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Press release
04 Jun 2025
Relationships, health and financial stability are the defining priorities for Gen Z according to new EY survey
Financial independence is a near universal goal (87%), but wealth aspirations vary greatly by country
51% rate their mental and physical health as the primary measure of future success, more than any other factor
Nearly half (45%) are eager to try new tech, but global attitudes diverge, ranging from enthusiasm to indifference
A desire for financial independence (87%), staying true to oneself (84%) and being in a relationship (60%) are among the leading priorities and milestones of Gen Z. This is according to a new global study by EY and Young China Group LLC, The first global generation: Adulthood reimagined for a changing world, which captured the views of more than 10,000 18- to 34-year-olds spanning 10 countries.
The research explores what adulthood looks like for the first generation to grow up both fully immersed in the era of the internet and during the rise of social media. It reveals a profound shift in how young adults approach life’s traditional milestones and view success. More than four of five (86%) young adult respondents globally currently think of themselves as an adult, yet 60% still live with parents or caregivers. More than half (51%) of today’s youth respondents globally view physical and mental health as their primary success metric, with family relationships (45%) outranking wealth (42%) in most countries.
For business leaders, this represents a fundamental restructuring of human capital, as organizations must evolve traditional recruitment and retention strategies, and brands will have to address a customer base that increasingly questions assumptions about consumption and success.
We are at a moment where we find a great generational diversity in the labor market: currently, five generations coexist and collaborate globally, with Generation Z representing about one-third and on the rise. The traits, aspirations, values, and life principles of representatives of this generation will increasingly influence organizational cultures, leadership profiles and styles, as well as ways of working. We are talking about the first truly global generation, strongly connected through technology, which equally values mental, physical, and material well-being, perceives frequent workplace changes as something natural, and is genuinely concerned with developing authentic personal relationships.
Claudia Sofianu
Partner, People Advisory Services, Leader for EY Romania and Moldova
Historically, each predominant generation has influenced the relationship with work and the ways we work. Therefore, it is natural to expect that, over time, as Generation Z gains a higher share in the labor market, organizations will need to adapt to its characteristic benchmarks in order to develop an employer brand that attracts, retains, develops, and motivates the talents they need. Additionally, it is expected that those organizations that undertake such initiatives in advance will gain competitive advantages that are difficult, if not impossible, to counterbalance by those that take a more reactive approach.
Claudia Sofianu
Partner, People Advisory Services, Leader for EY Romania and Moldova
Redefining success, stability and leadership
The study shows that young people today are developing an adult-like sensibility and emotional maturity early on, at least in part due to their unlimited access to information. This has cultivated a generation that intimately understands life’s complexities while also driving a striking dichotomy on their views of the future. Almost a third (31%) of young adult respondents worldwide are very or extremely excited about what their lives will be like at 50, but slightly more (34%) harbor deep fears.
Young adults in every country surveyed rated concerns around finances as their top worry. From a professional standpoint, the implications are considerable as nearly nine in 10 (87%) say that financial independence is highly important but less than two in three (63%) have a strong desire to get rich. Job hopping is also no longer viewed as a negative as in decades past – almost six in 10 (59%) respondents globally believe they should work for up to five organizations throughout their lives.
While Gen Z’s motivations for many of life’s traditional goals have changed, the personal desires for these goals still exist. More than one-third (34%) are married, and one-fourth (25%) have a partner, while half of those not in a relationship desire to be in one. Despite overall declines in fertility rates globally, nearly three in 10 (29%) already have at least one child, and almost half (47%) of those who are currently childless say they would like to have children in the future.
Technology as the great accelerator
Technology has given young people worldwide a common digital vocabulary and experience, bridging languages and cultures closer together. Almost all (99%) of those surveyed have a smart phone and 94% use a social media platform daily. However, nearly half (44%) of respondents globally say they would prefer to spend less time on social media and one-third (33%) say they usually or always feel anxious or depressed.
With the rapid integration of artificial intelligence (AI) into every aspect of life, the study shows that young people’s excitement for technology is being put to the test. While nearly half (45%) of respondents say they are excited to try new tech, attitudes vary significantly across different regions, often oscillating between enthusiasm and apathy. Emerging economies like Saudi Arabia (39%) and India (30%) are more inclined to embrace tech, while saturated markets like Japan (17%) and South Korea (17%) show greater caution.
Global trends regarding generational diversity in the labor market are undeniable. At the same time, on a smaller scale, the proportion of generations can vary based on a multitude of factors: the overall population demographics, the macroeconomic context, the industry sector, organizational culture, or even individual preferences of people. Under these conditions, it becomes extremely difficult to identify universally applicable solutions for adapting organizations to a reality with such dynamic diversity. Thus, it is recommended that organizations deeply and primarily understand the profile of their own human capital, both from a generational perspective (which provides important insights regarding values, lifestyle, or preferences) and from the perspective of the skills possessed, performance levels, and exhibited behaviors (which determine the organizational culture).
Nicoleta Dumitru
Senior Manager, People Advisory Services, EY România
Knowledge of human capital that integrates all these perspectives is the essential premise for developing and implementing organizational practices that ensure the success of both employees and the organization. Additionally, to adapt to continuously changing contexts, it is advisable for organizations to periodically review and adjust this 'knowledge'.
Nicoleta Dumitru
Senior Manager, People Advisory Services, EY România
The first global generation: Adulthood reimagined for a changing world methodology
The research was developed in collaboration between Ernst & Young LLP (EY US), led by Marcie Merriman, EY Generational Dynamics Leader, and Young China Group LLC, led by Zak Dychtwald, CEO. EY US surveyed 10,084 18- to 34-year-olds across 10 countries (the United States, Brazil, Germany, Sweden, Saudi Arabia, South Africa, India, China, South Korea and Japan). The online survey was delivered in each country’s native language between September 23-October 22, 2024. Security protocols were in place to help ensure respondent quality.
The survey recruited a mix of age, race/ethnicity, gender, urban/rural, educational attainment and socioeconomic status.