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, prioritising stability, skills and well-being over fast-paced growth.
Progress on their own terms: A Malta perspective
This research reveals critical insights into how Gen Z and millennials think about work, leadership, financial security, and purpose—insights that are particularly relevant for organisations operating in Malta's dynamic business environment.
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.
"Only 6% of Gen Z and millennials prioritise leadership as their main career goal. For Malta, this means we need to rethink how we structure advancement. Purpose, flexibility, and transparent career paths matter more than titles. Organisations that adapt will win the talent competition.
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Antoine Fenech - Strategy & Transactions Leader, Deloitte Malta
Understanding the findings in a Malta context
While this global research reflects trends across 44 countries, the insights are highly relevant to Malta's talent market. As a small, open economy with a growing professional services sector, Malta faces unique challenges in attracting and retaining Gen Z and millennial talent. The survey's findings on financial pressures, leadership expectations, AI adoption, and the importance of purpose and well-being directly mirror conversations we're having with organisations across the island. Understanding how these generations define success, what they value in employers, and how they're adapting to rapid technological change is essential for Maltese businesses competing for top talent in an increasingly global marketplace.
To make a real tangible difference in retention, Maltese organisations must recognise that their employee value proposition and career progression paths can no longer be one-size-fits-all. These generations are not rejecting ambition. They are redefining it. The organisations that understand this shift will attract and retain the best talent Malta has to offer.
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Claudine Attard - Director, Strategy, Risk & Transactions, Deloitte Malta
"Only 6% of Gen Z and millennials prioritise leadership as their main career goal. For Malta, this means we need to rethink how we structure advancement. Purpose, flexibility, and transparent career paths matter more than titles. Organisations that adapt will win the talent competition.
- -
Antoine Fenech - Strategy & Transactions Leader, Deloitte Malta
Understanding these findings in a Malta context
While this global research reflects trends across 44 countries, the insights are highly relevant to Malta's talent market. As a small, open economy with a growing professional services sector, Malta faces unique challenges in attracting and retaining Gen Z and millennial talent. The survey's findings on financial pressures, leadership expectations, AI adoption, and the importance of purpose and well-being directly mirror conversations we're having with organisations across the island. Understanding how these generations define success, what they value in employers, and how they're adapting to rapid technological change is essential for Maltese businesses competing for top talent in an increasingly global marketplace.
To make a real tangible difference in retention, Maltese organisations must recognise that their employee value proposition and career progression paths can no longer be one-size-fits-all. These generations are not rejecting ambition. They are redefining it. The organisations that understand this shift will attract and retain the best talent Malta has to offer.
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Claudine Attard - Director, Strategy, Risk & Transactions, Deloitte Malta
Key findings:
Financial pressure shapes career decisions
For the fifth consecutive year, cost of living is the top concern. More than half of Gen Zs (55%) and millennials (52%) have delayed major life decisions due to financial constraints. Housing affordability directly impacts career choices for 69% of Gen Zs and 64% of millennials.
Leadership ambitions are conditional
While 76% of Gen Zs and 67% of millennials are interested in leadership roles eventually, only 6% prioritise it as their primary goal. Stress, burnout, and work/life balance concerns are the main barriers. Flexible work arrangements and clearer career paths would increase interest.
Adaptability is a core career capability
These generations are investing heavily in continuous learning and skill development. They identify work ethic, emotional intelligence, collaboration, and adaptability as core strengths, while prioritising development in AI fluency, public speaking, and leadership skills.
AI adoption outpaces organisational readiness
74% of Gen Zs and millennials use AI in their daily work, up sharply from 57% last year. However, nearly one-third believe their organisations are not prepared for AI-driven change. Many feel they're adapting faster than their employers.
Mental health is improving, but stress persists
63% of Gen Zs and 66% of millennials now rate their mental health as good or extremely good. However, one-third still report feeling anxious or stressed most of the time. Digital fatigue from constant alerts and tool switching is a growing concern.
Purpose and connection drive retention
96% of Gen Zs and 97% of millennials say purpose is important to job satisfaction. Those with close workplace friendships are 15-18 percentage points more likely to stay with their organisation for 5+ years.
To make a real tangible difference in retention, Maltese organisations must recognise that their employee value proposition and career progression paths can no longer be one-size-fits-all. These generations are not rejecting ambition. They are redefining it. The organisations that understand this shiftwill attract and retain the best talent Malta has to offer.
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Claudine Attard - Director, Strategy, Risk & Transactions, Deloitte Malta
Antoine Fenech
