Deloitte’s 2024 Gen Z and Millennial Survey connected with more than 22,800 respondents in 44 countries to explore their attitudes about work and the world around them. This series highlights key findings from the survey.<hr> Listen to article audio:[https://d1lzrgdbvkolkd.cloudfront.net/3970_Audio_f60a267604.mp3] Work is key to Gen Zs’ and millennials’ identities, with their job coming second only to friends and family when asked which areas of life are most important to their sense of identity. This is particularly true for millennials—nearly half of millennials (46 percent) cite work as central to their identity compared to 36 percent of Gen Zs.&nbsp;For millennials, friends, family, and work come out well ahead of any other considerations such as cultural activities, volunteering, and others. But for Gen Zs, cultural activities such as reading, playing or listening to music, and seeing performances are ranked as nearly equal to work in importance.&nbsp;<h2> Beyond work-life balance</h2>Both generations are very focused on maintaining a positive work-life balance. Consistent with last year’s findings, it is their top consideration when choosing an employer, and the top trait they admire in their peers, well above other traditional markers of success like job titles and material possessions.Beyond work-life balance, learning and development opportunities and pay round out the top three factors for Gen Zs and millennials when it comes to choosing an employer. Other reasons, such as positive workplace culture, flexible working hours, opportunities to progress in their careers, and meaningful work follow very closely behind.The following are top reasons respondents chose their organization:<ul style="list-style-type:disc;"><li>Good work-life balance (25 percent of Gen Zs, 31 percent of millennials)</li><li>Learning and development opportunities (21 percent / 21 percent)</li><li>High salary or other financial benefits (19 percent / 22 percent)</li><li>Positive workplace culture (19 percent / 20 percent)&nbsp;</li><li>Flexible hours / a reduced work week (19 percent / 19 percent)</li></ul>The following are top reasons respondents left their previous organization:<ul style="list-style-type:disc;"><li>Pay wasn’t high enough (26 percent of Gen Zs, 29 percent of millennials)</li><li>Lack of career advancement opportunities (16 percent / 22 percent)</li><li>I was feeling burned out (14 percent / 17 percent)</li><li>I felt the job was detrimental to my mental health (14 percent / 18 percent)&nbsp;</li><li>I didn’t find my work to be fulfilling or meaningful (13 percent / 15 percent)</li></ul><h2> Impact of compulsory office work</h2>This year, two-thirds of Gen Zs (64 percent) and millennials (66 percent) say they work for organizations that have recently implemented a return to office policy, calling people back to the office in either a full- or part-time capacity. Overall, a narrow majority of respondents now work fully on-site (51 percent of Gen Zs and 57 percent of millennials). Only 15 percent of Gen Zs and 11 percent of millennials work fully remote, with another third of Gen Zs (35 percent) and millennials (33 percent) working hybrid. &nbsp;<figure class="image"><img src="https://d1lzrgdbvkolkd.cloudfront.net/3970_F01_a5f748f429.jpg" alt="zoom"></figure> While return-to-office mandates have yielded mixed results, it’s clear that Gen Zs and millennials continue to value flexible work, both in terms of when and where they work. This drive for greater flexibility seems to be increasing the popularity of less traditional employment models. For example, continuing a trend that emerged in last year’s report, Gen Zs and millennials would like employers to create more part-time jobs, and job-sharing options, and ensure that employees who work part-time have comparable career advancement opportunities to full-time employees. They also would like employers to implement four-day work weeks for full-time employees.<h3>More insights from the 2024 Gen Z and Millennial survey</h3><ul><li><a href="https://action.deloitte.com/insight/3971/progress-and-problems-for-mental-wellbeing-at-work">Progress and problems for mental wellbeing at work</a></li><li><a href="https://action.deloitte.com/insight/3965/gender-parity-poor-in-genai-adoption">Gender parity poor in GenAI adoption</a></li><li><a href="https://action.deloitte.com/insight/3964/the-pros-and-pitfalls-of-productivity-with-genai">The pros and pitfalls of productivity with GenAI</a></li><li><a href="https://action.deloitte.com/insight/3963/gen-z-millennials-give-green-the-gold">Gen Z, millennials give green the gold</a></li><li><a href="https://action.deloitte.com/insight/3962/gen-zs-millennials-positive-on-purpose">Gen Zs, millennials positive on purpose</a></li><li><a href="https://action.deloitte.com/insight/3961/gen-zs-millennials-face-economic-political-uncertainty-with-guarded-optimism">Gen Zs, millennials face economic, political uncertainty with guarded optimism</a> &nbsp;</li></ul><figure class="table"><table style="background-color:hsl(0, 0%, 90%);"><tbody><tr><td><h2>Go Deeper</h2>Learn more about the experiences and expectations of Gen Z and Millennials at work and in the world more broadly:<a href="https://www.deloitte.com/global/en/issues/work/genz-millennial-survey.html?adobe_mc_sdid=SDID%3D45197AF24B38C6BE-5C87A39A1843DC3A%7CMCORGID%3D5742550D515CABFF0A490D44@AdobeOrg%7CTS%3D1717659059&amp;icid=learn-more_click">2024 Gen Z and Millennial Survey: Living and working with purpose in a transforming world</a>,&nbsp;Deloitte LLP / Elizabeth Faber, 2024.</td></tr></tbody></table></figure>&nbsp;

As it was in 2023, flexibility and balance remain atop Gen Z and millennial workers' preferences.

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Cross-Industry

As it was in 2023, flexibility and balance remain atop Gen Z and millennial workers' preferences.

Gen Zs, millennials seek new level for work-life balance

Organizational preparedness hinges on the ability to develop and leverage workers' unique human strengths—not just during a crisis, but continually. This topic covers strategies and approaches that prioritize wellbeing, learning, adaptability, and meaning, as well as possible structures that change how we work together.

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Workforce

Driven by accelerating connectivity, new talent models, and cognitive technologies, work is changing. Jobs are being reinvented, creating the “unleashed workforce”—where work is redefined to create new value and meaning for organizations, workers, stakeholders, and communities. This topic explores work within an intertwined structure of work, the workforce, and the workplace.

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Work

How are workplaces and work practices reshaping where and when work is done as organizations implement new digital technologies and ways of collaborating? As teams become more distributed, organizations might need to rethink how they foster both culture and team connections to drive not just belonging and wellness, but business results.