MILLENNIAL SURVEY 2014

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The Deloitte Millennial Survey – Executive summary

Big dem and s a nd hi gh e xp ec ta tio ns : W hat G ene ra tion  Y wa nts from b us ine ss, go ver nmen t, a nd th e fut ure w ork pla ce B ig d em an ds a nd h ig h e xpe cta tio ns su m m ari ze t he r es ult s o f t his y ea r’s an nu al D el oi tte M ille nn ial ( G en era tio n Y ) Su rv ey . A cro ss t he g lo be , 7 0 pe rce nt o f to m orr ow ’s f utu re l ea de rs m ig ht ‘ re je ct’ wh at busi ne ss as t ra dit io na lly o rg an ize d has to o ffe r, pr efe rrin g t o w or k i nde pe nde ntl y th ro ug h d ig ita l m ea ns i n t he f utu re . T his a nd o th er fi nd in gs i n D elo itte ’s a nn ua l s tu dy o f G en era tio n Y p oin t to s ig nifi ca nt c ha lle nge s f ac in g bu sin ess le ade rs if t he y a re t o m ee t t he e xpe cta tio ns o f t he M ille nn ial ge ne ra tio n.

M ille nn ials , wh o a re a lre ady e m erg in g a s l ea de rs in t ec hn olo gy a nd o th er i nd us trie s a nd wi ll co m pri se 7 5 pe rce nt o f t he g lo ba l w or kfo rce b y 20 25 , w an t t o w or k f or o rg an iza tio ns t ha t f os te r in no va tiv e t hink in g, d ev elo p t he ir sk ills , a nd wi sh t o s ee t he m m ak e a p os itiv e c on trib uti on to s oc ie ty. T he s tu dy a lso r ev ea ls t ha t M ille nn ials be lie ve b us in es se s a re n ot c urr en tly d oin g a s m uc h a s th ey c ou ld to de vel op th ei r le ade rsh ip sk ills a nd t ha t t he y n ee d t o n ur tu re t he ir f utu re lea de rs, e spe cia lly a s t he y c an no t c ou nt o n t he m bid in g th ei r ti me u nti l s en io r p os iti on s a ris e.

O th er k ey fin d in gs fr o m t he su rv ey inc lud e:

BUSINESS C OULD A CHIEVE MORE. While most Mil lennials believe business is having a positive impact on society by gener ating jobs (48 per cent) and incr easing pr osperity (71 per cent), they think business can do much mor e to addr ess society’ s chal lenges in the ar eas of most concern: resour ce scar city (68 per cent), climate change (65 per cent) and income equality (64 per cent). Add itional ly, 50 per cent of Mil lennials surveyed want to work for a business with ethical pr actices. “T o attr act and r etain talent business needs to show Mil lennials it is innovative and in tune with their world-view ,” said Barry Salzber g, CEO, D TTL. “ Our society—global ly —faces many critical issues and it’ s become clear no sector should ‘go it alone. ’ B y working together and combining their d iffer ent skil ls, business, governments and non- government or ganizations (NGOs) have an opportunity to r eignite the Mil lennial gener ation and make real pr ogr ess in solving society’ s pr oblems. ”

Barry Salzber g Chief Executive Officer Deloitte T ouche T ohmatsu Limited

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The Deloitte Millennial Survey – Executive summary

GO VERNMENT IS NO T DOING ENOUGH. Mil lennials say government has the gr eatest potential to addr ess society’ s biggest issues but ar e overwhelmingly failing to do so. Almost half felt governments wer e having a negative impact on ar eas identified as among the top chal lenges: unemployment (47 per cent), resour ce scar city (43 per cent) and income inequality (56 per cent).

ORGANIZA TIONS MUS T FOS TER INNO VA TIVE THINKING. Mil lennials want to work for or ganizations that support innovation. In fact, 78 per cent of Mil lennials wer e influenced by how innovative a company was when decid ing if they wanted to work ther e, but most say their curr ent employer does not gr eatly encour age them to think cr eatively . T hey believe the biggest barriers to innovation ar e management attitude (63 per cent), oper ational structur es and pr ocedur es (61 per cent), and employee skil ls, attitudes, and lack of d iversity (39 per cent). ORGANIZA TIONS MUS T NUR TURE EMERGING LEADERS. Almost one in four Mil lennials ar e ‘ asking for a chance’ to show their leadership skil ls. Add itional ly, 75 per cent believe their or ganizations could do mor e to develop futur e leaders.

MILLENNIALS ARE EA GER T O MAKE A DIFFERENCE. Mil lennials believe the success of a business should be measur ed in terms of mor e than just its financial performance, with a focus on impr oving society among the most important things it should seek to achieve. Mil lennials ar e also charitable and keen to participate in ‘public life:’ 63 per cent of Mil lennials gave to charities, 43 per cent actively volunteer ed or wer e a member of a community or ganization and 52 per cent signed petitions. “It’ s clear that Mil lennials want to innovate and businesses should be listening, ” said Salzber g. “F ostering a cultur e of innovation wil l not only help r etain high-performing talent but it wil l also drive gr owth by cr eating opportunities for ind ividuals to unlock the next game-changing innovations. ”

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The Deloitte Millennial Survey – Executive summary

An ambitious vision of what business can achieve M ille nn ials m os t o fte n c ite f ou r i ssu es a s t he gre ate st c ha lle nge s f ac in g s oc ie tie s a ro un d th e w or ld : u ne m plo ym en t, r es ou rce s ca rcit y, clim ate c ha nge /pr ote cti ng th e e nv iro nme nt, an d i ne qu alit y o f i nc om es a nd w ea lth . ( Fi gur e 1 ) M ille nn ials fe el th es e a nd o th er c ha lle nge s sh ou ld n ot be t he e xc lu siv e p ro vin ce o f e ith er bu sin es s o r g ov ern m en t. B oth h av e i m po rta nt role s t o p lay in a dd re ss in g th em .

N ot s urp ris in gly , a lm os t 9 0 pe rce nt o f M ille nn ials fe el bu sin ess c ou ld d o ‘ a g re at d ea l’ or ‘a fa ir a mou nt’ to a dd re ss u ne m plo yme nt wh ile r ou gh ly t hre e-q ua rte rs s ay t he s am e ab ou t i ne qu alit y o f i nc om es a nd w ea lth . ( Fi gur e 2 )B ut M ille nn ials h av e a m uc h b roa de r vi sio n o f th e p ote nti al o f b us in es s. M ore t ha n 8 0 pe rce nt of M ille nn ials b el ie ve bu sin ess h as th e p ote nti al to a dd re ss th e o th er t w o t op -ra te d c ha lle nge s: clim ate c ha nge /pr ote cti ng th e e nv iro nme nt an d r es ou rce s ca rcit y. I n f ac t, m ore t ha n h alf o f M ille nn ials fe el bu sin ess c an de vel op pr od uc ts an d s er vi ce s o r a do pt be ha vi or s t ha t wi ll h av e a p os itiv e i m pa ct o n e ac h o f t he 2 0 c ha lle ng es in clu de d i n t he s ur ve y. I n D elo itte ’s 2 01 2 s ur ve y, alm os t a ll M ill enn ials s aid it i s ac ce pt ab le fo r bu sin es s t o m ak e a p ro fit fr om i nn ov ati on s t ha t be ne fit s oc ie ty.

M ille nn ials a re e ve n m ore p os itiv e a bo ut t he pro m ise o f g ov ern m en t, wi th r ou gh ly t hre e- qu art ers o r m ore s ayi ng i t h as t he p ote nti al t o add re ss to da y’s c ha lle nge s. ( Fi gur e 3 ) T he y n ot on ly be lie ve g ov ern m en t h as t he p ote nti al t o ad dre ss s oc ie ta l i ssu es s uc h a s e du ca tio n, s kill s an d t ra inin g, a nd c lima te c ha ng e/p ro te ctin g t he en vi ro nm en t, b ut m ore t ha n 8 0 pe rce nt a lso s ee an i m po rta nt r ole f or g ov ern m en t i n e co no m ic iss ue s s uc h a s u ne m plo ym en t a nd i ne qu alit y o f in co m es a nd we alt h.

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1 The questions about the potential of government to address society’s challenges and the impact government is currently having on them were not asked in China.

Business has t he potential to develop innovative pr oducts and servic es to help addr ess the most important issues facing societies ar ound t he world. The gr eatest c hallenges facing society ar e not t he exclusive pr ovinc e of eit her business or government. Bot h need to work c ollabor atively to addr ess t hem.

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The Deloitte Millennial Survey – Executive summary

D elo itte ’s p rior s ur ve y f ou nd t ha t Mi llen nia ls be lie ve s olu tio ns t o s oc ie ty ’s c ha lle ng es wi ll n ot co m e fr om b us in es s a nd g ov ern m en t a cti ng on t he ir o w n. I nd ivi du al b us in es se s wi ll n ee d to w or k wi th g ov ern m en ts, u niv ers itie s, a nd no n-p ro fit o rg an iza tio ns , a s w ell a s wi th o th er co m pa nie s. T he c le ar me ss age is th at bu sin ess es ne ed t o l oo k o ut sid e t he c on fin es o f t he ir o w n en te rp ris es a nd s ee k c olla bo ra tiv e pa rtn ers i f th ey a re t o m ax im ize t he c ha nc es o f fi nd in g in no va tiv e s ol uti on s t o th e i ss ue s f ac in g s oc ie ty.

But its performance is falling short W hile M ille nn ials h av e a p os iti ve p erc ep tio n of b us in es s, m os t f ee l t ha t i t i s n ot a ch ie vi ng its p ote nti al. R ou gh ly th re e-q ua rte rs b el ie ve bu sin es se s h av e a p os itiv e o ve ra ll i m pa ct o n th e wi de r s oc ie ty i n wh ich t he y o pe ra te . W he n it c om es to s pe cifi c c ha lle ng es , M ill enn ials th in k b us in es s i s h avi ng a p os itiv e i m pa ct o n su ch i ssu es a s e du ca tio n, s kill s, a nd t ra in in g (3 8 pe rce nt n et p os itiv e i m pa ct) , s ta bili ty of n ati on al e co no m ie s ( 27 pe rce nt) a nd un em plo ymen t ( 12  p erc en t).

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( Fi gur e 4 ) Fo r s ev era l o f t he t op -ra te d c ha lle ng es , ho we ve r, m ore M ille nni als fe el b us in es s i s ha vi ng a n eg ati ve i m pa ct t ha n a p os itiv e i m pa ct: in eq ua lity o f i nc om es a nd w ea lth ( -1 8 pe rce nt ne t n eg ati ve i m pa ct) , c lim ate c ha ng e/p ro te cti ng th e e nvi ro nm en t ( -2 5 pe rce nt) , a nd r es ou rce sc arc ity ( -2 8 pe rce nt) .

M ille nn ials a re e ve n m ore c riti ca l o f g ov ern m en t. G ov ern m en t i s s ee n a s h avi ng a n et n eg ati ve im pa ct o n t hre e o f t he t op c ha lle ng es : un em plo ym en t ( -15 pe rce nt) , i ne qu alit y o f in co m es a nd w ea lth ( -3 1 pe rce nt) , a nd r es ou rce sc arc ity ( -12 pe rce nt) . ( Fig ure 4 ) I n s om e a re as wh ere g ov ern m en t h as t ra dit io na lly h ad a n im po rta nt r ole , M ille nn ials b el ie ve bu sin ess is ac tu ally h avi ng a m ore p os itiv e i m pa ct i nc lu din g ed uc ati on , s kill s, a nd t ra in in g ( +3 8 pe rce nt n et po sit ive i m pa ct f or b us in es s; + 6 per cent fo r go ve rn me nt) a nd h ea lth ca re /d ise as e pr ev en tio n (+1 8 pe rce nt f or b us in es s; + 8 pe rce nt f or go ve rn me nt) . Alt hough not fully ac hieving its potential, Millennials feel business is having a positive impact in ar eas tr ad itionally seen as t he r esponsibility of government suc h as educ ation, skills, and tr aining and healt hc ar e/d isease pr evention.

2 The “net impact” for each challenge is the percentage of respondents who said business (or government) is having a positive impact minus the percentage that said it is having a negative impact.

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The Deloitte Millennial Survey – Executive summary

In t he ir o w n w or ds : T he i m pa ct o f b us in es s o n s oc ie ty

Bu sin es se s a re e sse nti al t o t he ec on om y a nd s oc ie ty i tse lf. T he y under pin g ro w th a nd in no va tio n, pro vid e j ob s a nd s er vic es wh ich ke ep t he p op ula tion mo vin g for wa rd . T he y a re t he p re cu rsor s of m od ern t ec hn olo gy a nd n ew in no va tion . U nit ed K in gd om Bu sin es se s a re d riv in g t he gro w th o f t he e con om y. Sin gap ore

Te ch no lo gy i s i m pro vin g s te ad ily, in itia lly f oc us ed o n g en era tin g p ro fit fo r b us in es s b ut o ve r t im e i t s ee ps ba ck i nto s oc ie ty o ffe rin g n ew w ay s to t ac kle o ld p ro ble m s. O ve ra ll m ak in g so cie ty m ore e ffi cien t a nd p os iti ve ly aff ec tin g t he g ene ra l p op ula tion . Sou th A fric a MOST MILLENNIALS FEEL BUSINESS IS HAVING A POSITIVE IMPACT ON SOCIETY BUT MANY DO NOT TRUST THE ACTIONS OR MOTIVES OF BUSINESS

Th ey c re ate em plo ymen t a nd ca n s er ve a s r ole m od els a nd dem on str ate h ow to p ro du ce / tra de i n a s us ta in ab le w ay . G erm any

Bu sine ss p romo te s t he a dva nc em en of s oc ie ty v er y w ell, b ut c urr en t busi ne sse s p ollu te t he e nv iro nm en an d h av e a m on ey m ak in g b lac k he ar t, s qu ee zin g e m plo ye es . Ch in a M an y l arg e c orp ora te b us in es se s i n t he U nit ed S ta te s o nly p ro m ote t he g ro w th of t he w ea lth y a nd g ive n oth in g ba ck to t he m id dle o r l ow er c las se s. T he y ca re m ore a bo ut t he ir b ot to m l in e a nd th eir s ha re ho ld ers t ha n t he y d o a bo ut co ntr ib uti ng to c ha ritie s. U nite d S ta te s

M os t b us in es se s a ro un d t he w orl d a re r un nin g t he ir co rp ora tio ns wi th a s in gle m oti ve : t o g en era te m ore pro fit s. I n a n a tte m pt t o i nc re as e t he ir b ot to m l in es u sin g re so urc es l ike l an d, l ab ou r a nd c ap ita l i n t he s ho rt t erm [an d] c om ple te ly i gn ori ng l on g t erm c on se qu en ce s o f the ir d ec ision . A lth oug h C or por ate S oc ial R es pon sib ilit y ha s s ta rte d w ith m uc h f an fa re , o n t he g ro un d l ev el no tic ea ble c ha ng es h av e n ot y et be en o bs erv ed . Indi a

I be lie ve t ha t c om pa nie s a nd bu sin es se s o nl y t hink a bo ut t he ir im m ed iat e p ro fit s. T he y a re n ot co nc ern ed wi th wh at t om orr ow wi ll bri ng a nd wh at t he d am ag e o f t he ir re le ntl es s s ea rch f or c ap ita l wi ll d o to fu tu re g ene ra tion s. Bra zil 6

The Deloitte Millennial Survey – Executive summary

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The Deloitte Millennial Survey – Executive summary

Building an innovative organization W ho w ill ge ne ra te th e i nn ov ati ve s ol uti on s ne ede d t o a dd re ss th e c ha lle nge s c on fro nti ng so cie tie s a ro un d th e w or ld ? M ille nn ials m os t of te n c ite bu sin ess a nd in div id ua l e ntr epr en eu rs (4 4 pe rce nt) , a lth ou gh s ub sta nti al pe rce nt ag es ex pe ct e ith er u niv ers itie s ( 23 pe rce nt) o r go ve rn m en ts ( 22 pe rce nt) t o be t he l ea din g so urc e o f i nn ov ati on s. I n f ac t, n o g ro up h as a m on op oly o n c re ati ve a pp roa ch es a nd n ew th in kin g. I nn ov ati ve s olu tio ns a re l ike ly t o c om e fr om m an y s ou rce s.

Fo r M ille nni als , f os te rin g in no va tiv e, ‘ou t-o f-the -b ox ’ s olu tio ns i s m ore a m att er o f bu sin es s p ro ce sse s t ha n in div id ua l g eniu s. A lm os t 6 0 pe rce nt o f M ille nn ials be lie ve org an iza tio ns c an be co m e g oo d a t i nn ov atio n by fo llo w in g es ta bl ish ed p ro ces ses an d t ha t in no va tio n c an be l ea rn ed a nd i s r epe ata ble , ra ther t ha n b ein g s pon ta ne ou s a nd ra ndom . To e nc ou ra ge t he i nn ov ati ve i de as o f i ts pr ofe ss io na ls, w he th er M ille nn ials o r th ei r olde r co lle ag ue s, b us in es se s wi ll n ee d t o e xa m in e th eir cu ltu re a nd p ra cti ce s. R ou ghl y t w o-t hir ds of M ille nn ials f ee l t he o utl oo k a nd a ttit ud es o f m an age me nt a re s erio us b arr ie rs t o i nn ov atio n, su ch a s a r elu cta nc e t o t ak e r isk s; a r elia nc e o n ex isti ng p ro du cts , s ervi ce s, a nd w ay s o f d oin g bu sin es s; a nd a n u nwi llin gn es s t o c olla bo ra te w ith o th er bu sin ess es o r u niv ers itie s. A sim ila r pe rce nta ge c ite a v ari ety o f o rg an iza tio na l ba rr ier s t ha t i m pe de n ew t hin kin g i nc lu din g po or c ha nne ls o f c om m un ica tion a cro ss t he org an iza tio n, l ac k o f a f orm al p ro ce ss t o en cou ra ge in no va tion , a nd a p oor or ga niz ation al str uc tu re.

Attracting—and retaining—the best and the brightest Mi llen nia ls wa nt t o w or k f or o rg an iza tion s t ha t fo ste r in no va tiv e t hink in g, d ev elo p t he ir sk ills a s le ad ers a nd wi sh t o s ee t he m m ak in g a p os itiv e co ntr ib uti on t o s oc ie ty. B ut m an y M ille nn ials fi nd bu sin es s l ac kin g in th es e a re as . Innovative solutions to society’ s c hallenges will come fr om a variety of sour ces includ ing business, government, universities, and nonpr ofit or ganizations.

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The Deloitte Millennial Survey – Executive summary

A s i n t he p rio r s ur ve y, a n o rg an iza tio n’s s up po rt for in no va tion is im por ta nt f or Mi llen nia ls. M or e tha n t hre e-q ua rte rs o f M ill enn ials s ay t he y are s tro ng ly i nfl ue nc ed b y t ho ug ht s o f h ow in no va tiv e a n o rg an iza tio n i s wh en d ec id in g if t he y w an t t o w or k f or i t. B ein g s ee n a s a n in no va tiv e or ga niz ation is e ven mor e i m por ta nt in a ttr ac tin g M ille nni als in e m erg in g ma rk ets . A rep ut ation for in no va tion is im por ta nt f or ro ug hly 9 0 pe rce nt o f M ille nn ials i n C hin a a nd In dia wh en t he y c ho os e a n e m plo ye r.

O nly a bo ut h alf o f M ille nn ials f ee l t he or ga niz ation t he y w or k f or en cou ra ge s i ts pe op le t o s ug ge st n ew w ay s o f d oin g t hin gs or re w ard s th em fo r i nn ov ati ve ide as . F ur th er, m an y M ille nn ials be lie ve t he y a re n ot be in g giv en t he op po rtu nit y t o d ev elop p ro fe ssion ally . O nly r ou gh ly h alf o f M ille nn ials a gre e t ha t t he ir org an iza tio n d oe s a ll i t c an t o d ev elo p t he ir s kill s as a l ea de r, wh ile i n F ra nc e, S pa in , S ou th K ore a, an d J apa n t his fi gu re w as l es s t ha n 4 0 pe rce nt. In d ev elo pe d m ark ets , b us in es s f ac es a n add iti on al c ha lle nge w ith th is ge ne ra tio n: re bu ild in g tr us t. W hile a tti tude s t ow ard bu sin ess in e m erg in g m ark ets a re a lm os t u nif orm ly po siti ve , ma ny M ille nni als in d ev elo pe d ma rke ts ha ve l os t f ait h i n t he m oti ve s a nd a ctio ns o f bu sin es s. ( Fi gur e 5 ) L es s t ha n ha lf o f M ille nn ials in de ve lo pe d m ark ets be lie ve t ha t b us in es s s ho w s a s tro ng c om m itm en t t o be in g s us ta in ab le, t ha t its l ea de rs a re c om m itte d t o h elp in g t o i m pro ve so cie ty, o r t ha t i t be ha ve s i n a n e th ica l m an ne r.

Bu sin es se s t ha t f ail t o a dd re ss t he se c on ce rn s m ay fi nd t he y wi ll l os e s kill ed p ro fe ssio na ls i n th e y ea rs a he ad , a s m an y o f t he m os t t ale nte d me m be rs o f th e M ille nn ial ge ne ra tio n de cide to le av e l arg e o rg an iza tio ns a nd i ns te ad w or k f or th em se lve s. R ou gh ly 7 0 pe rce nt o f M ille nn ials se e th em sel ve s a s w or kin g i nde pe nde ntl y a t so m e p oin t, r ath er t ha n be in g e m plo ye d wi th in a t ra dit ion al or ga niz ation al s tru ctu re . T he da nge r o f l os in g t ale nte d M ille nn ials is e ve n gre ate r i n e m erg in g m ark ets . W hile 5 2 pe rce nt of M ille nn ials i n d ev elo pe d m ark ets e xpe ct t o ev en tu ally w or k in de pe nde ntl y, th is fi gu re ris es to 82 pe rce nt in e m ergi ng m ark ets . Roughly 70 per cent of Millennials see t hemselves as working independent ly at some point in t heir lives, r at her than being employed wit hin a tr ad itional or ganizational structur e.

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The Deloitte Millennial Survey – Executive summary

A new generation with new expectations A s t he y a dv an ce i n t he ir c are ers , h as te ne d by th e r eti re me nt o f th e l arge B ab y-B oo m ge ne ra tio n, M ille nn ials a re ra pid ly a ss um in g po sit io ns o f g re ate r r es po ns ib ilit y. B us in es s wi ll ga in a n ew ge ne ra tio n o f s kille d pr ofe ss io na ls— pr ov ide d i t c an me et th ei r e xp ec ta tio ns .

A lth ou gh M ille nn ials v alue its role in c re ati ng jo bs a nd e xpa nd in g p ro spe rit y, t he y h av e lar ge r a m biti on s f or bu sin ess . M ille nn ials s ee a lar ge g ap be tw ee n t he p ote nti al o f b us in es s t o add re ss th e c ha lle nge s f ac in g s oc ie ty a nd th e ac tu al i m pa ct i t i s h avi ng . F ulfi llin g t his p ote nti al wi ll r eq uir e b us in es se s t o d o a be tte r j ob o f en co ura gin g n ew t hink in g w ithin t he ir o w n or ga niz ation s t o d ev elop in no va tiv e p ro du cts an d s er vi ce s, wh ile a lso w or kin g c olla bo ra tiv ely wi th g ov ern m en t, wi th n on pro fit o rg an iza tio ns , an d wi th o th er c om pa nie s t o d ev elo p c re ati ve so lu tion s. Th e s ta ke s a re h ig h. M ille nn ials a re t od ay fo rm in g i m pre ssio ns o f b us in es s t ha t wi ll l as t a l ife tim e. M ille nn ials w an t t o l ea ve t he ir m ark on t he w or ld b y w or kin g f or or ga niz ation s t ha t bene fit s oc ie ty, en cou ra ge in no va tion , a nd pr ov ide th em th e o pp or tu nit y t o e xp an d th ei r sk ills . M ore t ha n p re vi ou s g en era tio ns , t he y a re re ady t o w or k i nd epe nd en tly i f t he ir n ee ds a re no t be in g m et b y a t ra dit io na l o rg an iza tio n. Bu sin ess es th at c an me et th es e h ig he r ex pe cta tio ns h av e t he p ro spe ct o f d ev elo pin g co m m erc iall y vi ab le p ro du cts a nd s er vi ce s t ha t be ne fit s oc ie ty, wh ile a ttr ac tin g a nd r eta in in g th e m os t t ale nte d me m be rs o f th is e me rg in g ge ne ra tio n. About the Survey Th e s ur ve y g ath ere d t he v ie w s o f m ore th an 7 ,8 00 M ille nn ials ( th os e b orn in 1 98 3 o r l ate r) wh o h ad a c olle ge or u niv ers ity d eg re e a nd wh o w ere em plo ye d f ull- time . T her e w er e r ou gh ly 30 0 r es po nd en ts e ac h i n 2 6 c ou ntr ie s i n N or th A m eri ca , W es te rn E uro pe , L ati n A m eri ca , a nd A sia -P ac ifi c. T he s ur ve y w as c on du cte d o nlin e f ro m O cto be r 1 0 – N ov em be r 1 1, 2 01 3 a nd w as c om pile d b y M ilw ard B ro w n.

Th e M ille nn ials s ur ve ye d w or ke d i n org an iza tio ns o f a v ari ety o f s ize s: l es s th an 1 00 e m plo ye es ( 26 p erc en t), 10 0 t o 9 99 ( 42 pe rce nt) , a nd 1 ,0 00 o r m ore ( 32 p erc en t). T he r es po nd en ts w ere e m plo ye d i n v ari ou s t ype s o f org aniz ati on s in clu din g p ub lic- ow ne d co m pa nie s ( 20 pe rce nt) , p riv ate -o w ne d bu sin es se s ( 58 pe rce nt) , p ub lic s ec to r org an iza tio ns ( 16 pe rce nt) , n ot- fo r-p ro fit org an iza tio ns ( 3 pe rce nt) , a nd o th er ty pe s ( 3 pe rce nt) .

10

The Deloitte Millennial Survey – Executive summary

TOP CHALLENGES FACING SOCIETY IN THE NEXT 5–10 YEARS

37 % 33 % 32 % 28 % 23 % 22 % 21 % 21 % 21 % 20 % 20 % 19 % 18 % 18 % 17 % 16 % 15 % 13 %

6% 6%

Un em plo ym Resource scarcity ent Climate change / Protecting environment Inequality - incomes / Wealth

Crime / Personal safety

Political instability Stability national economies Ageing populations / Demographic shift

Inflation Wars / Conflicts between countries

Healthcare / Disease prevention

Education, skills and training Food supplies / Hunger / Famine Consequences of natural disasters

Cyber security

Social unrest

Terrorism Privacy of individuals Community cohesion Rights of minority groups

EconomicEnvironmentalSocialCrime / Health / EducationPolitical instability / Conflict / TerrorismPrivacy / Cyber security

Figur e 1

TOP CHALLENGES F A CING SOCIET Y IN THE NEXT 5–10 YEARS

EconomicEnvironmentalSocialCrime / Health / EducationPolitical instability / Conflict / Terrorism Privacy / Cyber securityTop-rated challenge

11

The Deloitte Millennial Survey – Executive summary

Figur e 2

88%86%86%85%84%83%82%81%80%78%77%73%72%72%71%66%64%59%57%52%

Unem ploym Clim ent

ate ch ange / Protec

ting en vironm

ent

Inequa lity - in

comes / W ealth

Crime / P ersonal

safety Polit

ical inst ability Stability n

ational eco nomies

Agein g popu

latio

ns / Demo

graphic shift Inflation

Wars / C

onflicts betw een co

untries Healthcare

/ Disea se preve

ntion Educatio

n, skills an d training Food su

pplies / Hu

nger / Fam ine

Conse

quences o f natura

l dis asters Cyber secu

rity

Social u nrest

Terrorism Privacy

of individu als / Use

of p ersonal Comm data

unity co hesion / S

ocial in volvem Rig ent

hts of m inority

groups Resource s

carcity

EconomicEnvironmentalSocialCrime / Health / EducationPolitical instability / Conflict / Terrorism Privacy / Cyber security

PO TENTIAL OF BUSINESS T O MEET SOCIET Y’S CHALLENGES PERCENT A GE RESPONDING “ A GREA T DEAL/F AIR AMOUNT”*

EconomicEnvironmentalSocialCrime / Health / EducationPolitical instability / Conflict / Terrorism Privacy / Cyber securityTop-rated challenge

*Of those who consider each challenge to be among the most important facing society.

12

The Deloitte Millennial Survey – Executive summary

Figur e 3

90%87%87%87%86%86%86%85%84%84%84%83%83%82%80%79%79%79%78%73%

Education, skills and training

Climate change / Protecting environment

Inflation

Community cohesion / Social involvment Cyber security Food supplies / Hunger / Famine

Political instability Terrorism

Rights of minority groups Crime / Personal safety Healthcare / Disease prevention

Unemployment

Privacy of individuals / Use of personal data Stability national economies

Consequences of natural disasters

Ageing populations / Demographic shift Resource scarcity

Inequality - incomes / Wealth

Social unrest Wars / Conflicts between countries

EconomicEnvironmentalSocialCrime/Health/EducationPolitical instability/Conflict/Terrorism Privacy/cyber-security

PO TENTIAL OF GO VERNMENT T O MEET SOCIET Y’S CHALLENGES PERCENT A GE RESPONDING “ A GREA T DEAL/F AIR AMOUNT”*

EconomicEnvironmentalSocialCrime / Health / EducationPolitical instability / Conflict / Terrorism Privacy / Cyber securityTop-rated challenge

*Of those who consider each challenge to be among the most important facing society.

13

The Deloitte Millennial Survey – Executive summary

Unemployment

Climate change / Protecting environment Inequality - incomes / Wealth Crime / Personal safety

Political instability Stability national economies

Ageing populations / Demographic shift

Inflation

Wars/conflicts between countries Healthcare / Disease prevention Education, skills and training

Food supplies / Hunger / Famine

Consequences of natural disasters Cyber security

Social unrest Terrorism

Privacy of individuals/use of personal data Community cohesion / Social involvement

Rights of minority groups Business Government

Resource scarcity 38 27 % 24 % 18 % 12 % 11 % 8% 8% 2% 0%

-2 %

-3 %

-4 %

-4 %

-7 %

-8 %

-1 2%

-1 8%

-2 5%

-2 8% 6%

-4 % 7% 8%

-1 5%

-7 %

-1 4%

4%

-2 % 7% 11 %

-4 %

-2 3%

-1 5%

-3 3%

-4 %

-3 2%

-3 1% 7%

-1 2% Figur e 4

IMP A CT OF BUSINESS AND GO VERNMENT ON SOCIET Y’S CHALLENGES NET POSITIVE OR NEGA TIVE IMP A C T*

Business

Government

Top-r ated chal lenge

Net Impact = per centage respond ing “positive impact” minus per centage respond ing “negative impact”

*Of those who consider eachchallenge to be among the mostimportant facing society.

14

The Deloitte Millennial Survey – Executive summary

Figur e 5 ^Global

D ev elo pe d m ark ets Em erg in g m ark ets 71 % 63 % 56 % 54 % 52 % 49 % 64 %

48 % 45 % 43 % 42 % 40 % 75 % 74 %

64 % 62 % 60 % 56 %

Th ey a re h elp in g t o in cre as e o ve ra ll le ve ls o f pr os pe rit y Th ey sh ow a st ro ng co m m itm en t t o b ein g su sta in ab le Th eir le ad ers a re co m m itte d t o h elp in g t o im pr ov e s oc ie ty Th ey b eh av e i n a n eth ica l m an ne r Th ey w or k h ard to m in im ize th e en vir on m en ta l im pa ct of th eir o pe ra tio ns Th ey o pe ra te in a n o pe n an d t ra ns pa re nt m an ne r VIEWS OF THE MO TIV A TIONS AND BEHA VIOR OF BUSINESS PERCENT A GE A GREE

In document CSR  I  EMPLOYER  BRANDING  // (Sider 79-94)