Mind the gaps The 2015 Deloitte Millennial survey

Mind the gaps
The 2015 Deloitte
Millennial survey

Executive summary



Millennials overwhelmingly believe The Purpose of Busines
that business needs a reset
in terms of paying as much Globally, more than seve
attention to people and purpose Millennials believe busine
as it does products and profit. Seventy-five impact on wider society.
percent of Millennials believe businesses are too generally a little more op
fixated on their own agendas and not focused economic prospects than
enough on helping to improve society. ago. Yet, there are seriou
about how businesses op
Deloitte’s fourth global Millennial survey and even their ethics—an
asked tomorrow’s leaders, what they think of challenges raised in the 20
leadership today, how businesses operate and results, including unempl
impact wider society, and which individual inequity, resource scarcit
characteristics define effective leaders. The change. The dichotomy c
survey uncovered several noteworthy gaps: part, by considering Mille
between the ambitions of young professionals the purpose of business.
in emerging markets and developed markets;
and between Millennial men’s and women’s When asked to identify t
attitudes and aspirations toward business and that match their own ide
leadership; and between Millennials making the business should try to ac
most and the least use of social media. highlight “job creation,”
and “improving society.”
The study collected the views of more than to businesses to drive inn
7,800 Millennials representing 29 countries progress. They expect bu
around the globe. All participants were for individuals by offering
born after 1982, have obtained a college to have a positive impact
or university degree, are employed fulltime, But, they also recognize (
and predominantly work in large (100+ that businesses exist to m
employees), private-sector organizations Millennials, thus, have a “
(see methodology). about the purpose of bu

2 The Deloitte Millennial Survey – Executive summary

ss “The message is clear: when
looking at their career goals,
en in 10 (73 percent) today’s Millennials are just as
esses have a positive interested in how a business
. They also are develops its people and its
ptimistic about contribution to society as
n they were a year they are in its products and
us questions raised profits,” said Barry Salzberg,
perate—their priorities CEO of Deloitte Global.
nd how they address “These findings should be
013 Millennial Survey viewed as a valuable alarm
loyment, financial to the business community,
ty, and climate particularly in developed
can be explained, in markets, that they need to
ennials’ beliefs about change the way they engage
Millennial talent or risk being
the words or phrases left behind.”
eals as to what
chieve, Millennials
“profit generation,”

Millennials also look
novation and enable
usiness to be good
g employment, and
t on wider society.
(without judgment)
make money.
“rounded” view
usiness.

They believe business is successfully focus on business purpos
impacting wealth creation, but is less group report that their co
effective in improving the wellbeing of was part of the reason th
individuals or providing general social there, compared to just 4
benefit. In comparing purpose—what who are the “least conne
businesses should do—versus impact—
what they are doing—Millennials consider A strong sense of purpos
business to be under-performing by closely linked to positive
10 points at improving livelihoods, and performance, as demons
under-performing by 12 points on social/ “Core beliefs and culture
environmental benefit. In contrast, there in this current study. Amo
is a perceived over-emphasis in areas of where Millennials say the
profit generation (+10) and wealth creation of purpose, there is signi
(+13). Views typically differ in emerging and reporting of financial suc
developed markets. For example, business satisfaction, and recruitm
is thought to have the largest impact by
creating profits in Switzerland, but that Via this research, Millenn
figure is lowest in China. Conversely, the they want more from bu
impact on society is rated most highly in have been the case 50, 2
China and lowest in Switzerland. (Figure 1) ago. They are asking som
profound questions:
For six in 10 Millennials, a “sense of
purpose” is part of the reason they chose Are businesses only int
to work for their current employers. Among own agendas? Do the
Millennials who are relatively high users of Is their impact in line w
social networking tools (the “super-connected of what they could an
Millennials”), there appears to be even greater

3 The Deloitte Millennial Survey – Executive summary

se; 77 percent of this “(A leading company) gives
ompany’s purpose its employees a chance to
hey chose to work learn and grow. It is capable
46 percent of those of making correct but difficult
ected.” decisions and able
to succeed.”
se is also
organizational In asking these questions, Millennials are
strated in Deloitte’s sending a very strong signal to the world’s
e survey” and echoed business leaders that when doing business,
ong businesses they should do so with purpose. They are
ere is a strong sense also suggesting that the pursuit of a different
ificantly higher and better way of operating in the 21st
ccess, employee century begins by redefining leadership.
ment. (Figure 2)
A new definition of business leadership
nials are suggesting
usiness than might Millennials view leadership in a way
20, or even 10 years that runs contrary to how they feel their
me searching and current leadership teams operate,
signaling a “leadership gap” between
terested in their what Millennials would prioritize if they
ey behave ethically? led their organizations and where they
with expectations believe their senior leadership teams are
nd should achieve? currently focused.

The younger generation is aligned with Overall, Millennials regard
its current leaders’ priority of “ensuring approach to leadership a
the long-term future of the organization.” traditional or inward-look
Beyond this, though, Millennials would believe the pursuit of pro
place far greater emphasis on employee that pursuit needs to be a
wellbeing (+20) and employee growth a sense of purpose, by ef
and development (+14). They also would innovative products or ser
prioritize their companies’ contributions to by consideration of individ
local communities and the wider society in and members of society.
which they operate (+9). Compared to the demonstrated by the orga
perceived priorities of their senior leadership sectors Millennials recogn
teams, Millennials place less emphasis on
“personal income/reward” (-18) and “short- “Great leaders po
term financial goals” (-17). (Figure 3) dazzling social
intelligence.”
Millennials believe that an organization’s
treatment of its employees is the most Google and Apple top th
important consideration when deciding if it businesses that resonate
is a leader. They then consider its: with the Millennial gener
each selected by 11 perc
• Overall impact on society; Coca-Cola (6 percent) wa
Microsoft (5 percent) and
• Financial performance; (4 percent) completing th
addition to these well-kn
• Record for creating innovative products or organizations, there was
services; and of a number of “local he

• Whether it has a well-defined and
meaningful purpose to which it is true.

When evaluating leadership, Millennials
give little regard to an organization’s scope
or scale, its overt charitable activity, or the
profiles of senior executives.

4 The Deloitte Millennial Survey – Executive summary

d businesses’ Gazprom was cited by a fifth (22 percent)
as perhaps too of Russian Millennials, Koç was named by
king. While they 17 percent in Turkey, EcoPetrol by 16 percent
ofit is important, in Colombia, and Alibaba by 12 percent
accompanied by in China.
forts to create
ervices and, above all, Among broader sectors, leadership is
duals as employees perceived to be strongest in the technology,
These ideas are media and telecommunications (TMT)
anizations and sector. Overall, 33 percent of nominations
nize as being leaders. were from TMT, three times more than for
food and beverages (10 percent), and four
ossess times that for third-ranked banking/financial
services (8 percent). (Figure 4)

he list of A Millennial leadership style
most strongly Millennials’ “socially focused” perception
ration as leaders, of leadership encompasses individuals,
cent of respondents. as well as organizations. The personality
as third with traits of individuals identified as “true
d Samsung leaders” include:
he top five. In
nown global • Strategic thinking (39 percent);
great appreciation
eroes.” For example, • Being inspirational (37 percent);

• Strong interpersonal skills (34 percent);

• Vision (31 percent);

• Passion and enthusiasm (30 percent); and

• Decisiveness (30 percent).

Having an “autocratic” approach A Millennial Gender Ga
(6 percent) was the least popular individual
characteristic of leaders among Millennials; In addition to evidence o
being “driven by financial results” (10 percent) gap,” we also are seeing
was similarly unpopular. (Figure 5) between men and wome
Millennial generation, esp
While opinions on the strongest comes to their aspiration
characteristics of business leaders are around skills, the qualitie
consistent across markets, there is interesting leaders and leading orga
local variation. For example, being “well- desirability of specific ind
networked” is a much stronger indicator of
leadership in Japan than the average (30 Men are somewhat more
percent vs. 17 percent). “Advanced technical to seek senior positions (
skills” are of greater influence in Germany percent) within their orga
(47 percent vs. 17 percent) and Switzerland in a finding that perpetua
(41 percent). Millennials in South Korea are debate, that gap grows s
more impressed by a person’s “visibility” points when Millennials a
(36 percent vs. 19 percent), while having they are to seek to becom
the “drive to develop employees” is noted senior executive at their o
in Russia (38 percent vs. 24 percent) and
China (35 percent). Underlining their strong These gaps reflect how w
collective social conscience, the “super- they were prepared for th
connected Millennials” valued “strong they graduated from coll
business ethics” (29 percent) more than were asked to rate how s
those who use social media to a relatively technical, analytical, and l
small degree (24 percent). when they left higher edu
rated themselves on par w
economic, and general bu
and higher than men in a

5 The Deloitte Millennial Survey – Executive summary

ap and general business skills (professionalism,
teaming, communication, etc.). However,
of a “leadership when Millennials were asked to rate their
a gender gap leadership skills, a significant gender gap of
en within the 6 points emerged; 27 percent of men vs. 21
pecially when it percent of women rated this skill as strong.
(Figure 6)
ns and attitudes
es that define The gender gap on self-rating of leadership
anizations, and the skills varies greatly by country.
dustry sectors.
In no country do significantly
e likely than women more women than men say they
(64 percent vs. 57 possessed strong leadership skills
anizations. Further, on graduation.
ates the glass-ceiling
significantly to 12 In contrast men are significantly more likely
are asked how likely than women to say “leadership” was an
me the leader/most individual strength in: Peru (20 point gap),
organizations. Italy (+19), Germany (+13), South Korea
(+13), South Africa (+12), Switzerland (+12),
well Millennials feel Japan (+11), Mexico (+11) and France (+10).
heir careers when (Figure 7)
lege. Millennials
strong their various
leadership skills were
ucation. Women
with men in financial,
usiness knowledge,
academic knowledge

In their own words: The impact of

WHY DO YOU SAY (TMT) IS THE SECTOR YOU
WOULD MOST LIKE TO WORK IN?

It seems fun and glamorous. It enables progress and
Younger people seem to greatly influences our
climb the ladder quite quickly. society, and will continue
United Kingdom to have more and more
influence in the future.
Germany

Today what drives the Technology is increasingly
progress and world evolution changing the way people
is technology, and the live. Technological innovation
advancement of technology is has become the main driving
an essential part of any business force to promote social
that wants to succeed. progress and development.
Colombia China

Because it is an area of constant innovation with a
high level of agility. The future is and will always be
moved by technology.
Brazil

6 The Deloitte Millennial Survey – Executive summary

f business on society

WHICH BUSINESSES CURRENTLY SHOW
THE STRONGEST “LEADERSHIP”?

Ones that people look up to Digital and tech companies
and (who) do what is right to such as Google and Apple
serve the communities they are roaring forward with
are involved in. innovations and financial
U.S. success; highlighting their
leadership in both industry and
Organizations that operate the community.
on the principle of good United Kingdom
governance, coupled with
(high) moral and ethical Firms who aim for
conduct towards stakeholders. sustainability and
Thailand innovation, whilst at the
same time caring about
Those who have the the company.
ability to create new jobs Italy
for the community and
to improve human life.
China

While men and women both consider In terms of sector attract
the overall contribution to wellbeing as percent) are nearly two t
a characteristic they would emphasize than women (13 percent
as leaders, they place different levels of number one. The same r
emphasis on other leadership traits. Almost the energy and resources
half of women (46 percent) highlighted percent of men and 6 pe
employee reward and development, as rank it first. Conversely, w
opposed to 38 percent of men. Women almost two-to-one prefe
(33 percent) more strongly associate having the life sciences and heal
a “meaningful purpose” with leadership than well as the travel, hospita
do men (28 percent). Men, on the other sector (15 percent of wom
hand, take greater note of an organization’s of men would rank each
ability to create innovative products and
services (38 percent vs. 33 percent). Aspirations in emerging
developing markets
In light of those findings, it’s not surprising
that when asked to compare the priorities of In addition to an aspiratio
senior leaders to what Millennials would do there also is a marked dif
if they were in charge, women would place aspiration between Mille
more emphasis on employees’ wellbeing and emerging markets. In
(+21 vs. +17 for men) and their general fewer than four in 10 (38
development (+17 vs. +12). Millennial women to becoming the “leader
leaders also would focus less on short- executive within their cur
term financial goals and their own personal compared to more than
rewards (-19 vs. -15 for men on both percent) in the latter. Me
aspects). (Figure 8) in developed markets wo
to a senior position, but
which again is below the
emerging markets (65 pe

7 The Deloitte Millennial Survey – Executive summary

tiveness, men (24 If they were to change jobs, Millennials
times more likely in developed economies (35 percent) see
t) to rank TMT large businesses as less desirable places to
ratio holds true for work as compared to those in emerging
s sector, where 11 markets (51 percent). This response could be
ercent of women a reflection of the view held by 53 percent
women have an of Millennials in developed markets that
erence over men for businesses do not behave as ethically as
lth care sector, as they would desire. Interestingly, Millennials
alities, and leisure in developed markets also appear to a
men and 8 percent less entrepreneurial, with only 11 percent
of these first). suggesting their next career move would be
to start up their own businesses; this is half
g and the proportion seen in emerging markets.
(Figure 10)
onal gender gap,
fference in levels of The differences between markets may
ennials in developed suggest complacency or even a lack of
n the former, ambition among Millennials in developed
8 percent) aspire markets, who feel they can be comfortable
or most senior without being number one in a large
rrent organization,” organization or running their own businesses.
six in 10 (65 Or, it may signal an unwillingness to conform
eanwhile, 54 percent to the qualities they currently believe to
ould like to “get define leaders. Conversely, it could mean
not number one,” individuals in emerging countries may
e figure recorded in perceive more opportunity for educated
ercent). (Figure 9) professionals than their counterparts in

developed markets. Might the supply of Millennials agree th
potential leaders, driven to test themselves left college, they di
and push their organizations forward, dry up the full range of sk
in Western-style economies while it qualities, and expe
flourishes elsewhere? which today’s busin
looking.
An under-developed graduate skill set
When asked to estimate
Regardless of gender or geography, only that skills gained in highe
28 percent of Millennials feel that their to achievement of their o
current organizations are making “full use” Millennials’ average figur
of the skills they currently have to offer. other words, two-thirds o
That figure is just 23 percent in developed to meet the needs of the
markets, and falls below 20 percent in Japan have been gained while i
(9 percent), Turkey (15 percent), South Korea meaning that employers
(17 percent) and Chile (19 percent). The to invest large amounts i
good news is that the majority of Millennials development so that raw
say they now have, or will be able to obtain a meaningful contributio
in their current organization, the skills and objectives. Other finding
experience that allow them to fully meet skills gained in higher edu
their career ambitions. Fewer than half only 40 percent to the fu
(43 percent) believe they will have to work to-day roles and respons
elsewhere in order to do so. This points to percent towards meeting
businesses’ successful ability to train and aspirations. (Figure 11)
develop young people who didn’t express
great confidence in their abilities upon
graduation.

8 The Deloitte Millennial Survey – Executive summary

hat when they This apparent gulf between the skills
id not offer presented by Millennials upon graduation
kills, personal and those required by modern business can
erience for be partly explained by an assessment of the
nesses are qualities Millennials believe they brought
to the table upon graduation. With the
the contributions obvious exceptions of academic knowledge
er education made or intellectual ability, Millennials say they
organization’s goals, were stronger on “soft” attributes such as
re is 37 percent. In being professional, hard-working, flexible,
of the skills required and in possession of integrity and maturity.
eir organizations They were not as confident in their technical
in employment, or specific business skills, including financial,
are required economic, and general business knowledge;
in training and the ability to challenge or disrupt current
w recruits can make thinking; the ability to create opportunity;
ons to organizational sales and marketing; and similar talents.
gs suggest that
ucation contribute When Millennials were asked to rate the
ulfilment of day- skills and attributes on which businesses
sibilities, and 42 place the most value (and for which
g longer-term career businesses are currently prepared to pay the
highest salaries), they pointed to the qualities
that were relatively under-developed at
graduation. Leadership was considered
most valuable (mentioned by 39 percent),
but only 24 percent thought this was a

strong personal trait on graduation (a gap of “professionalism” (+8), “a
15 points). Meanwhile, relatively large gaps (+9) and “academic know
exist with respect to “sales and marketing” possible these qualities a
(-15), “general business knowledge” (-12), of lesser value to busines
“entrepreneurialism” (-10), and “financial/ “hygiene factors” that fa
economic knowledge” (-9). (Figure 12) competent from the exce

The gap as regards leadership varied A question raised by thes
significantly across markets. In developed extent to which commer
markets it stretches to 20 points as are aware of these gaps
compared to 12 in emerging markets. The will come to together to
gap in the large economies of USA (-14), This would obviously ben
France (-16) and Japan (-17) is actually close which would be presente
to average but reaches 22 points in Germany of graduates possessing b
and fully 32 in the UK . In absolute terms Universities and colleges
fewer than one in seven Millennials in the by attracting students se
UK (15 percent), Belgium (13 percent), life skills and relevant aca
Japan (12 percent) or France (10 percent)
thought they had strong leadership skills on It is interesting to observ
graduation. (Figure 13) would place most empha
they headed large busine
Gaps were similarly stark when comparing to ensure their long-term
their greatest strengths at graduation to the scenario, they would actu
value of those characteristics to business. For “softer” and personal ski
instance, “Personal traits such as integrity” they possessed upon gra
rated 17 points higher as a personal strength their acknowledgement t
vs. its business value. Other gaps were what businesses currently
apparent in “flexibility/team working” (+11), would over-state the mer

9 The Deloitte Millennial Survey – Executive summary

analytical skills traits such as integrity” (+19 percent),
wledge” (+14). It’s “flexibility and team working” (+18 percent),
are perceived to be “professionalism” (+16 percent), and “creative
ss because they are thinking” (+11). No more than two in 10
ail to differentiate the would look to hire on the basis of “sales and
eptional. marketing” skills, “financial and economic”
skills, or “knowledge of specific ideas or
se findings is the techniques.” Perhaps the greatest surprise
rce and academia in this particular set of findings is that, in
and whether they looking to ensure their businesses’ long-term
help close them. success, no more than 22 percent would
nefit businesses, focus on hiring people with strong IT and
ed with a larger pool technology skills—this from the “Internet
business acumen. generation.” (Figure 14)
also would benefit
eeking marketable There is an apparent disconnect between
ademic knowledge. Millennials’ beliefs as to what business values
and the skills and attributes they would look
ve where Millennials to bring in. Perhaps a broader conversation
asis in hiring if needs to take place, one where businesses,
esses and wished academics, and others better convey what
m success. In this they need in order to be successful—not
ually focus on just in terms of financial success, of course,
ills similar to those but also in terms of enhancing the lives of
aduation. So, despite those they employ and members of our
that this may not be wider society.
y value, Millennials
rits of “personal

Connectivity is a differentiator

The survey suggests that “super-connected”
Millennials—those who are significantly
more likely than average to use social media
in a personal and business context—feel
more strongly than their less-connected
peers that businesses have a positive impact
on wider society and that the purpose of
business is to “improve society/protect the
environment.” They are more optimistic
about general economic conditions; are
more likely to say their company’s purpose
is part of the reason they chose to work
there; and are generally far more positive
about businesses’ motivations and behavior.
“Super-connected” Millennials also consider
themselves to have been better prepared
for their working lives upon leaving higher
education; including have a significantly
higher self-rating on leadership (32 percent
vs. 16 percent). (Figure 15)

Given these findings, businesses around
the world may want to be more diligent in
identifying the “super-connecteds” in their
presence and harnessing their potential.

10 The Deloitte Millennial Survey – Executive summary

Survey methodology

The 2015 Millennials survey is based
on 7,806 interviews conducted online
between 8 October and 3 November,
2014.

All respondents were born after January
1983, are degree educated, and in
fulltime employment. Three-quarters (74
percent) work in large organizations that
have at least 100 employees, while 78
percent are employed by private-sector
businesses.

The following 29 countries
are covered by the research.
Unless indicated otherwise,
300 interviews were completed in
each market: Argentina, Australia,
Belgium (200), Brazil, Canada, Chile,
China, Colombia, France, Germany,
India, Indonesia, Italy, Japan, Malaysia
(100), Mexico, Netherlands, Peru (200),
Philippines, Russia, Singapore (100),
South Africa (200), South Korea, Spain,
Switzerland (200), Thailand (100), Turkey,
UK, and the U.S.

Figure 1: The ‘Impact gap’: Business meeting expec
underperforming on social advancement, helping e

Purpose Impact Gap Summ

44% 27% -3
17%
36% 34% Effi
33% Inn
Pro
26% 25% 25%
21% 30%
23%

2

Generate Generate Improve- Drive -1% Enable Produce/ E
jobs profit society innovation progress exchange em
goods & services liv

-3% 10% -10% -1% -4% 7%

Q. Which of the following words and phrases match your own belief as to what business should try to a
Q. Which of the following words and phrases match your own belief as to where businesses in today’s w

11 The Deloitte Millennial Survey – Executive summary

ctations on wealth/profit creation, but
employees, etc.

mary: Impact gap

3% -10% +14% -12%

ficiency/ Jobs/ Wealth/ Society/
novation/ Livelihoods Profits Environment
ogress

32%

21% 19% 16% 16% 16%
19% 12% 11%

13%

9% 9%

0%

Enhance Create Improve Improve/ Drive Social
mployees' wealth skills of protect efficiency leadership
velihoods workforce environment

-8% 13% -7% -5% 0% 0%

achieve? (CHOOSE UP TO THREE)
world are making the biggest impact? (CHOOSE UP TO THREE) Base: All respondents 7,806

Figure 2: Purpose strongly linked to business perfor

69% 57%
41% 2

Has performed well High level of e
financially (past year) satisfact

Q. Thinking about the company or organization you work for, to what extent would you agree or disagre

12 The Deloitte Millennial Survey – Executive summary

rmance and employee satisfaction

Strong sense of Purpose
Lacking strong sense of Purpose

63%
48%

23%

employee A lot of people have
tion joined (past year)

ee with the following statements? Base: All respondents 7,806

Figure 3: The ‘Leadership gap’: Millennials would fo
leaders focus on profit and personal reward

Leadership team Millennials Gap (Millennials’ priority)

37% 32% 27%
17% 18% 18%

Employee's Employee's Making positive
well-being growth & contribution to
development local communities/
20%
14% society

9%

Millennials’ priorities

Q. What do you think the senior leadership team in your organization currently has as its main priorities?
Q. If you were leader of your organization, what would be your main priorities? (CHOOSE UP TO THREE)

13 The Deloitte Millennial Survey – Executive summary

ocus on people, while in their view, today´s

43% 27% 30%
39%
10% 12%
Ensuring long- Meeting short- Own personal
term future of term financial income/rewards
organization
goals -18%
4%
-17%

Leadership team’s priorities
(perceived)

? (CHOOSE UP TO THREE)
Base: All respondents 7,806

Figure 4: Leading organizations: Found in TMT, Foo

33% 10%
FOOD
TECHNOLOGY/ BEVERA
TELECOMMS/
ELECTRONICS

Q. Based on the things you consider important, which businesses do you currently regard as showing the

14 The Deloitte Millennial Survey – Executive summary

od & Beverages and Finance

% 8%

D/ BANKING/
AGES FINANCIAL
SERVICES

e strongest “leadership”? (MULTIPLE ANSWERS ALLOWED) Base: All respondents 7,806

Figure 5: Individuals as leaders

Inspirational Strategic Vi
thinker
37% 3
39%

LESS VALUE
PLACED ON:

Driven by financial results 10%,
Autocratic 6%

Q. Thinking about individuals and in a business context, how
do you define a true leader? Base: All respondents 7,806

15 The Deloitte Millennial Survey – Executive summary

isionary Inter-personal

31% skills
30%Decisive 30% 34%Passionate

Figure 6: Millennials feel they were stronger on ‘sof
‘technical’ skills at graduation. Men believing more
in their analytical, IT and leadership skills

Professionalism: time-keeping, 37% 45%
hard work, discipline 34% 43%
34% 43%
Academic knowledge/intellectual ability/ 32% 40%
skills specific to course of study 38% 33%
Flexibility, team working, 30% 30%
working with others 24% 31%
Personal traits e.g., patience, 30% 19%
maturity, integrity

Analytical skills

Ability to think creatively and
generate new ideas

Communication skills
e.g., assertiveness, negotiating

Knowledge of IT and Technology

Leadership 27% 21% 37
18% 16%
Ability to challenge or 18% 14%
disrupt current thinking 16% 16%
16% 15%
Financial, economic 15% 14%
General business knowledge, 13% 11%

work experience
Knowledge specific

ideas/techniques
Being entrepreneurial/
creating opportunities

Sales & Marketing

Q. Of the following skills and attributes, which do you feel were your strongest when you finished highe

16 The Deloitte Millennial Survey – Executive summary

fter’ rather than
e than women

Men Women

Difference of 5%
or more

7%

er education? Base: All respondents 7,806, Male 3,766, Female 4,040

Figure 7: ‘Gender gap’ on Leadership skills: Country

Differences between women and m
leadership skills” at graduation

9% SE Asia: Malaysia/Si
4% Brazil
1% USA, China
0% UK, Australia, Colom
-1% Canada, Chile
-3% India, Argentina
-5% Emerging markets,
-6% Global, Indonesia
-7% Developed markets,
-9% Belgium
-10% Turkey, France
-11% Japan, Mexico
-12% Switzerland, South
-13% South Korea, Germa
-19% Italy
-20% Peru

Q. Of the following skills and attributes, which do you feel were your strongest when you finished highe

17 The Deloitte Millennial Survey – Executive summary

y specific, not linked to level of ‘development’

men reporting “Strong

ingapore/Thailand
mbia
Russia, Netherlands
, The Philippines, Spain

Africa
any

er education? Base: All respondents=7,806

Figure 8: The ‘Leadership gap’: Generally women h

Overall gap (Millennials' priority) Women gap Men gap

20% 17% 21% 14% 12% 17% 9% 9% 11% 4% 4% 3% 3% 5% 3% 2% 0% 3

Employees’ Employees’ Making positive Ensuring long- Developing Dealing fa
well-being growth & contribution to term future of new/innovative with suppli
development organization products & ensuring th
local
communities/ services ethical behav

society

Millennials’ priorities

Q. What do you think the senior leadership team in your organization currently has as its main priorities?
Q. If you were leader of your organization, what would be your main priorities? (CHOOSE UP TO THREE)

18 The Deloitte Millennial Survey – Executive summary

have a larger ‘gap’ on all aspects

Investing in Improving Meeting Own personal
growth/ Making positive efficiency/ short-term income/
business customer impact productivity financial goals rewards
initiatives

3% 0% -2% -3% -4% -2% -6% -6% -6% -17%-15% -19% -18% -15%-19%

airly -1%
iers/
heir
aviour

Leadership team’s priorities

? (CHOOSE UP TO THREE)
Base: All respondents 7,806, Men 3,766, Women 4,040

Figure 9: Millennials in Developed markets less inte
differences)

53%Become leader/#1 65% Asia
BRICs
in current organization 70%
38%
Global HoDpemevateorlokaepc
65% Emergin
59% marke
62%
Hope to acheive Latin Ame

47% 45% North Am
Western Eu
Hope to acheive 37%

Global: 53%

Q. Which of the following are you hoping to do or achieve during your working life? - Become the leade
organization, but not Number 1. Base: All respondents 7,806

19 The Deloitte Millennial Survey – Executive summary

erested in senior positions (with strong gender

70% Get to a senior position
in current organization
s 73%
64%
54%epchtesedive
Hope to acheive
ng
57%
65%ets
Hope to acheive
57%erica
Global: 60%
65%merica

54%urope

er/most senior executive within my current organization, Get to a senior position in my current

Figure 10: Large global businesses have less appeal
are also less inclined to start their own business

51% 32%

44%
35%

22% 22%

17% 8%
14% 11%

A large-scale, well- A medium-sized, Your own start-up A sm
established global less well-known business

business business

Global Developed markets Emerging markets

Q. If you were to move jobs, what type of organization would be most appealing? Base: All respondents

20 The Deloitte Millennial Survey – Executive summary

l for Millennials in Developed markets, who

‘LARGE SCALE, 52%
WELL-ESTABLISHED Most
GLOBAL BUSINESS’ connected
APPEALING FOR:

46% 49%

Ambitious Believe economy
will improve

11% 6% 6% 6%
5%

mall and recent Work freelance/
start-up self-employed

consultant

s 7,806, Developed markets 3,411, Emerging markets 4,395

Figure 11: Skills gained in higher education ‘contrib
organizational goals

37% 40%

63% In fulfilling day to
and responsib
In achieving the overall goals
of the organization

Q. On balance how useful have the skills you gained in higher education been; compared to those learne
skills and ‘softer’ management/people skills) and distribute 100 points for each objective depending on h
from employment. Base: All respondents 7,806

21 The Deloitte Millennial Survey – Executive summary

bute a third of those required’ to achieve

42%

60% 58%

o day roles In fulfilling long term
bilities career objectives

Higher education Employment

ed in jobs you have had since graduation? Please think of all skills (both ‘harder’ technical
how useful you think skills gained in higher education have been compared to skills gained

Figure 12: The ‘Reality gap’: ‘Supply’ of leadership a
perceived level of employer ‘demand’

Valued by business/Will pay for Strongest on graduation Gap

39%

33%
31% 30%
27% 28%
24% 24% 25% 27%

16% 16% 17%
14% 15

12%

Leadership Sales & General Entre- Financial, Commun- Think Specifi
Marketing business preneurial economic ication creatively ideas o
knowledge skills techniqu

-15% -15% -12% -10% -9% -4% -3% -2%

Q. Of the following skills and attributes, which do you feel were your strongest when you finished highe
currently prepared to pay the higher salaries for? Base: All respondents 7,806

22 The Deloitte Millennial Survey – Executive summary

and other core business skills behind

41% 38% 39% 36%
33%
35%

26% 25% 26% 27% 25%

17% 19%
5% 15%

0%

fic IT & Ability to Profession- Analytical Flexibility, Academic Personal
or Technology challenge/ alism skills team knowledge traits e.g.,
ues disrupt e.g., time- working integrity
keeping

% -1% 2% 8% 9% 11% 14% 17%

er education? Which skills and attributes do you feel businesses place the most value on and are

Figure 13: ‘Reality gap’ for Leadership widest in We

Belgium 15%
UK 14%
13%
Chile 12%
Netherlands 12%
12%
Germany 11%
Australia 11%
South Africa 11%
Switzerland 10%
Developed markets 8%
Canada 8%
6%
Italy 5%
Brazil 4%
Japan 1%
France
Global

U.S.
Argentina
SE Asia: Malay./Sing./Thai.
Emerging markets

Mexico
China

South Korea
Peru

The Philippines
Colombia
Russia
Spain
Turkey

India
Indonesia

Q. Of the following skills and attributes, which do you feel were your strongest when you finished highe
Q. Which skills and attributes do you feel businesses place the most value on and are currently prepared

23 The Deloitte Millennial Survey – Executive summary

estern Europe 33%
32%
25%
24%
22%
21%
21%
20%
20%
20%
18%
17%
17%
16%
%

er education?
to pay the higher salaries for? Base: All respondents=7,806

Figure 14: The ‘Hiring gap’: Millennials would hire m
business development or leadership skills

Valued by business/Will pay for Millennials’ focus for long-term success Ga

Those ambitious for senior positions are more inclined to hire for “leadership” qu
merely wishing to be comfortable would look to “Professionalism (57% vs. 48%
(51% vs. 45%) and to “Personal qualities” (45% vs. 34%)

39%

27% 32% 28% 27%
25% 26% 24% 25% 25%
26%
18% 22%
16%
17%
13%

Sales & Financial, Leadership I-T & Specifi-c1% General Entre- Academ
Marketing economic Technology ideas or business preneurial knowled
techniques knowledge

-9% -9% -7% -4% -4% -2% 1% 2%

Q. Which skills and attributes do you feel businesses place the most value on and are currently prepared
term success, which would you focus on when hiring new employees? Base: All respondents=7,806

24 The Deloitte Millennial Survey – Executive summary

more on personal attributes than

ap 49%
44% 45%
ualities (35% vs. 26%). Those
%), “Flexibility/team working”

37% 38%

30% 31% 33% 33%
% 26% 27%

22%
19%

15%

0%

mic Analytical Commun- Ability to Think Profession- Flexibility, Personal
dge skills ication challenge/ creatively alism team traits e.g.,
skills disrupt e.g., time- working integrity
keeping

4% 6% 7% 11% 16% 18% 19%

to pay the higher salaries for? If you were head of a large business and wanted to ensure its long

Figure 15: Focus on the ‘Connected’ Millennials*

77%

My company’s purpose
is part of the reason
I chose to work here

83% 54%

Businesses have Optimistic
a positive impact economic co

*Those making relatively highest use of social media in personal and working lives.
Base: Most Connected 1,569

25 The Deloitte Millennial Survey – Executive summary

47%

Purpose of business is
to ‘improve society/

protect the environment’

% 38%
about
onditions Business having
positive impact on
‘society/environment’