Deloitte's research on 22.500 young people challenges the myth of laziness, revealing new priorities between career and well-being.

"Young people no longer want to workThis is, perhaps even unconsciously, one of the most common and recurring deductions. Meanwhile, while this simplistic narrative continues to circulate, numerous strategic sectors—from ICT to manufacturing, from logistics to healthcare, to the tourism and hotel industry—are increasingly struggling to find staff. The question, then, might be different. And if the problem weren't a reduced availability for work, but a growing unwillingness to accept it under any conditions?

An interesting idea comes from the fifteenth edition of the “Global Gen Z and Millennial Survey" by Deloitte, which captures a generation very different from how it's often portrayed. Rather than being disinterested in careers, young people seem to be redefining the rules of their relationship with work. The focus is no longer on the quickest possible promotion, but on conditions considered sustainable in the long term.

The study highlights how economic stability, personal well-being and realistic growth paths are taking an increasing weight in professional choicesIt's no surprise, then, that more than half of those surveyed say they postpone important life decisions due to financial hardship, while only a minority consider leadership their primary career goal.

Even the very concept of success seems to be changing. Professional growth continues to be important, but not at the cost of perceived unsustainable workloads, lack of attention to mental health, or environments deemed unsafe. This is particularly interesting at a time when artificial intelligence, automation, and new regulations are helping to redefine the very concept of workplace safety. Rather than rejecting work, in short, Gen Z seems to be demanding that work becomes compatible with life again.

Between high cost of living, well-being and new ambitions: where Gen Z and Millennials are today

The overall message emerging from the 2026 Survey is clear: Generation Z and Millennials are not giving up on their ambition; they are redefining the times, priorities, and conditions through which they intend to build their future. This is well explained. Elizabeth Faber, Deloitte Global Chief People & Purpose Officer:

“These generations have concretely transformed the world of work over the past fifteen years and today they are making deliberate choices about when and under what conditions to pursue leadership roles and make important life decisions.”

More than a generation that refuses work, the report actually describes a generation that seeks solid foundations before taking decisive stepsEconomic stability, sustainable workloads, and organizational support are becoming essential in a context marked by high living costs, housing difficulties, economic uncertainty, and rapid technological change.

And if leadership continues to have an appeal, it no longer represents a goal to be achieved at any costAt the same time, artificial intelligence is predominantly perceived as an opportunity for growth and adaptation, although many young people believe they are adopting these technologies faster than the organizations they work for.

Overall, the report paints a picture of a generation that is not slowing down due to a lack of ambition, but is trying to build its own professional and personal path according to sustainability, well-being and stability criteria considered more compatible with the challenges of the present.

The "maybe later" phenomenon, between financial pressures and constantly postponed decisions

According to the survey, for the fifth consecutive year the cost of living the main concern is confirmed for both Generation Z and Millennials, even overcoming issues such as crime, unemployment, climate change and geopolitical instability.

Secondo DeloitteEconomic pressure has in fact become the main factor influencing how these generations plan their work, private life, and future prospects. It's no coincidence that 55 percent of Gen Z and 52 percent of Millennials say they've postponed decisions like marriage, children, or starting a business because of their financial situation.

The housing theme is particularly significant. 69 percent of Gen Z and 64 percent of Millennials say that housing availability and cost directly influence their career choices and even where they work. Furthermore, over half of young people belonging to Gen Z believe they cannot afford to buy a home, a percentage that drops to 40 percent among Millennials.

The first chapter of the report thus highlights widespread economic vulnerability: 34 percent say they struggle to cover all their necessary expenses each month. Alongside these difficulties, however, a note of optimism emerges. 53 percent of Gen Z and 45 percent of Millennials expect their financial situation to improve over the next twelve months. This perspective suggests that the "maybe later" phenomenon stems from the need to build, before anything else, an economic base perceived as sufficiently solid.

Leadership continues to attract, but no longer at any price.

One of the most interesting aspects that emerged from the report concerns the way Gen Z and Millennials view their careers. Contrary to popular belief, they don't seem to have abandoned their professional ambitions. Rather, they are redefining the very concept of progressFor 44 percent of Gen Z and 45 percent of Millennials, the ideal career path is gradual and sustainable growth over time. Only 25 percent of Gen Z and 21 percent of Millennials say they prefer a career characterized by rapid promotions and continuous advancement.

Leadership, as a result, is also interpreted differently than in the past. Suffice it to say that only 6 percent of respondents indicated reaching a managerial position as their primary career goal. According to the research itself, this does not reflect a lack of ambition, but rather an increasing attention to the sustainability of the professional pathIn fact, career progression is measured by the ability to maintain balance, autonomy, and quality of life throughout the journey.

Salary, benefits and career progression give way to well-being, balance and a sense of security.

It is when we analyze the reasons that distance Gen Z and Millennials from leadership roles that emerge particularly interesting elementsThe main barriers cited are stress and the risk of burnout, cited by 50 percent of Gen Z and 49 percent of Millennials, followed by excessive responsibility and concerns about work-life balance. In other words, many young people still associate leadership with a professional model perceived as unsustainable from a work-life balance perspective. Precisely for this reason, the report highlights how leadership roles are more attractive when they offer greater flexibility, clearer growth paths, and the opportunity to maintain quality of life, physical well-being, and mental health.

Gen Z and millennials don't always want to be leaders in the same way that boomers or Generation X did. Leadership roles remain attractive, but they must offer flexibility. When considering whether or not to take a leadership position, their thinking revolves around a fundamental question: Do they have a sense of security and belonging? And can they maintain their quality of life and physical and mental well-being in that role?

Let us know Mike Canning, Global Chief Strategy Officer of Deloitte Global.

For Deloitte, we are not facing a leadership crisis, but a growing misalignment between traditional management models and the expectations of a workforce that increasingly places value on well-being, flexibility, and long-term sustainability.

Why continuing education is the main career strategy today

If economic uncertainty pushes many young people to postpone some important decisions, However, it does not seem to slow down their desire to invest in themselvesThe third chapter of the report highlights how Gen Z and Millennials are responding to the ongoing changes in the labor market by increasingly focusing on lifelong learning, professional development, and the development of new skills. For these generations, adaptability is now considered the true career strategy.

Among the skills that interviewees believe they possess most are work ethic, collaboration, empathy, adaptability, and problem-solving skills. Looking to the future, however, a strong focus also emerges on skills considered increasingly strategic in a context characterized by diffusion of artificial intelligence.

Deloitte also emphasizes how learning and updating are perceived as a continuous process that spans the entire working life. In a world where technologies, tasks, and organizational models are rapidly changing, in other words, the ability to acquire new skills and adapt becomes one of the main tools through which Gen Z and Millennials seek to maintain employability, resilience, and long-term career prospects. In this regard, these are the words of Nicolai Andersen, Global Strategy, Risk and Transactions Leader at Deloitte:

As artificial intelligence transforms professional careers, Generation Alpha's advantage will be its familiarity with the technology, which will set it apart from previous generations. What will truly make the difference, however, will be the ability to simultaneously develop human skills such as empathy, communication, and systems thinking. These skills will represent the true added value, as AI takes on a growing role in more operational and repetitive tasks.

The new and unexpected role of mental health in the professional world

One of the most interesting concepts introduced by the survey is that of "well-being as infrastructure." From this perspective, mental health, stress management, and the quality of the working environment become structural elements of professional experience.

The data shows positive signs. 63 percent of Gen Z and 66 percent of Millennials now rate their mental health as good or very good, an increase from the previous year. Despite this, stress continues to be a constant presenceThirty-four percent of Gen Z and 30 percent of Millennials report feeling anxious or stressed. Meanwhile, nearly half of those interviewed report symptoms of burnout. Among the main sources of pressure are—once again—long-term financial worries, but also the health of family members and managing daily expenses.

According to the research, It is the quality of the working environment that plays a decisive roleSixty-nine percent of respondents believe their employer takes employee mental health seriously. Sixty-five percent report the presence of dedicated policies and support tools. These data, overall, reflect the growing importance of psychological safety as a key component of the workplace.

When the sense of belonging counts as much or more than salary

What makes a workplace truly attractive for Gen Z and Millennials? This is a question the sixth chapter of the report devotes considerable attention to. To do so, it challenges the idea that salary, benefits, or career prospects alone determine job satisfaction. For the new generations, in fact, work seems to take on a value above all else. when it is perceived as something significant.

It is therefore not surprising that 96 percent of Gen Z and 97 percent of Millennials consider it essential have a sense of purpose in their jobs. Nor that approximately four in ten respondents have already turned down professional opportunities deemed inconsistent with their values ​​or ethical beliefs. Similarly, 68 percent of Gen Z and 72 percent of Millennials believe their jobs allow them to make a concrete contribution to society.

How relationships impact employee retention today

Alongside the search for meaning, however, a second equally important element emerges. The ideal workplace is also one in which it is possible to build authentic relationshipsIn fact, about two-thirds of those surveyed say they have at least one close friend at work. And, according to Deloitte, these connections directly impact both their well-being and their retention in the company. Among Gen Zers who have friends at work, 48 percent expect to stay with the same organization for more than five years. On the other hand, 33 percent of those who do not have these relationships expect to stay. Among Millennials, the gap is even more pronounced, with 61 percent versus 43 percent.

Overall, the survey suggests that The ideal workplace is born from the meeting between purpose and human connectionWhen people feel that their work has meaning and they can count on strong relationships, the desire to build a lasting relationship with the organization also increases.

More than a generational crisis, we are facing a cultural transformation

In conclusion, what emerges from the “Global Gen Z and Millennial Survey 2026” is not so much the image of a generation disinterested in work. Rather, that of people who are redefining the very meaning of professional successEconomic stability, well-being, psychological safety, learning opportunities, and a sense of purpose are increasingly appearing as important as salary, promotions, and career advancement. In this context, the willingness to take on responsibility, lead teams, or invest in one's career path becomes increasingly dependent on the conditions offered by the organization.

For companies, the challenge therefore concerns the ability to rethink entire work modelsA transformation that takes on further relevance now that the entry of future generations into the job market, the evolution of the skills required and the growing attention to safety are helping to redefine the relationship between people and work.

The survey is based on responses from over 22.500 Generation Z and Millennials from 44 countries. More specifically, it is based on feedback collected by Deloitte along with qualitative interviews conducted with managers and business leaders. This survey, now in its fifteenth year, offers particularly useful insight into understanding how the expectations and priorities of new generations are changing.

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