Deloitte’s 2026 survey of more than 22,000 young professionals in 40 countries reveals some profound shifts in perspectives on work, purpose, and the social conditions that shape their lives.

One striking feature of these trends is that central concerns that many humanists have as they leave academia and enter professional life are shared by the younger generations more broadly–including finding work that aligns with their values, that has a purpose and does good, and that supports their well-being.

Older generations’ professional trajectory generally followed a predictable path of graduation, career entry, home ownership, climbing the corporate ladder. 

For Gen Z and Millennials, fifteen (or more) years of repeated disruption—from economic instability, soaring inequality, a global pandemic that was allowed to kill millions, and fundamental revolutions in technology use, including artificial intelligence–have resulted in dramatic shifts of priorities and judgments about work life, among other aspects of life.

A few of these shifts are identified in the 2026 Deloitte Gen Z and Millennial Survey. Marking the 15th anniversary of research that began as “The Voice of Millennials,” the report on surveys of more than 22,500 respondents across 44 countries indicates that these generations aren’t simply “delaying” adulthood, even as many place major life decisions on indefinite hold, the report claims they are instead practicing a form of strategic discernment. Faced with socioeconomic realities that haven’t kept pace with expectations, they are revising their ambitions—prioritizing skills, stability, and mental health and well-being over traditional milestones that are out of reach or unsustainable under present conditions.

Here is a brief summary of the report’s main insights important for humanists and others exiting academia, and I would encourage those interested to read it in full. It’s an interesting little window into the seismic social shifts currently underway.

Financial strain dominates adult life for those middle-aged and younger.

“My number one concern is the cost of living… Employers are not paying even close to the cost of living. When I see jobs advertised online in my city, the salaries don’t match what it costs to live here. People can’t live off these salaries.” — Mel, Millennial

Financial strain is the dominant issue for Gen Z and Millennials when it comes to their own futures. For five consecutive years, Deloitte reports, the cost of living has remained the top concern for both cohorts.

• Delayed future. More than half of Gen Zs (55%)  and of Millennials (52%) have postponed marriage, starting a family, or furthering their education due to financial strain.
• Housing burden. Housing affordability is a primary constraint on career mobility, affecting 69% of Gen Zs and 64% of Millennials. Currently, 51% of Gen Zs and 40% of Millennials believe they will never be able to afford a home.
• Financial precarity. While decreasing slightly from previous years, 47% of both generations still report living paycheck to paycheck, making stability a far more urgent goal than professional status.

Linear professional progress is not the measure of success. There is less interest in leadership, and what is there is conditional.

“Many employees no longer see leadership as the only, or even the primary, way to make an impact or be recognized. It suggests a shift in how leadership and contributions are valued.” — Nic Scoble-Williams, Global Future of Work Leader, Deloitte

According to Deloitte, one of the most radical insights from the 2026 data is the broad reconsideration of traditional advancement. Only 6% of Gen Z and Millennial employees identify a leadership position as their primary career goal. Many are willing to take lateral moves (12-13%) or accept a more junior title (7-9%) if it helps them secure the best long-term experience or work-life fit for them.

The barriers to leadership are perceived as systemic: stress and burnout (cited by roughly 50% of both generations) and excessive responsibility (48-50%). While long-term interest in leadership remains high (76% of Gen Z and 67% of Millennials), that depends on:

• Higher compensation is required by 53% of Gen Z and 57% of Millennials to offset the stress.
• Flexible work arrangements are non-negotiable for 42% of Gen Z and 44% of Millennials.
• Leadership path clarity needed. 36% of Gen Z and 35% of Millennials demand transparent understanding of how to reach these roles without sacrificing their well-being.

Work needs purpose and must make an impact. Doing good and being well are priorities.

“We used to talk about curb appeal, now we talk about purpose appeal. It’s not just hanging a list of your values on the wall. Gen Zs want to see you live your purpose. They want it to be a beacon to them.” — Becky Frankiewicz, President and Chief Strategy officer, ManpowerGroup

Over 96% of respondents stated that a sense of purpose is essential to their work, and about 40% have rejected an employer or a project based on their personal ethics.

In addition to values, social connection is reportedly key for staying with a company:

• Gen Z employees with at least one close friend at work are 15 points more likely to stay 5+ years (48% vs 33%).
• Millennials with close workplace friends are 18 points more likely to stay long-term (61% vs 43%).

We’ll be writing more on this report and other recent data as it relates to those exiting academia and entering into new fields. But even here it is notable that there is marked alignment between the major concerns many humanists have about entering professional life and the experiences and priorities of the younger generations more broadly.