2026 Gen Z and Millennial Survey
Now in its 15th year, Deloitte's 2026 Gen Z and Millennial Survey surveyed 22,500+ respondents across 44 countries to understand how younger generations are rethinking careers, technology and wellbeing.
Living and working with purpose in a transforming world
Across Australian workplaces, the expectations and experiences of Gen Zs and millennials are coming into sharper focus. Rather than passively adapting to existing career models, these generations are influencing how progress and success are defined, with clear implications for how organisations attract, retain and develop talent.
This year's Australian findings point to a clear shift, as younger generations move away from fast-paced progression and towards more deliberate,
sustainable career choices. Over 800 respondents were surveyed, with cost of living remaining the top concern for both generations. Financial pressure is shaping when they enter the workforce, the roles they pursue, and what they expect from employers. At the same time, almost all say purpose is important to job satisfaction, and over 40% have rejected a potential employer due to values misalignment. They want careers that offer both stability and meaning, and they are prepared to walk away when that isn't available.
AI adoption among Australian millennials leads the global average, yet employer-provided tools and training are struggling to keep pace. On a more positive note, Australian workplaces are showing strong progress on mental health, with both generations reporting greater confidence that their employers take it seriously.
The report explores what this means for organisations and their leaders, and how they can respond to meet these evolving expectations while advancing their organisations.
"These generations have reshaped work in tangible ways over the last 15 years. And, today, they are making deliberate choices about when—and under what conditions—they pursue leadership and major life decisions.”
- Elizabeth Faber, Deloitte Global Chief People & Purpose Officer
Financial pressure is shaping both personal and professional decisions
Financial strain has become a defining feature of how these generations work, live, and plan for the future. More than half of Gen Zs (55%) and millennials (52%) say they are delaying major life decisions, such as marriage, starting a family or business, or furthering education, due to their financial situation. And a majority say that the availability or affordability of housing has a direct impact on their career decisions and where they can work. Despite these pressures, many are optimistic that their financial situation will improve over the next year.
Leadership ambitions are conditional as many consider the trade-offs
Gen Zs and millennials are making career choices that prioritise long-term fit over short-term advancement.
Just 25% of Gen Zs and 21% of millennials prefer fast-paced career progression marked by rapid promotions. By contrast, most favour gradual growth—or are willing to make lateral moves to build experience that supports long term success. Interest in leadership is widespread but not urgent, as many associate leadership with well-being trade-offs.
Consistent with last year’s findings, only 6% of Gen Zs and millennials say that achieving a leadership position is their primary career goal.
AI adoption is accelerating faster than organisational readiness
Nearly three-quarters of Gen Zs (74%) and millennials (74%) report using AI to some extent in their day-to-day work. They largely see the proliferation of AI as an accelerant, not a threat, expecting it to free up more time, improve output, open new paths for growth, and create new opportunities for entry-level workers—but many also feel that they are adapting to AI faster than their organisations.
As a major generational transition approaches, preserving knowledge is critical
As older generations approach retirement, organisations face growing risk around knowledge continuity. At the same time, Gen Alpha will begin entering the workforce in a few years, prompting leaders to view the challenge as a leadership and work-design challenge—preserving institutional knowledge while creating roles that deliberately build human judgement, influence and collaboration in an AI-powered workplace.
