2026 Gen Z and Millennial Survey
The 15th anniversary edition of Deloitte’s global survey finds Gen Zs and millennials are seeking progress on their own terms, prioritizing stability, skills, and well-being over fast-paced growth.
Progress on their own terms
Gen Z and millennials want to build durable foundations before making life-defining moves. They are seeking stability before committing to major decisions. And their ambition is tempered by a demand for a sustainable workload, clear support, and achievable pathways to success. They are choosing what is sustainable, not performative, and aligning life choices with realistic conditions rather than traditional timelines.
" The findings for Greece highlight a new reality for organizations and the labor market. Gen Zs and Millennials do not reject progress, leadership, or technology; they simply require the right conditions for their growth to be effective and sustainable. They seek financial stability, continuous skills development, mental well-being, trust, and a sense of purpose. In this context, AI becomes increasingly important: its growing use at work demonstrates that these generations are ready to leverage it as a development tool. As highlighted by Deloitte’s Human Capital Trends 2026 report, automating repetitive processes does not threaten humans; instead, it "unlocks" their true, irreplaceable value. The ultimate challenge for us, as organizations, is to bridge the "AI gap". We must prioritize investing in upskilling and reskilling our people, creating a culture where technology empowers the workforce to create, innovate, and lead the future. ”
- Analia Kokkoris, Partner, People & Purpose Leader at Deloitte Greece
"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 tradeoffs
Gen Z and millennials are making career choices that prioritize 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 favor 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 tradeoffs.
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 organizational 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 organizations.
As a major generational transition approaches, preserving knowledge is critical
As older generations approach retirement, organizations 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 judgment, influence, and collaboration in an AI-powered workplace.
Analia Kokkoris
