflects the responses of 14,751 Gen Zs (born between 1995 January and 2006 December*) and 8,731 millennials (born between 1983 January and 1994 December). In total, 23,482 respondents were surveyed from 44 countries across North America, Latin America, Western Europe, Eastern Europe, the Middle East, Africa, and Asia-Pacific. The survey was conducted using an online, self-complete-style interview between 25 October and 24 December 2024. The report includes quotes from survey respondents, attributed by generation and gender, who answered open-ended questions, as well as from participants in one-on-one, ethnography style, qualitative interviews conducted separately from the online survey between 19 December 2024 and 10 January 2025. *Gen Zs are typically defined as being born between January 1995 and December 2010, but this study does not include respondents younger than 18, so each year the definition of Gen Zs in this survey shifts a year to include all adult Gen Zs About DeloitteDeloitte refers to one or more of Deloitte Touche Tohmatsu Limited (DTTL), its global network of member firms, and their related entities (collectively, the "Deloitte organization"). DTTL (also referred to as "Deloitte Global") and each of its member firms and related entities are legally separate and independent entities, which cannot obligate or bind each other in respect of third parties. DTTL and each DTTL member firm and related entity is liable only for its own acts and omissions, and not those of each other. DTTL does not provide services to clients. Please see to learn more. Deloitte provides leading professional services to nearly 90% of the Fortune Global 500® and thousands of private companies. Our people deliver measurable and lasting results that help reinforce public trust in capital markets and enable clients to transform and thrive. Building on its 180-year history, Deloitte spans more than 150 countries and territories. Learn how Deloitte's approximately 460,000 people worldwide make an impact that matters at View original content to download multimedia: SOURCE Deloitte Global Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
Yahoo
06-05-2025
- Health
- Yahoo
Pediatrician: Measles outbreak preventable in Iowa
In Scott County, 88.8% of kindergarteners are fully vaccinated against measles with the MMR vaccine, according to a news release. (Getty Images) The MMR vaccine protects against measles, mumps, and rubella. Measles is one of the most contagious diseases, and to prevent spread, at least 95% of a community needs to be fully vaccinated. Iowa is not at herd immunity levels in vaccination rates. As of Monday, there are confirmed measles cases in 24 states. 'The bottom line is we want to protect Iowans,' said Elizabeth Faber, Iowa Immunizes Coalition director. 'Measles is incredibly contagious, so of course, we are advocating for parents to ensure their children are vaccinated. We know parents are incredibly responsible and want the best for their children. We're glad there has been a slight increase in vaccinations as compared to the previous year.' In Iowa, only a few counties out of the state's 99 counties boast rates of 95% or more kindergartners having the two doses of MMR vaccinations that makes them fully vaccinated against measles. The CDC notes that children should get two doses of MMR vaccine, starting with the first dose at 12 to 15 months of age, and the second dose at 4 through 6 years of age. To reach full vaccination status against measles, children are able to get their second dose early. Parents should consult with their child's pediatrician about their child's vaccinations as well as any questions they have about measles immunizations, the release says. 'Measles is one of the most contagious diseases. Unless there are active efforts to slow it down, it has a good chance to keep spreading and that increases the chance it will impact Iowa. The good news is the vaccine is very effective so it's easily preventable,' said Dr. Nathan Boonstra, a Des Moines-based pediatrician and chair of the Iowa Immunizes Coalition. Vaccinating a child not only helps protect that child from diseases and serious health complications, it also helps protect those in the community who are immuno-compromised, such as those undergoing cancer treatments. Teens and adults should ensure they are up to date on their MMR vaccination. In Iowa, 85.7% of adolescents (13-15-years-old) had both doses of the MMR vaccination to protect against measles. That number rose slightly over the past five years. Adults should speak with their healthcare provider to ensure their vaccinations are up to date including their vaccinations against measles., the release says. To learn more about vaccinations in Iowa, visit here. Your child may be eligible for free vaccines through the Vaccines for Children (VFC) program. To find a VFC provider near you, visit here. ,Adults can check with their local public health agency for eligibility. Copyright 2025 Nexstar Media, Inc. All rights reserved. This material may not be published, broadcast, rewritten, or redistributed. For the latest news, weather, sports, and streaming video, head to WHBF -
