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The Australian
26-05-2025
- Business
- The Australian
Why employers need to up the ante on generative AI training
The way we work is undergoing a fundamental shift, driven not only by the rise of generative AI (GenAI) but also by the evolving values and expectations of a workforce undergoing demographic change. Sometimes, these two factors intertwine, and this has implications for employers. With Gen Zs and millennials set to represent about three-quarters of the global workforce by 2030, their approach towards technology like AI is defined by enthusiasm and scepticism in equal measures. According to Deloitte's latest annual Gen Z and Millennial Survey, 67 per cent of Australian millennials and almost half of Australian Gen Zs already use GenAI in their day-to-day work, with most reporting the quality of their work has improved as a result. Yet at the same time, around two-thirds of both groups worry about the prospect of job losses from the technology they are enthusiastically taking up. A similar number say the increasing adoption rate of AI is prompting them to look for job opportunities that are less vulnerable to automation. This dichotomy is easy to explain: those who use AI fully understand its potential and feel they may be left behind as the technology rapidly advances. Employers should respond to these growing concerns by upping the ante on AI training for their people, helping people make sense of what's changing and why it matters as the technology becomes increasingly embedded in workplaces and the economy. Pip Dexter is Chief People and Purpose Officer at Deloitte Australia Whether that's by directly providing learning modules or courses or by encouraging or empowering employees to undergo further study, Gen Zs and millennials make it clear that they want their employers to offer more training opportunities. More than eight in 10 Australian respondents say formal training programs are helpful to their career growth, and more than half expect their employer to offer teaching and mentoring opportunities. Yet, when it comes to AI, only 14 per cent of Gen Zs and 21 per cent of millennials have completed some kind of training. Additionally, the survey picked up considerable scepticism from both groups concerning the actual value of higher education and revealed that it wasn't a practical pathway for many. Around 40 per cent of both groups are financially constrained from undergoing further study. Almost half of all millennial respondents, who are more likely to have kids than their Gen Z counterparts, said family and personal responsibilities kept them away. The bottom line is that for Australian Gen Z and millennials, workplace AI learning isn't a perk, it's a critical pathway to progress. Employers who facilitate further learning in this area won't just benefit from AI proficient employees – they may also see a boost in employee retention and engagement. Through our own experience rolling out AI and GenAI training opportunities to all staff, we've learnt the importance of tailoring learning opportunities to suit the roles and responsibilities of different groups of employees. For example, at Deloitte, we have around 400 GenAI 'champions' who research and disseminate AI best practice, compliance and innovations among the broader Deloitte community, helping people utilise AI best in their specific role or function. It's important to take an innovative approach because beyond basic introductory modules, a one-size-fits all approach to AI education won't help your people get the most out of the technology. An interesting example of how GenAI usage can differ is found in the GenZ and millennial survey. When asked how they most frequently used the technology, both demographic groups said it was most useful for generating content and analysing data. Of course, these are well-established GenAI capabilities. The difference came when more than one-third of Australian millennials – who are more likely to be in management positions – indicated they are increasingly leaning on the technology to assist them with strategy planning and employee training. This shows how the use case of AI for the average employee is moving beyond automating lower-value work to encapsulate higher-value, more conceptual tasks. And as Agentic AI becomes more prevalent, its ability to perform tasks autonomously with minimal intervention will only increase the technology's application across a range of functions. Showing and teaching employees across the full sweep of the organisation how they can best use AI technology in the context of their own role should be the central goal of a business-wide AI education strategy. But in doing so it is also important to emphasise the continuing relevance of soft skills, such as imagination, communication, and relationship building. As technology plays a larger role in the workforce, the continuing importance of these uniquely human capabilities will only magnify, not diminish. Leaders need to create a culture where AI doesn't feel like a risk but a tool to embrace wholeheartedly and with confidence. Building AI literacy isn't just about productivity or retention; it's about building employee confidence and trust in the systems shaping the future of work. Pip Dexter is chief people and purpose officer at Deloitte Australia. - Disclaimer This publication contains general information only and Deloitte is not, by means of this publication, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services. This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. Deloitte shall not be responsible for any loss sustained by any person who relies on this publication. About Deloitte Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee ('DTTL'), its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. Please see to learn more. Copyright © 2025 Deloitte Development LLC. All rights reserved. -
New York Post
16-05-2025
- Business
- New York Post
Gen Z, Millennial workers reveal biggest job fear: ‘Very grim for us white collar employees'
They're young, they're tech-savvy, and they're not here to play by the old rules — but there's one thing that scares them out of their wits. A new survey from Deloitte has revealed what's really driving Gen Z and millennial workers in Australia – and it's not just job titles or paychecks. Instead, these generations are demanding purpose, flexibility and mental wellbeing from their employers. And if they don't get it? They'll walk. With Gen Zs and millennials expected to make up 74 percent of the global workforce by 2030, their expectations are setting the tone for the future of the workplace. Chasing purpose, not promotions Forget the corner office. What young Aussies really want is a job that means something. According to Deloitte's 2025 Gen Z and Millennial Survey, a massive 94 per cent of Gen Zs and 92 per cent of Millennials say meaningful work is a top priority. And they're putting their money where their mouths are – 40 per cent of Gen Zs and 39 per cent of millennials say they have rejected a potential employer based on their personal ethics or beliefs. Gen Zs and millennials are already embracing tools like ChatGPT and other generative AI platforms in their everyday work. M. Cunningham/ – Pip Dexter, Deloitte Australia's Chief People and Purpose Officer, said the days of sticking around for a steady pay packet are over. 'The centrality of purpose to job satisfaction is a driving force behind the career aspirations of these two generations,' she said. 'For them, career satisfaction hinges not just on salary, but on a job's ability to offer growth opportunities while aligning with their values. In this we see a greater expectation on employers to offer growth opportunities and meaningful work.' The AI edge – and anxiety Unsurprisingly, tech is front and centre in this generational shift. Gen Zs and millennials are already embracing tools like ChatGPT and other generative AI platforms in their everyday work. And for many, it's paying off – they say AI is helping them save time and improve the quality of their work. But there's a catch: most haven't received any formal training in how to use these tools effectively revealing a disconnect between enthusiasm and confidence. Ms Dexter warned that employers who don't step up risk losing top talent. 'While AI offers immense potential for career advancement and efficiency, some feel insecure about its long-term impact on their job security. 'Employers who meet the demand for practical training to boost employees' AI literacy will benefit through higher retention rates and a more productive and confident workforce,' One Millennial data analyst who spoke to on the condition of anonymity said he was 'really f**king worried about AI'. 'Both myself and my wife have skilled jobs. However, these jobs are done almost fully behind a computer and are somewhat repetitive. 'I'm convinced that both our jobs and many more are on the chopping block. Even if our jobs survive for a bit longer, I can foresee s**t pay, crap job security and toxic conditions.' One Millennial data analyst who spoke to on the condition of anonymity said he was 'really f**king worried about AI'. REUTERS The worker said he had seen first-hand how good AIs are getting with skills central to his job like data entry, analysis and report writing. 'I've seen where things are heading with AI agents and their abilities to perform nearly any task that's done behind a computer,' he said. 'It is progressing fast and it is very grim for us white collar employees.' It's previously been warned artificial intelligence could create up to 200,000 jobs in Australia by the end of the decade. But that comes with a downside. Leading experts have revealed many jobs are likely to become obsolete thanks to the rapid rollout of increasingly sophisticated artificial intelligence technology. Major fast food chain in the United States have replaced drive-through staff with AI voice recognition, with machines now taking orders in place of humans. Experts in Australia said that type of technology could be implemented here within the year – and warned major disruptions in the food service sector would be just the start of things to come across many industries. Leading experts have revealed the jobs most likely to become obsolete thanks to the rapid rollout of increasingly sophisticated artificial intelligence technology. Last week, reported that a major fast food chain in the United States had replaced its drive-through staff with AI voice recognition, with machines now taking orders in place of humans. Experts in Australia said that type of technology could be implemented here within the year – and warned major disruptions in the food service sector would be just the start of things to come across many industries. Research by workplace technology firm Pearson and AI solutions provider ServiceNow warned any jobs that include a lot of repetitive and technical duties will be significantly impacted. It too forecasted the total number of job losses to be in the vicinity of 1.3 million over the next several years. Cost of living changing the game While values and tech matter, nothing is hitting harder than the rising cost of living. More than half of young Aussies (55 per cent Gen Zs and 51 per cent millennials) surveyed said financial stress is their number one concern. Some 64 per cent of Gen Zs and 59 per cent millennials are living pay cheque to pay cheque, and those who feel financially insecure are also more likely to report being unhappy in life and work. Traditional higher education is also taking a hit. Gen Zs are increasingly turning away from university degrees, citing high tuition costs and time constraints. Millennials, juggling family responsibilities, are doing the same. Instead, both generations are looking for hands-on learning, mentorship and real-world experience – and they want employers to make that part of the deal. 'Financial and time pressures are dissuading some Gen Z and millennial Australians from pursuing traditional higher education pathways. Many are now turning to their workplaces for training and career growth. But too often, that support just isn't there,' Ms Dexter said.
