Deloitte.

mm

2025GenZandMillennialSurvey

Growthandthepursuitofmoney,meaning,andwell-being

Eachgenerationbringsvalues,attitudes,andbeliefsthat

shapewhatmakesthemhappyintheworkplace.

Projectedtomakeup

74%oftheglobalworkforceby2030

,GenerationZ(bornbetween1995and2006)andmillennials(bornbetween1983and1994)areadefiningforce.Itisimportantforbusinessestounderstandwhatmatterstothesegenerations.DeloitteGlobal’sGenZ

andMillennialSurvey,nowinits14thyear,examinesthefactorsshapingtheworldviewsof23,482GenZandmillennialrespondentsacross44countries.Theresultsrevealacohortofprofessionalswhoarerejectingtraditionalrulesandantiquatedstructuresintheirpursuitofcareersatisfaction—andultimately,happiness.

GenZsandmillennialsareambitious.Butforthem,successisnotnecessarilyaboutclimbingthecorporateladder.Infact,manyarenotmotivatedbyreachingseniorleadershippositions,revealingapotentialleadershippipelineproblemforthefuture.

Learninganddevelopmentisapriority,andtheyexpecttheiremployerstoprovidethese

opportunities.Somehaveforegonehighereducationtopursuethepracticalskillsthattradeorvocationaltrainingprovides.Andastechnologytransformstheworldofwork,GenZsandmillennialsareenhancingtheirknowledgeandembracingnewtools,suchasGenAI.

Thesegenerationsareseekingmorethanjustajob.Makingmoneyisimportantbutsois

findingmeaningfulworkandwell-being.Theyarelookingforcareerswiththerightbalanceofthesefactors,a“trifecta”thatcanbehardtofind.

Theyhavehighexpectationsfortheiremployers,andtheyoftenjobhoptomeettheircareerambitionsinaworldwherethe

socialcontractbetweenemployersandemployeeshas

eroded

.Manyfeeltheirmanagersarenotmeetingtheirneeds.Somebelievethatcompaniesarenotdoingenoughtoaddressworkplacestress.Andmostarefeelingthepressuresofthecostofliving.

Thefindingsdemonstratetheneedfororganizations,seniorleaders,andmanagerstocreateenvironmentswhereworkerscannotonlyattainthetrifectaofmeaningfulwork,financial

security,andwell-being,butalsoachievetheprofessionalgrowththeyarelookingfor.By

supportingthesepillarsconsistently,organizationscanupholdthesocialcontractandcreateacycleofsatisfaction,engagement,andsuccess.

DeloitteGlobal2025GenZandMillennialSurvey?2025.Forinformation,contactDeloitteToucheTohmatsuLimited.2

DeloitteGlobal2025GenZandMillennialSurvey?2025.Forinformation,contactDeloitteToucheTohmatsuLimited.3

Amongthisyear’skeyfindings:

GenZsandmillennialsarefocusedonlearning,butfeeltheir

managersaremissingthemarkonkeyaspectsoftheirdevelopment

GenZsaremorefocusedonwork/lifebalancethanclimbingtothetopofthecorporateladder—

only6%saytheirprimarycareergoalistoreachaleadershipposition.Buttheydon’tlackambition.Whenaskedthestrongestreasonstheychosetoworkfortheircurrentemployer,learningand

developmentisinthetopthree,justbehindwork/lifebalanceandopportunitiestoprogressintheircareers.Sevenin10GenZssaytheyaredevelopingskillstoadvancetheircareersonceaweekor

more,comparedto59%ofmillennialswhosaythesame.BothGenZsandmillennialsarealigned

ontheskillstheyfeelareimportanttoprogressintheircareers(softskills,timemanagement,and

industry-specificknowledge).Thereisalsoasenseamongbothgenerationsthattheirmanagersaremissingthemark.Theybelievemanagers’keyroleistoprovideguidanceandsupport,toinspireandmotivatethem,tooffermentorship,andtohelpthemsetboundariestoensurework/lifebalance.

Instead,manyfeelthattheirmanagersaremostlyfocusedoncloselyoverseeingday-to-daytasks.

Concernedaboutitsreturnoninvestment,someareforegoinghighereducation

SomeGenZsandmillennialsseemtobereexamininghowtheeducationsystempreparesthemforthejobmarket.Althoughauniversityorcollegedegreeremainsvaluable,thetraditionaluniversitytocareerpathisnotnecessarilythedefaultanymore,asnearlyone-thirdofGenZs(31%)and

millennials(32%)inthisyear’sreportsaytheydecidednottopursuehighereducation.FortypercentofGenZsand38%ofmillennialssaidthehighcostoftuitionwastheirprimaryconcern.Buttheir

responsesalsorevealaskepticismaboutthereturnoninvestmentofhighereducationwithmany

GenZsandmillennialsquestioningiftheeducationprovidedatuniversitieswouldgivethemenoughpracticalexperiencetopreparethemforthejobmarket.

SoftskillsarevitalasGenAItransformsthewayGenZsandmillennialswork

MostGenZs(57%)andmillennials(56%)arealreadyusingGenAIintheirday-to-dayworkfor

avarietyoftasks:dataanalysis,creativework,contentcreation,projectmanagement,strategy

creation,riskassessments,andmore.Theyarelargelypositiveaboutthetechnology,sayingthat

ithelpsthemimprovethequalityoftheirwork,andfreesuptimetofocusonmorestrategicwork

whileimprovingtheirwork/lifebalance.Buttheyalsohavesignificantconcerns:Theyworryitwill

reduceavailablejobsandmakeitharderforyoungpeopletoentertheworkforceinthefuture.TheyarefocusedontrainingandskillsdevelopmenttopreparethemtoworkalongsideGenAI.Andas

theycontinuedevelopingtheirtechnicalskills,theyalsobelievethatdevelopingsoftskills,suchasempathyandleadership,ismoreimportantthanever.

DeloitteGlobal2025GenZandMillennialSurvey?2025.Forinformation,contactDeloitteToucheTohmatsuLimited.4

Supportingthementalwell-beingofworkersshouldstartwithaddressingtherootcausesofworkplacestress

GenZsandmillennialswhosaytheirleaderssupporttheirmentalhealth,whohave

opportunitiestogrowwithintheirorganizations,andwhoaresatisfiedwiththeirwork/lifebalancearemorelikelytosaytheyhavepositivewell-being,andbyextensionare

morelikelytoreporthigherlevelsofhappiness.Yet,only52%ofGenZsand58%of

millennialsratetheirmentalwell-beingasgoodorverygood.And40%ofGenZsand

34%ofmillennialssaytheyfeelstressedoranxiousallormostofthetime—among

them,aboutone-thirdsaytheirjobisamajorsourceofstress.Longworkinghours,

lackofrecognition,andtoxicworkplacesaredrivingtheirstresslevels.GenZsand

millennialsfeeltheirmanagerscoulddomoretoaddresstherootcausesofstressintheworkplace.

EnvironmentalconcernscontinuetoinfluenceGenZandmillennialbehavior

Theenvironmentisamajorsourceofanxietyforthesegenerations,withtwo-thirds

(65%ofGenZsand63%ofmillennials)sayingtheyhavefeltworriedoranxiousabouttheenvironmentinthepastmonth.Theirenvironmentalconcernsinfluencetheir

consumerbehavior.Forexample,nearlytwo-thirdsofGenZs(65%)andmillennials

(63%)saytheyarewillingtopaymoreforenvironmentallysustainableproductsor

services.Environmentalconcernsalsoimpacttheircareerdecisions—twooutof10GenZs(23%)andmillennials(22%)saytheyhaveresearchedacompany’senvironmental

impactorpoliciesbeforeacceptingajobfromthem.

Money,meaning,andwell-beingintersecttoformthefoundationforhappinessatwork

Careerfluidityisadefiningfeatureofthemodernworkforce:Nearlyone-third(31%)ofGenZsplantoswitchemployersinthenexttwoyears.Andwhilemillennialsmaybe

moresettledintotheircareers,17%stillsaytheyplantoleavetheiremployerwithintwoyears.Theirjobhoppingisn’tdrivenbyalackofloyalty.ManyGenZsandmillennialsseeitasastrategytoseekstability,betterwork/lifebalance,agreatersenseofpurpose,andanopportunitytolearnandacquirenewskills.Whenaskedabouttheircareergoalsandthefactorsthatcausethemtochangecareersand/oremployers,theiranswerscanbeboileddowntothreekeyareas:money,meaning,andwell-being.BalancingthesethreethingssetsthefoundationforoverallhappinessamongGenZsandmillennials.Andforemployers,itmayholdthekeytoattractingtalent,reducingturnover,andincreasing

engagement.

ThereisarisingsenseoffinancialinsecurityamongGenZsandmillennials

Forthefourthyearinarow,thecostoflivingtopsthelistofconcernsforGenZsand

millennials.Andthereisarisingsenseoffinancialinsecurity—nearlyhalfofGenZs(48%)andmillennials(46%)saytheydon’tfeelfinanciallysecureandmorethanhalfofboth

generationslivepaychecktopaycheck.Theseconcernsaretakingatoll:Only36%ofGenZsand39%ofmillennialswithcost-of-livingconcernssaytheyfelthappyoverthepastyear.Andeightin10saytheirlong-termfinancialfutureandtheirday-to-dayfinances

contributetotheirstresslevels.

GenZsandmillennialswantpurpose-drivenwork,ortheresourcestodrivechangeoutsideofwork

Purposeinfluencesmotivation,engagement,andaccordingto89%ofGenZsand

92%ofmillennials,itisimportanttojobsatisfactionandwell-being.ManyGenZsand

millennialswanttofindmeaningintheircareersandoftenseekoutworkthatallows

themtoderiveabroadersenseofpurpose.Whenevaluatingapotentialemployer,morethanhalfofGenZs(54%)andmillennials(53%)saymeaningfulworkisveryimportant.Forthosewhodon’tfeeltheyaremakingameaningfulcontributiontosocietythroughtheirwork,somearefocusedonmakingmoneyandhavingagoodwork/lifebalancesothattheycanusetheirtimeandresourcestomakeadifferenceoutsideofwork.

DeloitteGlobal2025GenZandMillennialSurvey?2025.Forinformation,contactDeloitteToucheTohmatsuLimited.5

Tableofcontents

1Learninganddevelopmentandtheleadershipgap

2Reexaminingthevalueofhighereducation

3

EmbracingthepromiseofGenAI

4

Happinessandtheintersectionofmoney,meaning,

andwell-being

5

Financialconcerns:Costoflivingcontinuestotakeatoll

6

Prioritizingpurpose:Howthesegenerationsareseeking

meaningatwork

7

Enhancingmentalwell-beingbyconfrontingworkplacestress

8

Anxietyandaction:HowenvironmentalconcernsshapeGenZ

andmillennialbehavior

1Learninganddevelopmentandtheleadershipgap

DeloitteGlobal2025GenZandMillennialSurvey?2025.Forinformation,contactDeloitteToucheTohmatsuLimited.6

Withtheemergenceofviraltrendssuchas“

quietquitting

”,“

bareminimumMondays

”,and“

productivity

theater

”,GenZshavegainedareputationfornotputtingineffortatwork.Arecentsurveyfoundthat

three

infourmanagersandbusinessleaderssayGenZisthemostchallenginggenerationtoworkwith

duetotheirperceivedlackoftechnicalskills,motivation,andeffort.Millennialsfacedsimilarcriticismearlierintheircareers,oftendeemed“

entitled

”and“

disengaged

”byoldergenerations.

Intergenerationaltensionsintheworkforcelikelystemfromtheverydifferentenvironmentsinwhicheachgenerationstartedtheircareersandhowthisshapedtheirperspectivesandexpectations.

Oldermillennialsstartedtheircareersduringthe2008financialcrisiswhichledtohighunemployment,limitedopportunitiesforcareerprogression,andstagnantwages.Alternatelyseenasthe

burnout

orthe

resilient

generation,millennialsworkedmorehoursforlesspayandlesssecurity,strugglingtoachievethesame

standardsoflivingastheirparents.Manyreactedbyrejectingthestatusquo,namelyseekingmorepurpose-drivenworkandnewworkpatternssuchasremotework.

Subsequently,manyGenZsstartedtheircareersduringaglobalpandemic,which,amongotherimpacts,

resultedinwidespreadreflectionontheroleworkshouldplayinaperson’slifeandultimatelyadeeperfocusonwork/lifebalance.

Careerambitions

GenZs’focusonwork/lifebalancemaygivethem

doubtsaboutclimbingtothetopofthecorporateladder

—only6%ofGenZssaidtheirprimarycareergoalistoreachaleadershipposition.Butthisdoesn’tmeanthey

lackambition.Theyare,infact,veryfocusedonlearningandgrowing.Whenaskedthestrongestreasonstheychosetoworkfortheircurrentemployer,learninganddevelopmentisinthetopthree,justbehindgoodwork/lifebalanceandopportunitiestoprogressintheircareers.And70%ofGenZssaytheyaredevelopingskillstoadvancetheircareersonceaweekormore,comparedto59%ofmillennialswhosaythesame.Whilenearly

one-third(30%)arelearningnewskillsduringwork,abouttwo-thirdsofGenZs(67%)aredevelopingskillsoutsideofworkinghours,eitherbeforeorafterwork,orontheirdaysoff.

DeloitteGlobal2025GenZandMillennialSurvey?2025.Forinformation,contactDeloitteToucheTohmatsuLimited.7

Timespentdevelopingskills

36%5%

millennials

59%

Acoupleoftimesamonthtoonceayearorlessoften

Q.Howoftendoyouworkondevelopingskillsthatadvanceyourcareer?

Whentheyaretypicallytakingtimetodevelopskills

Onworkdays,

eitherbeforeor

afterwork

34%

32%

Q.Andwhenareyoutypicallytakingthetimetodeveloptheseskillstoadvanceyourcareer?

Ontheirdaysoff

33%

While

working

30%

Onceaweek

ormore

millennials

33%

32%

Never

GenZs

GenZs

70%

27%

3%

Expectationsversusreality

Intermsoftheskillsandcapabilitiestheyfeelaremostimportanttotheircareerprogression,andhowtheywanttobesupported,GenZsandmillennialsarealigned.Theysaysoftskills(likecommunication,leadership,empathy,andnetworking),timemanagement,andindustry-specificknowledgearemostimportant.And

todeveloptheseskillsandcapabilities,theywantmentorshipandguidance(86%ofGenZsand84%ofmillennials)andon-the-joblearningandpracticalexperience(89%ofbothgenerations).

“Careergrowthtomeusedtobeclimbingtheladderhigherandhigher.Notonlyjustforthetitle,butalsotheprestigeandthehigherpay.IthinkcareergrowthnowmeansreallymakingsurethatIamalways

learningandalwayshavemoreopportunitiesinmycareer,butalsomakingsurethatIamstillpassionateabouttheworkthatIdo.”

-Millennial,Female

DeloitteGlobal2025GenZandMillennialSurvey?2025.Forinformation,contactDeloitteToucheTohmatsuLimited.8

Mosthelpfultoolsforcareergrowth

Percentageofrespondentssayingtheyfindthesevery/somewhathelpful

81%

Mentorshipand

guidancefrom

experienced

colleagues

millennials

Mostrequiredskillsforcareeradvancement

Percentageofrespondentsselectinghighly/somewhatrequired

78%

Softskills(e.g.,

communication,

leadership,empathy,

networking,etc.)

millennials

Q.Towhatextentareeachofthefollowinghelpfulinassistingyourcareergrowth?

Q.Whichskillsaremostrequiredforadvancementinyourcareer?

On-the-joblearningandpractical

experience

Industry-specific

knowledgeand

expertise

Feedbackand

performance

reviews

Peerlearningandcollaboration

Timemanagementskills

Project

managementskills

Creativityandinnovationskills

Formaltraining

programs

GenZs

GenZs

78%

79%

80%

85%

85%

86%

86%

84%

84%

89%

86%

89%

84%

83%

81%

81%

84%

82%

Managersshouldbeinapositiontoprovideorfacilitatethesethings,butGenZsandmillennialsfeelthereisawidegapbetweenwhattheyexpectoftheirmanagersandwhattheyareactuallyexperiencing.Theywantmanagerstoprovideguidanceandsupport,toinspireandmotivatethem,tooffermentorship,andtohelp

themsetboundariestoensurework/lifebalance.Instead,mostfeelthattheirmanagersaremorefocusedoncloselyoverseeingday-to-daytasks.

Thegapbetweenwhatrespondentsbelievetheirmanagersshoulddo,versuswhattheyactuallydo

Provideguidanceandsupporttoteammembers

Inspireandmotivatetheteam

Closelyoverseeday-to-daytasks

32%

57%

-25%

》

-26%

33%

59%

39%

36%

38%

35%

28%

51%

27%

50%

+3%

+3%

-23%

-23%

Setboundariesandensurework/lifebalance

Teachand

mentoremployees

26%

44%

24%

42%

36%

50%

32%

48%

-18%

-14%

-18%

-16%

GenZs’beliefs

GenZs’actualexperience

millennials’beliefs

millennials’actualexperience

Q.Pleasecomparewhatyoubelievethekeyroleofsupervisorsshouldbeintheworkplaceaswellasyouractualexperienceindealingwithsupervisors

Manymanagersseethisgapthemselves—accordingtothelatestDeloitteUS

GlobalHumanCapitalTrends

report,managersspendnearly40%oftheirtimesolvingimmediateproblemsandfocusingonadministrativetasks,withonly13%oftheirtimespentdevelopingthepeoplewhoworkforthem.Andthesamereportfindsthatoverone-third(36%)ofmanagersarenotsufficientlypreparedtobepeoplemanagers,suggestingthatmorelearninganddevelopmentisneededacrosseachstageofaperson’scareer.

DeloitteGlobal2025GenZandMillennialSurvey?2025.Forinformation,contactDeloitteToucheTohmatsuLimited.9

“I’vehadmanagerswhoweresolelyfocusedontask

completionwithoutfosteringanygrowthorinnovation…mycurrentleaderswantustotrynewthings,takerisks,andpursuelearningopportunities,evenifitmeans

spendingtimeawayfromourregularjobduties.Thissupportiveenvironmenthasbeenagame-changerformyprofessionaldevelopment.”

GenZ,Male

Supportingbetterlearninganddevelopment

TacticsthatGenZsandmillennialsbelievetheiremployerscouldusetobettersupporttheirlearningneedsinclude:creatingdedicatedin-houselearningprogramsandallottingtimetoconductlearningwithout

interferingwithworkloadsandresponsibilities,offeringfinancialcompensationforexternallearning

opportunities,providing1:1mentorshipopportunitieswithexperts,andofferingaccesstolearningplatformsandsubscriptions.Somefeelthatmoreopportunitiesforjobrotationorjobshadowingwouldalsohelpthemlearn.

TopwaysinwhichemployerscansupportGenZandmillenniallearningneeds

Creatededicatedin-houselearning

Offerfinancialcompensationforexternallearningopportunities

24%

27%

Q.Whatarethetoptwowaysinwhichemployerscansupportyourlearningneeds?

programsandallottimetofocus

onthem

Provideaccesstolearningplatformsandsubscriptions

Facilitatepeerlearningandknowledgesharing

Provide1:1mentorshipopportunities

millennials

20%

29%

23%

23%

31%

24%

22%

24%

GenZs

DeloitteGlobal2025GenZandMillennialSurvey?2025.Forinformation,contactDeloitteToucheTohmatsuLimited.10

Takeawaysforbusinessleaders

Tomeettheneedsoftoday’sworkforce,businessesshouldcultivateacultureoflearninganddevelopment

whichstartsrightfromthebeginningoftheiremployees’careersandcontinuesastheyprogress.Learning

anddevelopmentshouldbeacontinuousprocessofinvestingingrowthateachstage.Itrequiresconsistentlyevaluatingwhatskillsandcapabilitiesworkersshoulddevelop,howtoprovidetherightlearningopportunities,andhowtoensurethatpeoplefeelcomfortabletakingtimeawayfromtheirbusyworkloadstoengagein

learninganddevelopment.Bymakinglearningapriority,organizationscanenabletheopportunitiesforgrowthandlifelongdevelopmentthatGenZsandmillennialshavecometoexpectintheworkplace.

Oneareathatthesurveyfindingsclearlypointtoisaneedforbetterleadershiptrainingtohelpensurethatmanagersarepreparedforthepeople-leadershipaspectoftheirjobs.Businessleadersshouldconsidertherolemanagersplayindriving

workforcesuccess

.Asworkersarebeingaskedtolearnnewskillsandways

ofworking,adapttonewtechnologies,andpivotinresponsetounexpectedchange,organizationsshould

empowermanagers,whoareuniquelysituatedtoredesignworkandhelptheirpeoplenavigatechangeinthefaceofincreasingcomplexity.

“Idon’twanttopigeonholemyselfwithinthefirstfewyears,nomatterifit’saverygoodcompanyoraverygoodsalary.IfI’mgoingtobepursuingmycareer

andthere’snoprogramsinplaceinternallytohelp

employeesgrow,thenit’snotworthittome.Nomatterthecompanyname.”

GenZ,Male

DeloitteGlobal2025GenZandMillennialSurvey?2025.Forinformation,contactDeloitteToucheTohmatsuLimited.11

2Reexaminingthevalueofhighereducation

DeloitteGlobal2025GenZandMillennialSurvey?2025.Forinformation,contactDeloitteToucheTohmatsuLimited.12

It’sclearthatGenZsandmillennialsvaluetheopportunityforcontinuouslearninganddevelopmentatwork,butsomeseemtobereexamininghowtheeducationsystempreparesthemforthejobmarket.Although

auniversityorcollegedegreeremainsvaluable,thetraditionaluniversitytocareerpathisnotnecessarilythedefaultanymore,asnearlyone-thirdofGenZs(31%)andmillennials(32%)inthisyear’ssurveysaytheydecidednottopursuehighereducation.Someareinsteadoptingtoexplorealternativepaths,suchas

vocationalqualifications,apprenticeships,ortradesthatmayoffermoreskills-basedlearningandlowerfinancialburden.

Factorsinfluencinghighereducationdecisions

Withinthesecohorts,financialconstraintsandevolvingprioritiesarepushingsomeawayfromhigher

education.Nearly40%ofGenZsandmillennialswhodecidednottopursuehighereducationcitedfinancialconstraintsasoneoftheprimarydrivingfactors.For34%ofGenZsand42%ofmillennials,familyorpersonalcircumstancesalsoaffectedtheirdecision.Beyondmoneyandpersonalconsiderations,somefeltthathighereducationwasn’ttherightpathforthem.Forexample,roughlyaquartersaidtheywerelookingforflexibilityandtheopportunitytolearnontheirownterms(26%ofGenZsand22%ofmillennials),orwereseeking

careerpathsthatdon’trequireauniversityorcollegedegree,suchasvocationaltraining,apprenticeships,ortrades(25%ofGenZsand22%ofmillennials).Around20%inbothcohortssaidtheychosenottoattenduniversitybecausetheywerenotinterestedintraditionaleducation.

Reasonsinfluencingtheirdecisionnottopursuehighereducation

Withfastevolving

Seekingcareerpaths

thatdonotrequire

highereducation(e.g.,

vocationaltraining,

apprenticeship)

25%

Millennials

Q.Whataretheprimaryreasonsinfluencingyourdecisiontonotpursuehighereducation?

*Questiononlyaskedtothosewhodidnotattendcollegeoruniversity

technologiessuchas

AI,Idon’tfeelhigher

educationisproviding

mewiththeskills

Ineed

Desireforflexibilityand

learningonmyown

terms

Concernaboutfuture

burdenofstudent

loans

Pursuing/

planningtopursueentrepreneurship

Lackofinterestintraditionaleducation

Familyorpersonalcircumstances

Financialconstraints

42%

39%

34%

39%

26%

21%

21%

22%

22%

19%

16%

19%

18%

15%

15%

GenZs

DeloitteGlobal2025GenZandMillennialSurvey?2025.Forinformation,contactDeloitteToucheTohmatsuLimited.13

Whenaskedabouttheirconcernswiththecurrenthighereducationsystem,40%ofGenZsand38%of

millennialssaidthehighcostoftuitionwastheirprimaryconcern.ButtheirresponsesalsorevealaskepticismaboutthereturnoninvestmentofhighereducationwithmanyGenZsandmillennialsquestioningifthe

educationprovidedatuniversitieswouldgivethemenoughpracticalexperiencetoprepareforthejob

market.Morethanone-thirdofGenZs(35%)andmillennials(37%)saidtheywereconcernedaboutthequalityoftheeducationprovided.Onequartersaidtheywereconcernedabouttherelevanceofthecurriculumto

thejobmarket(24%ofGenZsand25%ofmillennials).And28%ofGenZsand27%ofmillennialssaidtheywereconcernedthathighereducationofferedlimitedpracticalexperience.

DeloitteGlobal2025GenZandMillennialSurvey?2025.Forinformation,contactDeloitteToucheTohmatsuLimited.14

Concernsaboutthehighereducationsystem

40%

Limitedopportunitiesforpractical

experience

20%

Relevanceofcurriculumtojobmarket

Q.Whatareyourprimaryconcernsaboutthecurrenthighereducationsystem?

*Questionaskedofallrespondents

Lengthoftimerequiredtocompleteadegree

Lackofflexibilityinlearningoptions

Qualityofeducation

Highcostoftuition

20%

28%

38%

35%

37%

25%

27%

24%

22%

19%

Perceptionsandoutcomes

Ultimately,manyGenZs(49%)andmillennials(47%)whopursuedhighereducationfeeltheymadetherightchoiceandwouldmakethesamedecisionagain.Anotherroughlyfourin10(41%ofGenZsand42%of

millennials)saythatwhiletheybelievetheymadetherightdecision,theymightconsiderpursuingadifferentpathifgiventhechancetodoitoveragain.Forthosewhodecidedtopursueatradeorvocationaltraining,

theresultsaremoremixed:fewerGenZs(39%)andmillennials(36%)feeltheymadetherightchoiceandthatthey’dmakethesamedecisionagain,whilealmosthalfsaythattheyfeeltheymadetherightdecisi