They use artificial intelligence more than any other generation, value purpose at work and think long-term before changing jobs. An average tenure of just over a year in the first five years of a career might suggest disengagement. But is that really the case? 

Two global surveys conducted in 2025 shed light on who this generation is, what they want and what puts them off. We’re talking about the Gen Z Workplace Blueprint by Randstad, based on 11,250 responses from employees across fifteen labour markets, and the Gen Z and Millennial Survey by Deloitte, with 23,482 responses from respondents in 44 countries. 

Since the beginning of 2024, job offers for those starting their careers have fallen by 29 percentage points, according to an analysis of more than 126 million listings carried out by Randstad. Technology was the most affected sector, followed by transport and logistics, and then financial services. According to the survey, fewer than half of this generation currently holds a full-time job, and around one in three of those who do work full-time would prefer a role that allowed them to combine it with a side activity. Nearly half of Gen Z respondents said they did not feel financially secure in 2025, compared to around one in three in 2024. 

The voluntary turnover rate among Generation Z stands at 22%, almost double that recorded among Millennials. The average tenure for Gen Z is just over a year, compared to around two years for Millennials and nearly three for previous generations. One in three Gen Z respondents planned to change jobs within the next twelve months, and only one in ten intended to stay with their current employer indefinitely. 

Randstad’s analysis found that more than four in ten Gen Z workers always consider their long-term goals when making career decisions — more than any other generation. The main reason they leave is compensation, which can be explained by the growing financial pressure already mentioned. The second reason for seeking a new job is the lack of progression. Deloitte’s survey found that 44% of this generation had already left a job because they felt it lacked purpose, and more than four in ten had turned down a job offer due to a misalignment of values with the employer.

Three in four Gen Z workers use AI to develop new skills, compared to just over half in previous generations. Around 50% of Generation Z respondents also use AI to solve problems at work and when job searching. Deloitte’s survey found that 29% of Gen Z regularly used generative AI – a figure that grew compared to 2024 – and three in four believed the technology would change the way they worked within the next year. 

Familiarity with the technology coexists with concrete concerns about its impact. Nearly half expressed concern about AI’s effect on employment, more than the previous year, and more than six in ten generative AI users admitted to seeking roles that technology would struggle to replace.

The 14th Gen Z and Millennial Survey reached a straightforward conclusion: compensation, purpose and well-being are inseparable for these generations. More than half of Gen Z and Millennial respondents live paycheck to paycheck, and the cost of living remains, for the fourth consecutive year, the top concern cited in Deloitte’s surveys. Without financial stability, the sense of purpose deteriorates and, therefore, well-being suffers too. 

Purpose at work is valued by almost all of Generation Z, but its meaning varies: some associate it with societal impact, others with learning, balance or autonomy. Well-being appears to be the most fragile aspect: four in ten Gen Z respondents reported frequently experiencing stress or anxiety – more than Millennials – and just over half rated their mental well-being as good or very good. The main factors identified as work-related are excessive working hours and lack of recognition.

Progression is the central priority: it is the second reason for leaving across all generations, right after compensation, and has already been the reason 44% of surveyed Gen Z workers quit a job. That progression requires managers who go beyond task supervision — ones who teach, provide guidance and inspire. 

Yet despite this desire to advance, only 6% said their primary goal was to reach a leadership position. 

Among the ways employers can support employee development, Generation Z favours the creation of internal learning programmes with dedicated time. 

Financial security, purpose and well-being are not separate priorities for this generation. Deloitte’s survey shows they reinforce one another: those who feel financially secure are more likely to find their work meaningful. Value misalignment also weighs heavily: more than four in ten Gen Z workers have already turned down a job offer for ethical reasons. And six in ten would consider accepting a job with misaligned values if the pay were good — pointing to financial pressure as a decisive factor. 

Motivation among Generation Z is the lowest compared to previous generations: 64% of respondents feel fully engaged at work, while among Baby Boomers that figure rises to 79%. The absence of growth, recognition and meaning appears in both studies as the combination that weighs most heavily on the decision to leave. 

By 2030, Generation Z and Millennials will represent 74% of the global workforce, according to a Forrester projection cited in Deloitte’s analysis. Meanwhile, Gen Z’s purchasing power is expected to rise from $2.7 trillion in 2024 to $12.6 trillion in 2030, according to the Bank of America Institute. Generation Z is, at the same time, the talent companies need to attract and the consumer they need to serve. The companies that manage to win them over will be better positioned to succeed.