2025年Z世代与千禧一代职场调查报告

Growth and the pursuit of money, meaning, and well-being Each generation brings values, attitudes, and beliefs thatshape what makes them happy in the workplace. Projected to make up74% of the global workforce by 2030, Generation Z (born between 1995and 2006) and millennials (born between 1983 and 1994) are a defining force. It is importantfor businesses to understand what matters to these generations. Deloitte Global’s Gen Zand Millennial Survey, now in its 14th year, examines the factors shaping the worldviews of23,482 Gen Z and millennial respondents across 44 countries. The results reveal a cohort ofprofessionals who are rejecting traditional rules and antiquated structures in their pursuit ofcareer satisfaction—and ultimately, happiness. Gen Zs and millennials are ambitious. But for them, success is not necessarily about climbingthe corporate ladder. In fact, many are not motivated by reaching senior leadership positions,revealing a potential leadership pipeline problem for the future. Learning and development is a priority, and they expect their employers to provide theseopportunities. Some have foregone higher education to pursue the practical skills that tradeor vocational training provides. And as technology transforms the world of work, Gen Zs andmillennials are enhancing their knowledge and embracing new tools, such as GenAI. These generations are seeking more than just a job. Making money is important but so isfinding meaningful work and well-being. They are looking for careers with the right balance ofthese factors, a “trifecta” that can be hard to find. They have high expectations for their employers, and they often job hop to meet their careerambitions in a world where thesocial contract between employers and employees haseroded. Many feel their managers are not meeting their needs. Some believe that companiesare not doing enough to address workplace stress. And most are feeling the pressures of thecost of living. The findings demonstrate the need for organizations, senior leaders, and managers to createenvironments where workers can not only attain the trifecta of meaningful work, financialsecurity, and well-being, but also achieve the professional growth they are looking for. Bysupporting these pillars consistently, organizations can uphold the social contract and create acycle of satisfaction, engagement, and success. Among this year’s key findings: Gen Zs and millennials are focused on learning, but feel theirmanagers are missing the mark on key aspects of their development Gen Zs are more focused on work/life balance than climbing to the top of the corporate ladder—only 6% say their primary career goal is to reach a leadership position. But they don’t lack ambition.When asked the strongest reasons they chose to work for their current employer, learning anddevelopment is in the top three, just behind work/life balance and opportunities to progress in theircareers. Seven in 10 Gen Zs say they are developing skills to advance their careers once a week ormore, compared to 59% of millennials who say the same. Both Gen Zs and millennials are alignedon the skills they feel are important to progress in their careers (soft skills, time management, andindustry-specific knowledge). There is also a sense among both generations that their managers aremissing the mark. They believe managers’ key role is to provide guidance and support, to inspire andmotivate them, to offer mentorship, and to help them set boundaries to ensure work/life balance.Instead, many feel that their managers are mostly focused on closely overseeing day-to-day tasks. Concerned about its return on investment, some are foregoinghigher education Some Gen Zs and millennials seem to be reexamining how the education system prepares them forthe job market. Although a university or college degree remains valuable, the traditional universityto career path is not necessarily the default anymore, as nearly one-third of Gen Zs (31%) andmillennials (32%) in this year’s report say they decided not to pursue higher education. Forty percentof Gen Zs and 38% of millennials said the high cost of tuition was their primary concern. But theirresponses also reveal a skepticism about the return on investment of higher education with manyGen Zs and millennials questioning if the education provided at universities would give them enoughpractical experience to prepare them for the job market. Soft skills are vital as GenAI transforms the way Gen Zs andmillennials work Most Gen Zs (57%) and millennials (56%) are already using GenAI in their day-to-day work fora variety of tasks: data analysis, creative work, content creation, project management, strategycreation, risk assessments, and more. They are largely positive about the technology, saying thatit helps them improve the quality of their work, and frees up time to focus on more strategic workwhile improving their work/life balance. But they also have significant concerns: They worry it wil