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Forbes
10 hours ago
- Business
- Forbes
From Sidelines To The Core: Now Is The Time For Business To Reframe Its Approach To Well-Being
In recent years, the importance of employee well-being has steadily climbed the corporate agenda – with a growing number of organizations offering dedicated programs and support resources to help address mental health at work. Prompted by the growing expectations of younger generations in the workplace, and accelerated by the COVID-19 pandemic, this increased focus is welcome. However, data increasingly points to a need for organizations to redefine their strategies for supporting well-being in the workplace - to move beyond an approach where support sits on the 'sidelines' to one that firmly embeds well-being into the core of the work experience. This means addressing the root causes of stress and anxiety at work to prevent them, rather than just treating them. Deloitte Global's annual Gen Z and Millennial Survey, now in its 14th year, explores the views and experiences of over 23,000+ Gen Z and millennial respondents across 44 countries. And this year's findings make evident the wide range of factors impacting people's well-being, many of which are related to work and can be directly influenced by leadership behaviors. Work/life balance features prominently as an enabler, or as a limiting factor, to well-being – and to happiness. Indeed, over half of respondents who say they are happy also say they are satisfied with their work/life balance, but in those who report being unhappy, satisfaction with work/life balance drops to three in 10. Achieving work/life balance isn't just seen by these generations as a 'nice to have' – it is now a fundamental expectation. To this end, maintaining a good work/life balance features in the top career goals for both generations, along with financial independence and job stability. Yet many have not consistently achieved work/life balance – with around a quarter of Gen Zs (28%) and millennials (26%) having changed industries or career paths for better work/life balance. While the importance of achieving a work/life balance is clear – it is equally clear that there is a mismatch between expectations and reality when it comes to a leader's role in helping to achieve it. Around four in 10 look to their leaders to enable work/life balance, yet just under a quarter say this happens in reality. Workplace culture and recognition also play a key role. The data shows that both are closely linked to employee well-being. Indeed, for those who report good mental well-being, feeling valued at work, satisfaction with the recognition they receive, and satisfaction with career growth opportunities are common workplace experiences. For example, six in 10 Gen Zs and seven in 10 millennials who feel satisfied with the recognition they receive for their work report good mental well-being. Yet the picture is less positive for a third of respondents who say that their job contributes significantly to their stress levels, with long working hours and a lack of recognition being most cited (by nearly half). And for around four in 10 of these respondents, workplace stress is driven by toxic workplace cultures and unfair decision-making processes. Here we again see the importance of the role of line managers and leaders – along with a mismatch in expectations and experience. More than four in 10 respondents believe managers have a responsibility to foster a positive and inclusive work culture, but only one-fifth believe that they do this – with a lack of recognition, unfair decision-making practices and toxic work environments cited as top workplace stress drivers. Financial reward for work is important to these generations, but so is doing meaningful work, and both impact well-being. Sixty-two percent of Gen Zs and 68% of millennials who are satisfied with their pay and benefits report good mental well-being, while only 39% Gen Zs and 44% millennials who are dissatisfied with these elements report the same. When it comes to meaningful work, nine in 10 respondents overall say having purpose to their work is important to their well-being. When these generations don't experience meaning or purpose in their work it negatively impacts stress and anxiety levels as well as retention – indeed, four in 10 say that not getting a sense of meaning or purpose from work contributes to their feelings of anxiety and stress. And nearly half (44% of Gen Zs and 45% of millennials) have left a role they felt lacked purpose. This data paints a clear picture: well-being is impacted by workplace experiences – it cannot be regarded as a stand-alone issue on the sidelines that is solely addressed by providing mental health resources. It is about fundamentals at the core – work/life balance, culture, recognition, financial reward and meaningful work – and it is about leaders who understand and enable this. Some may read this article and be comfortable that they have embedded well-being in all they do. But for those who read it and think there is more to do, here are some questions to think about: By asking these questions and being open to reframing how they consider their approach to workplace well-being, employers can start to meaningfully meet the expectations of younger generations and reap the full benefits of a thriving, productive and loyal workforce.
Fast Company
15-05-2025
- Health
- Fast Company
More Americans are identifying as neurodivergent. So why are work accommodations becoming more stigmatized?
While estimates of the percentage of neurodivergent people globally typically range from 15–20%, new survey results from neurodiversity advocacy and support nonprofit Understood suggest that the true percentage of neurodivergent adults may be higher. For one, more people are being diagnosed with ADHD and autism and other conditions that fall under the umbrella of neurodivergence. But more people may also be self-identifying as neurodivergent—especially in younger generations. Deloitte's 2023 Gen Z and Millennial Survey showed that 53% of Gen Z self-identify as neurodivergent. 'The people who identify or have symptoms of [neurodivergence], will far exceed the most conservative estimate of those who have been actually diagnosed,' says Nathan Friedman, copresident and chief marketing officer of Understood. He suggests that barriers such as high psychiatry costs and the misdiagnosis of neurodivergent women might prevent individuals from pursuing (or acquiring) a formal diagnosis. In April, Understood conducted a weighted survey of over 2000 U.S. adults, 659 of whom identify as neurodivergent. Thirty-one percent of respondents had at least wondered if they were neurodivergent although only 11% had received an official diagnosis. Stigma around requesting accommodations In a recent ResumeGenius poll of 1000 hiring managers, 86% claim that disclosing neurodivergence in an application would have either a positive or neutral effect on their hiring decision. But Understood's research suggests that neurodivergent workers have real concerns. In the survey, 64% of employed U.S. adults agree that people speak about their neurodivergence at work more openly now, but 70% agree there's a stigma around asking for workplace accommodations. That's a 10% increase from their results last year. Among those workers who have requested accommodations, only 56% received ones that actually improved their work experience. One in four got accommodations that weren't helpful, one in five were outright denied, and nearly one in five later regretted asking. 'Asking for accommodations doesn't necessarily mean you're unable to perform or you're unable to achieve the results of what's expected,' says Friedman. The accommodations that workers typically ask for are simple to implement, he says. 'Accommodations could be anything from a flexible work environment to changing desks . . . [These] are pretty simple things that can help somebody improve how they work, the output of their work, and their feeling about how they work.' Despite this, 15% of respondents said they had lost a job, were demoted, or lost a job opportunity after asking for accommodations. Part of this increase in perceived stigma may be connected with the Trump administration's attacks on DEI in the workplace. In fact, the survey results show that 64% of U.S. adults believe DEI program rollbacks will make it more difficult for people to access workplace accommodations. 'Difference right now is not seen as a good thing—regardless of where you're at,' says Friedman. What can be done Reducing stigma and improving the efficacy of workplace accommodations starts with proper education about neurodivergence in the workplace. 'We hear so many stories about individuals who don't have the right accommodations and are let go because they don't have what's needed to do their job,' says Friedman. 'So providing the education, providing the pathway to get an accommodation, and delivering the accommodations are all required.' This is especially crucial as Gen Z now outnumbers boomers in the workplace. 'Over 50% of Gen Z believes they are neurodivergent,' says Friedman. 'If you're a company of 10,000 people, that's upwards of 5,000 people that you could get a better work product from. . . . So [offering accommodations] is a win for everyone.'
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
Forbes
08-04-2025
- Business
- Forbes
Surviving And Thriving In Uncertain Times: Six Strategies For Business Success
Ali Payani is the Founder and CEO of Payani Media, a full-service growth marketing firm for B2B and B2C brands. getty In my previous Forbes article, "The New Business Imperative: Embrace Change Or Risk Obsolescence," I emphasized the critical need for businesses to adapt to today's rapidly evolving landscape. The challenges facing organizations have intensified, driven not only by the rapid rise of AI but also by the ongoing uncertainty surrounding new policies that emerge with each election cycle and changes brought on by younger generations. Many businesses today are grappling with declining revenues, stagnant pipelines and reduced conversion rates, making the need for transformation even more urgent. Moreover, some companies are facing tech-related difficulties. AI has emerged as a transformative force across various sectors, from marketing to supply chain management. However, as AI becomes increasingly integrated into processes, businesses face not only the need to adopt a culture of continuous learning and adaptability but also building AI capabilities that go beyond automation—enabling them to predict trends, optimize customer experiences and streamline operations effectively. Concurrently, millennials, now the largest demographic in the workforce, and some older members of Gen Z are ascending into pivotal decision-making roles in businesses, bringing with them expectations for authenticity, innovation and purpose. Notably, 61% of Gen Zers and 58% of millennials feel "empowered to drive change within their organizations," according to Deloitte's 2024 Gen Z and Millennial Survey. And as shoppers, these generations are redefining the market landscape. Millennials and Gen Z prioritize brands that resonate with their values and prefer seamless digital experiences. Deloitte's survey also revealed that these generations are actively seeking to align their careers and consumer behaviors with their environmental values. Moreover, with increasing concerns about job security and economic volatility, these younger consumers are more discerning, and many look for social responsibility from brands. As this power shift accelerates, businesses must rethink their branding, marketing and customer engagement strategies to remain relevant today. I've outlined six key strategies that I believe can help businesses navigate today's uncertainties and emerge stronger. Businesses should continuously evaluate their branding and positioning to remain relevant and appealing. This includes conducting a comprehensive assessment of brand messaging, visual identity and website design to ensure alignment with current market demands and consumer values. Emphasizing social responsibility and sustainability is crucial, especially for millennials and Gen Z, as Deloitte's aforementioned survey showed. Additionally, I encourage brands to adopt a minimalistic and creative design approach by using light text and modern aesthetics. Align colors and messaging with your audience's preferences. In my opinion, today's consumers are overwhelmed by noise—too many offers, messages and distractions. A minimalistic design can cut through the clutter, enhance brand recognition, improve the user experience and help people make quicker decisions, which could ultimately lead to higher conversions and trust. So keep things minimal, and be creative. A proficient marketing team is essential for navigating market uncertainties effectively. Businesses should conduct detailed performance assessments and gap analyses of their marketing departments to identify areas for improvement. This includes evaluating the efficiency of digital marketing strategies, AI adoption and the ability to adapt to new trends. AI integration has become a cornerstone for businesses looking to scale efficiently. Through my work in my growth-marketing firm, I've found that many of the technologies in marketing, sales, IT and operations departments are introduced and implemented by marketing teams. This insight suggests to me that the head of the AI team should come from a marketing background, ideally the CMO, to ensure seamless integration and strategic alignment. An AI team led by marketing experts can leverage data-driven insights to optimize customer targeting, content personalization and overall campaign performance, driving significant gains in both efficiency and profitability. Whether your company is business-to-business (B2B) or business-to-consumer (B2C), building deeper connections with customers is crucial. We often hear from B2B companies that they overlook social media marketing because they assume their audience isn't present on these platforms. But that assumption is 100% false. B2B brands must establish a strong social media presence to connect with prospects and clients meaningfully. Meanwhile, B2C businesses should focus on personalized communication across email, social media and other channels. Implementing customer success managers who can personally reach out to clients, along with launching hashtag campaigns to gather customer insights, can significantly boost retention and loyalty. In times of uncertainty, businesses must innovate and diversify their product and service offerings while ensuring proper distribution channels. It is not just about creating new products but making sure they reach the right audience effectively. Often, we see great products or services that fail simply because they are not marketed or distributed correctly. Leveraging AI tools and modern technologies can streamline market research, testing and feedback collection, allowing businesses to refine offerings faster than traditional methods. Content remains king, but the format and delivery have evolved. I've found video marketing, in particular, to be one of the most effective ways to engage audiences. Businesses should incorporate video content across all channels—social media, websites, email campaigns and more—to maximize reach and engagement. Developing a video series can keep the audience engaged and enhance brand recall. Experiential marketing also plays a significant role, offering immersive and memorable interactions that build stronger connections with customers. Regardless of whether you're B2B or B2C, failing to leverage video marketing is akin to leaving future revenue on the table. We've all experienced downturns. Today's market is fraught with uncertainties, such as evolving policies, the lasting impacts of the pandemic, generational shifts and the rapid integration of AI to name a few. In this climate, it's crucial to revamp your marketing strategies and ensure all departments adapt effectively. Establishing an AI-focused team can help address these challenges head-on. Forbes Business Council is the foremost growth and networking organization for business owners and leaders. Do I qualify?
