2018千禧一代调查（英文版）_32页-4mb

2018 Deloitte Millennial Survey Summary

Core Content

The 2018 Deloitte Millennial Survey highlights the evolving expectations of millennials and Gen Z in the workplace, particularly in the context of Industry 4.0 and the broader societal challenges. The report underscores a growing disconnect between corporate priorities and the values of young workers, who are increasingly disillusioned with the current state of business and are seeking more meaningful engagement and development opportunities.

Main Findings

1. Millennials' Disillusionment with Business

• Millennials are disappointed in business, with declining trust in corporate ethics and societal impact.
• There is a dramatic reversal in perceptions of business' motivations, with key indicators reaching their lowest levels in four years.
• Only 48% believe corporations behave ethically, down from 65% in 2017.
• 47% think business leaders are committed to helping improve society, down from 62% in 2017.
• 75% believe global businesses focus on their own agendas rather than society's needs.
• 67% of millennials in mature economies believe businesses have no ambition beyond making money.

2. Industry 4.0 and Skill Development

• Millennials feel unprepared for Industry 4.0 and express admiration for companies that are adapting and advancing these technologies.
• They seek support from businesses in developing relevant skills, including "soft" skills like emotional intelligence and creativity.
• 69% of millennials in diverse organizations see their working environments as motivating and stimulating.
• 78% of millennials in diverse organizations report strong financial performance by their companies.

3. Diversity and Inclusion

• Millennials and Gen Z define diversity as tolerance, inclusiveness, respect, and different ways of thinking, rather than just demographic diversity.
• 64% of millennials believe their organizations are diverse, but only 16% feel they are "very diverse."
• Diversity of educational background is a significant concern, especially in emerging markets.
• Millennials associate diverse leadership with better employee development, innovation, and ethical behavior.

4. Loyalty and Turnover

• Millennials are less loyal to employers, with 43% expecting to leave within two years.
• The gap between those planning to leave and those staying has increased to 15 points.
• Gen Z is even less loyal, with 61% expecting to leave within two years.
• Young workers are motivated by a positive workplace culture, fair pay, and opportunity for growth.

5. Perception of Business Leaders

• 44% of millennials believe business leaders have a positive impact on the world.
• This is significantly higher than the 19% who believe political leaders and 23% who believe religious leaders have a positive impact.
• Despite this, 40% of millennials still see a negative impact from business leaders.

6. Outlook for the Future

• Millennials are optimistic about the economy but less so about social and political progress.
• 45% expect economic conditions in their countries to improve, while 24% predict deterioration.
• Only 33% believe their countries' social and political situations will improve.
• Gen Z shows more economic optimism than social progress, especially in emerging markets.
• 43% of millennials expect to be happier than their parents, slightly lower than the 2017 figure.

Key Insights

• Young workers are seeking reassurance that businesses are making a positive societal impact.
• There is a strong correlation between diverse leadership and employee loyalty and organizational performance.
• Millennials and Gen Z are more likely to leave if they feel their employers are not aligned with their values or not providing adequate development opportunities.
• Industry 4.0 is a major concern, and young workers are looking for training and support to navigate it.
• Financial rewards remain a top priority for millennials, but purpose and culture are also critical.
• Gen Z is more career-focused than millennials, with a stronger emphasis on positive workplace culture.

Conclusion

The survey reinforces that young workers want more from business leaders than just profit. They are looking for ethical behavior, social responsibility, and investment in their development. Companies that align with these values are more likely to attract and retain talent, and in turn, achieve better financial performance. The gig economy is also gaining traction, especially in emerging markets, as an alternative or complement to traditional employment.

The message is clear: Business leaders must proactively address societal issues and respond to employee needs to win the trust of the next generation of workers.