The Deloitte Millennial Survey 2015

Mind the gaps
The 2015 Deloitte
Millennial survey
Executive summary

2 The Deloitte Millennial Survey – Executive summary
M
illennials overwhelmingly believe
that business needs a reset
in terms of paying as much
attention to people and purpose
as it does products and profit. Seventy-five
percent of Millennials believe businesses are too
fixated on their own agendas and not focused
enough on helping to improve society.
Deloitte’s fourth global Millennial survey
asked tomorrow’s leaders, what they think of
leadership today, how businesses operate and
impact wider society, and which individual
characteristics define effective leaders. The
survey uncovered several noteworthy gaps:
between the ambitions of young professionals
in emerging markets and developed markets;
and between Millennial men’s and women’s
attitudes and aspirations toward business and
leadership; and between Millennials making the
most and the least use of social media.
The study collected the views of more than
7,800 Millennials representing 29 countries
around the globe. All participants were
born after 1982, have obtained a college
or university degree, are employed fulltime,
and predominantly work in large (100+
employees), private-sector organizations
(see methodology).
The Purpose of Business
Globally, more than seven in 10 (73 percent)
Millennials believe businesses have a positive
impact on wider society. They also are
generally a little more optimistic about
economic prospects than they were a year
ago. Yet, there are serious questions raised
about how businesses operate—their priorities
and even their ethics—and how they address
challenges raised in the 2013 Millennial Survey
results, including unemployment, financial
inequity, resource scarcity, and climate
change. The dichotomy can be explained, in
part, by considering Millennials’ beliefs about
the purpose of business.
When asked to identify the words or phrases
that match their own ideals as to what
business should try to achieve, Millennials
highlight “job creation,” “profit generation,”
and “improving society.” Millennials also look
to businesses to drive innovation and enable
progress. They expect business to be good
for individuals by offering employment, and
to have a positive impact on wider society.
But, they also recognize (without judgment)
that businesses exist to make money.
Millennials, thus, have a “rounded” view
about the purpose of business.
“The message is clear: when
looking at their career goals,
today’s Millennials are just as
interested in how a business
develops its people and its
contribution to society as
they are in its products and
profits,” said Barry Salzberg,
CEO of Deloitte Global.
“These findings should be
viewed as a valuable alarm
to the business community,
particularly in developed
markets, that they need to
change the way they engage
Millennial talent or risk being
left behind.”

They believe business is successfully
impacting wealth creation, but is less
effective in improving the wellbeing of
individuals or providing general social
benefit. In comparing purpose—what
businesses should do—versus impact—
what they are doing—Millennials consider
business to be under-performing by
10 points at improving livelihoods, and
under-performing by 12 points on social/
environmental benefit. In contrast, there
is a perceived over-emphasis in areas of
profit generation (+10) and wealth creation
(+13). Views typically differ in emerging and
developed markets. For example, business
is thought to have the largest impact by
creating profits in Switzerland, but that
figure is lowest in China. Conversely, the
impact on society is rated most highly in
China and lowest in Switzerland. (Figure 1)
For six in 10 Millennials, a “sense of
purpose” is part of the reason they chose
to work for their current employers. Among
Millennials who are relatively high users of
social networking tools (the “super-connected
Millennials”), there appears to be even greater
focus on business purpose; 77 percent of this
group report that their company’s purpose
was part of the reason they chose to work
there, compared to just 46 percent of those
who are the “least connected.”
A strong sense of purpose is also
closely linked to positive organizational
performance, as demonstrated in Deloitte’s
“Core beliefs and culture survey” and echoed
in this current study. Among businesses
where Millennials say there is a strong sense
of purpose, there is significantly higher
reporting of financial success, employee
satisfaction, and recruitment. (Figure 2)
Via this research, Millennials are suggesting
they want more from business than might
have been the case 50, 20, or even 10 years
ago. They are asking some searching and
profound questions:
Are businesses only interested in their
own agendas? Do they behave ethically?
Is their impact in line with expectations
of what they could and should achieve?
In asking these questions, Millennials are
sending a very strong signal to the world’s
business leaders that when doing business,
they should do so with purpose. They are
also suggesting that the pursuit of a different
and better way of operating in the 21st
century begins by redefining leadership.
A new definition of business leadership
Millennials view leadership in a way
that runs contrary to how they feel their
current leadership teams operate,
signaling a “leadership gap” between
what Millennials would prioritize if they
led their organizations and where they
believe their senior leadership teams are
currently focused.
“(A leading company) gives
its employees a chance to
learn and grow. It is capable
of making correct but difficult
decisions and able
to succeed.”

The younger generation is aligned with
its current leaders’ priority of “ensuring
the long-term future of the organization.”
Beyond this, though, Millennials would
place far greater emphasis on employee
wellbeing (+20) and employee growth
and development (+14). They also would
prioritize their companies’ contributions to
local communities and the wider society in
which they operate (+9). Compared to the
perceived priorities of their senior leadership
teams, Millennials place less emphasis on
“personal income/reward” (-18) and “short-
term financial goals” (-17). (Figure 3)
Millennials believe that an organization’s
treatment of its employees is the most
important consideration when deciding if it
is a leader. They then consider its:
• Overall impact on society;
• Financial performance;
• Record for creating innovative products or
services; and
• 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.
Overall, Millennials regard businesses’
approach to leadership as perhaps too
traditional or inward-looking. While they
believe the pursuit of profit is important,
that pursuit needs to be accompanied by
a sense of purpose, by efforts to create
innovative products or services and, above all,
by consideration of individuals as employees
and members of society. These ideas are
demonstrated by the organizations and
sectors Millennials recognize as being leaders.
Google and Apple top the list of
businesses that resonate most strongly
with the Millennial generation as leaders,
each selected by 11 percent of respondents.
Coca-Cola (6 percent) was third with
Microsoft (5 percent) and Samsung
(4 percent) completing the top five. In
addition to these well-known global
organizations, there was great appreciation
of a number of “local heroes.” For example,
Gazprom was cited by a fifth (22 percent)
of Russian Millennials, Koç was named by
17 percent in Turkey, EcoPetrol by 16 percent
in Colombia, and Alibaba by 12 percent
in China.
Among broader sectors, leadership is
perceived to be strongest in the technology,
media and telecommunications (TMT)
sector. Overall, 33 percent of nominations
were from TMT, three times more than for
food and beverages (10 percent), and four
times that for third-ranked banking/financial
services (8 percent). (Figure 4)
A Millennial leadership style
Millennials’ “socially focused” perception
of leadership encompasses individuals,
as well as organizations. The personality
traits of individuals identified as “true
leaders” include:
• Strategic thinking (39 percent);
• Being inspirational (37 percent);
• Strong interpersonal skills (34 percent);
• Vision (31 percent);
• Passion and enthusiasm (30 percent); and
• Decisiveness (30 percent).
“Great leaders possess
dazzling social
intelligence.”

Having an “autocratic” approach
(6 percent) was the least popular individual
characteristic of leaders among Millennials;
being “driven by financial results” (10 percent)
was similarly unpopular. (Figure 5)
While opinions on the strongest
characteristics of business leaders are
consistent across markets, there is interesting
local variation. For example, being “well-
networked” is a much stronger indicator of
leadership in Japan than the average (30
percent vs. 17 percent). “Advanced technical
skills” are of greater influence in Germany
(47 percent vs. 17 percent) and Switzerland
(41 percent). Millennials in South Korea are
more impressed by a person’s “visibility”
(36 percent vs. 19 percent), while having
the “drive to develop employees” is noted
in Russia (38 percent vs. 24 percent) and
China (35 percent). Underlining their strong
collective social conscience, the “super-
connected Millennials” valued “strong
business ethics” (29 percent) more than
those who use social media to a relatively
small degree (24 percent).
A Millennial Gender Gap
In addition to evidence of a “leadership
gap,” we also are seeing a gender gap
between men and women within the
Millennial generation, especially when it
comes to their aspirations and attitudes
around skills, the qualities that define
leaders and leading organizations, and the
desirability of specific industry sectors.
Men are somewhat more likely than women
to seek senior positions (64 percent vs. 57
percent) within their organizations. Further,
in a finding that perpetuates the glass-ceiling
debate, that gap grows significantly to 12
points when Millennials are asked how likely
they are to seek to become the leader/most
senior executive at their organizations.
These gaps reflect how well Millennials feel
they were prepared for their careers when
they graduated from college. Millennials
were asked to rate how strong their various
technical, analytical, and leadership skills were
when they left higher education. Women
rated themselves on par with men in financial,
economic, and general business knowledge,
and higher than men in academic knowledge
and general business skills (professionalism,
teaming, communication, etc.). However,
when Millennials were asked to rate their
leadership skills, a significant gender gap of
6 points emerged; 27 percent of men vs. 21
percent of women rated this skill as strong.
(Figure 6)
The gender gap on self-rating of leadership
skills varies greatly by country.
In no country do significantly
more women than men say they
possessed strong leadership skills
on graduation.
In contrast men are significantly more likely
than women to say “leadership” was an
individual strength in: Peru (20 point gap),
Italy (+19), Germany (+13), South Korea
(+13), South Africa (+12), Switzerland (+12),
Japan (+11), Mexico (+11) and France (+10).
(Figure 7)

In their own words: The impact of business on society
WHY DO YOU SAY (TMT) IS THE SECTOR YOU
WOULD MOST LIKE TO WORK IN?
WHICH BUSINESSES CURRENTLY SHOW
THE STRONGEST “LEADERSHIP”?
It enables progress and
greatly influences our
society, and will continue
to have more and more
influence in the future.
Germany
Technology is increasingly
changing the way people
live. Technological innovation
has become the main driving
force to promote social
progress and development.
China
Those who have the
ability to create new jobs
for the community and
to improve human life.
China
Today what drives the
progress and world evolution
is technology, and the
advancement of technology is
an essential part of any business
that wants to succeed.
Colombia
It seems fun and glamorous.
Younger people seem to
climb the ladder quite quickly.
United Kingdom
Firms who aim for
sustainability and
innovation, whilst at the
same time caring about
the company.
Italy
Organizations that operate
on the principle of good
governance, coupled with
(high) moral and ethical
conduct towards stakeholders.
Thailand
Digital and tech companies
such as Google and Apple
are roaring forward with
innovations and financial
success; highlighting their
leadership in both industry and
the community.
United Kingdom
Ones that people look up to
and (who) do what is right to
serve the communities they
are involved in.
U.S.
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

While men and women both consider
the overall contribution to wellbeing as
a characteristic they would emphasize
as leaders, they place different levels of
emphasis on other leadership traits. Almost
half of women (46 percent) highlighted
employee reward and development, as
opposed to 38 percent of men. Women
(33 percent) more strongly associate having
a “meaningful purpose” with leadership than
do men (28 percent). Men, on the other
hand, take greater note of an organization’s
ability to create innovative products and
services (38 percent vs. 33 percent).
In light of those findings, it’s not surprising
that when asked to compare the priorities of
senior leaders to what Millennials would do
if they were in charge, women would place
more emphasis on employees’ wellbeing
(+21 vs. +17 for men) and their general
development (+17 vs. +12). Millennial women
leaders also would focus less on short-
term financial goals and their own personal
rewards (-19 vs. -15 for men on both
aspects). (Figure 8)
In terms of sector attractiveness, men (24
percent) are nearly two times more likely
than women (13 percent) to rank TMT
number one. The same ratio holds true for
the energy and resources sector, where 11
percent of men and 6 percent of women
rank it first. Conversely, women have an
almost two-to-one preference over men for
the life sciences and health care sector, as
well as the travel, hospitalities, and leisure
sector (15 percent of women and 8 percent
of men would rank each of these first).
Aspirations in emerging and
developing markets
In addition to an aspirational gender gap,
there also is a marked difference in levels of
aspiration between Millennials in developed
and emerging markets. In the former,
fewer than four in 10 (38 percent) aspire
to becoming the “leader or most senior
executive within their current organization,”
compared to more than six in 10 (65
percent) in the latter. Meanwhile, 54 percent
in developed markets would like to “get
to a senior position, but not number one,”
which again is below the figure recorded in
emerging markets (65 percent). (Figure 9)
If they were to change jobs, Millennials
in developed economies (35 percent) see
large businesses as less desirable places to
work as compared to those in emerging
markets (51 percent). This response could be
a reflection of the view held by 53 percent
of Millennials in developed markets that
businesses do not behave as ethically as
they would desire. Interestingly, Millennials
in developed markets also appear to a
less entrepreneurial, with only 11 percent
suggesting their next career move would be
to start up their own businesses; this is half
the proportion seen in emerging markets.
(Figure 10)
The differences between markets may
suggest complacency or even a lack of
ambition among Millennials in developed
markets, who feel they can be comfortable
without being number one in a large
organization or running their own businesses.
Or, it may signal an unwillingness to conform
to the qualities they currently believe to
define leaders. Conversely, it could mean
individuals in emerging countries may
perceive more opportunity for educated
professionals than their counterparts in

developed markets. Might the supply of
potential leaders, driven to test themselves
and push their organizations forward, dry up
in Western-style economies while it
flourishes elsewhere?
An under-developed graduate skill set
Regardless of gender or geography, only
28 percent of Millennials feel that their
current organizations are making “full use”
of the skills they currently have to offer.
That figure is just 23 percent in developed
markets, and falls below 20 percent in Japan
(9 percent), Turkey (15 percent), South Korea
(17 percent) and Chile (19 percent). The
good news is that the majority of Millennials
say they now have, or will be able to obtain
in their current organization, the skills and
experience that allow them to fully meet
their career ambitions. Fewer than half
(43 percent) believe they will have to work
elsewhere in order to do so. This points to
businesses’ successful ability to train and
develop young people who didn’t express
great confidence in their abilities upon
graduation.
Millennials agree that when they
left college, they did not offer
the full range of skills, personal
qualities, and experience for
which today’s businesses are
looking.
When asked to estimate the contributions
that skills gained in higher education made
to achievement of their organization’s goals,
Millennials’ average figure is 37 percent. In
other words, two-thirds of the skills required
to meet the needs of their organizations
have been gained while in employment,
meaning that employers are required
to invest large amounts in training and
development so that raw recruits can make
a meaningful contributions to organizational
objectives. Other findings suggest that
skills gained in higher education contribute
only 40 percent to the fulfilment of day-
to-day roles and responsibilities, and 42
percent towards meeting longer-term career
aspirations. (Figure 11)
This apparent gulf between the skills
presented by Millennials upon graduation
and those required by modern business can
be partly explained by an assessment of the
qualities Millennials believe they brought
to the table upon graduation. With the
obvious exceptions of academic knowledge
or intellectual ability, Millennials say they
were stronger on “soft” attributes such as
being professional, hard-working, flexible,
and in possession of integrity and maturity.
They were not as confident in their technical
or specific business skills, including financial,
economic, and general business knowledge;
the ability to challenge or disrupt current
thinking; the ability to create opportunity;
sales and marketing; and similar talents.
When Millennials were asked to rate the
skills and attributes on which businesses
place the most value (and for which
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
15 points). Meanwhile, relatively large gaps
exist with respect to “sales and marketing”
(-15), “general business knowledge” (-12),
“entrepreneurialism” (-10), and “financial/
economic knowledge” (-9). (Figure 12)
The gap as regards leadership varied
significantly across markets. In developed
markets it stretches to 20 points as
compared to 12 in emerging markets. The
gap in the large economies of USA (-14),
France (-16) and Japan (-17) is actually close
to average but reaches 22 points in Germany
and fully 32 in the UK . In absolute terms
fewer than one in seven Millennials in the
UK (15 percent), Belgium (13 percent),
Japan (12 percent) or France (10 percent)
thought they had strong leadership skills on
graduation. (Figure 13)
Gaps were similarly stark when comparing
their greatest strengths at graduation to the
value of those characteristics to business. For
instance, “Personal traits such as integrity”
rated 17 points higher as a personal strength
vs. its business value. Other gaps were
apparent in “flexibility/team working” (+11),
“professionalism” (+8), “analytical skills
(+9) and “academic knowledge” (+14). It’s
possible these qualities are perceived to be
of lesser value to business because they are
“hygiene factors” that fail to differentiate the
competent from the exceptional.
A question raised by these findings is the
extent to which commerce and academia
are aware of these gaps and whether they
will come to together to help close them.
This would obviously benefit businesses,
which would be presented with a larger pool
of graduates possessing business acumen.
Universities and colleges also would benefit
by attracting students seeking marketable
life skills and relevant academic knowledge.
It is interesting to observe where Millennials
would place most emphasis in hiring if
they headed large businesses and wished
to ensure their long-term success. In this
scenario, they would actually focus on
“softer” and personal skills similar to those
they possessed upon graduation. So, despite
their acknowledgement that this may not be
what businesses currently value, Millennials
would over-state the merits of “personal
traits such as integrity” (+19 percent),
“flexibility and team working” (+18 percent),
“professionalism” (+16 percent), and “creative
thinking” (+11). No more than two in 10
would look to hire on the basis of “sales and
marketing” skills, “financial and economic”
skills, or “knowledge of specific ideas or
techniques.” Perhaps the greatest surprise
in this particular set of findings is that, in
looking to ensure their businesses’ long-term
success, no more than 22 percent would
focus on hiring people with strong IT and
technology skills—this from the “Internet
generation.” (Figure 14)
There is an apparent disconnect between
Millennials’ beliefs as to what business values
and the skills and attributes they would look
to bring in. Perhaps a broader conversation
needs to take place, one where businesses,
academics, and others better convey what
they need in order to be successful—not
just in terms of financial success, of course,
but also in terms of enhancing the lives of
those they employ and members of our
wider society.

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.
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 expectations on wealth/profit creation, but
underperforming on social advancement, helping employees, etc.
36%
34%
27%
26% 25%
23%
21%
19% 19%
16% 16%
9%
33%
44%
17%
25%
21%
30%
13%
32%
12% 11%
16%
9%
- -1%
0%
Generate
jobs
Improve
society
Enable
progress
Enhance
employees'
livelihoods
Improve
skills of
workforce
Drive
efficiency
Summary: Impact gap
-3%Efficiency/
Innovation/
Progress
-10%Jobs/
Livelihoods
+14%Wealth/
Profits
-12%Society/
Environment
Purpose Impact Gap
Generate
profit
Social
leadership
Improve/
protect
environment
Create
wealth
Produce/
exchange
goods & services
-3% 10% -10% -1% -4% 7% -8% 13% -7% -5% 0% 0%
Drive
innovation
Q. Which of the following words and phrases match your own belief as to what business should try to achieve? (CHOOSE UP TO THREE)
Q. Which of the following words and phrases match your own belief as to where businesses in today’s world are making the biggest impact? (CHOOSE UP TO THREE) Base: All respondents 7,806

Figure 2: Purpose strongly linked to business performance and employee satisfaction
69%
57%
63%
41%
23%
48%
Has performed well
ﬁnancially (past year)
High level of employee
satisfaction
A lot of people have
joined (past year)
Strong sense of Purpose
Lacking strong sense of Purpose
Q. Thinking about the company or organization you work for, to what extent would you agree or disagree with the following statements? Base: All respondents 7,806

Figure 3: The ‘Leadership gap’: Millennials would focus on people, while in their view, today´s
leaders focus on profit and personal reward
Millennials’ priorities Leadership team’s priorities
(perceived)
Leadership team Millennials Gap (Millennials’ priority)
17%
37%
Employee's
well-being
18%
32%
Employee's
growth &
development
18%
27%
Making positive
contribution to
local communities/
society
39%
43%
Ensuring long-
term future of
organization
20% 14% 9% 4%
27%
10%
Meeting short-
term ﬁnancial
goals
30%
12%
Own personal
income/rewards
-17% -18%
Q. What do you think the senior leadership team in your organization currently has as its main priorities? (CHOOSE UP TO THREE)
Q. If you were leader of your organization, what would be your main priorities? (CHOOSE UP TO THREE) Base: All respondents 7,806

Figure 4: Leading organizations: Found in TMT, Food & Beverages and Finance
Q. Based on the things you consider important, which businesses do you currently regard as showing the strongest “leadership”? (MULTIPLE ANSWERS ALLOWED) Base: All respondents 7,806
33%TECHNOLOGY/
TELECOMMS/
ELECTRONICS
10%FOOD/
BEVERAGES
8%BANKING/
FINANCIAL
SERVICES

Figure 5: Individuals as leaders
Inter-personal
skills
34%
Strategic
thinker
39% Decisive
30%
Inspirational
37%
Driven by ﬁnancial results 10%,
Autocratic 6%
Passionate
30%
Visionary
31%
LESS VALUE
PLACED ON:
Q. Thinking about individuals and in a business context, how
do you define a true leader? Base: All respondents 7,806

Figure 6: Millennials feel they were stronger on ‘softer’ rather than
‘technical’ skills at graduation. Men believing more than women
in their analytical, IT and leadership skills
Q. Of the following skills and attributes, which do you feel were your strongest when you finished higher education? Base: All respondents 7,806, Male 3,766, Female 4,040
Professionalism: time-keeping,
hard work, discipline
Academic knowledge/intellectual ability/
skills speciﬁc to course of study
37%
37%
45%
34% 43%
34% 43%
Flexibility, team working,
working with others
32% 40%
38% 33%
Personal traits e.g., patience,
maturity, integrity
Analytical skills
30% 30%
Ability to think creatively and
generate new ideas
24% 31%Communication skills
e.g., assertiveness, negotiating
Knowledge of IT and Technology 30% 19%
27% 21%Leadership
18% 16%
Ability to challenge or
disrupt current thinking
18% 14%Financial, economic
16% 16%
General business knowledge,
work experience
16% 15%
Knowledge speciﬁc
ideas/techniques
15% 14%Being entrepreneurial/
creating opportunities
13% 11%Sales & Marketing
Men Women
Difference of 5%
or more

Figure 7: ‘Gender gap’ on Leadership skills: Country specific, not linked to level of ‘development’
9%
4%
1%
0%
-1%
-3%
-5%
-6%
-7%
-9%
-10%
-11%
-12%
-13%
-19%
-20%
SE Asia: Malaysia/Singapore/Thailand
Brazil
USA, China
UK, Australia, Colombia
Canada, Chile
India, Argentina
Emerging markets, Russia, Netherlands
Global, Indonesia
Developed markets, The Philippines, Spain
Belgium
Turkey, France
Japan, Mexico
Switzerland, South Africa
South Korea, Germany
Italy
Peru
Differences between women and men reporting “Strong
leadership skills” at graduation
Q. Of the following skills and attributes, which do you feel were your strongest when you finished higher education? Base: All respondents=7,806

Figure 8: The ‘Leadership gap’: Generally women have a larger ‘gap’ on all aspects
Q. What do you think the senior leadership team in your organization currently has as its main priorities? (CHOOSE UP TO THREE)
Q. If you were leader of your organization, what would be your main priorities? (CHOOSE UP TO THREE) Base: All respondents 7,806, Men 3,766, Women 4,040
20% 14% 9% 4% 3% 2%
-1%
17% 12% 9% 4% 5% 0% 0%21% 17% 11% 3% 3% 3%
Employees’
well-being
Employees’
growth &
development
Making positive
contribution to
local
communities/
society
Ensuring long-
term future of
organization
Developing
new/innovative
products &
services
Dealing fairly
with suppliers/
ensuring their
ethical behaviour
Investing in
growth/
business
initiatives
Making positive
customer impact
Improving
efﬁciency/
productivity
Meeting
short-term
ﬁnancial goals
Own personal
income/
rewards
Women gap Men gapOverall gap (Millennials' priority)
-3% -6% -17% -18%-4% -6% -15% -15%-2% -2% -6% -19% -19%
Millennials’ priorities Leadership team’s priorities

Figure 9: Millennials in Developed markets less interested in senior positions (with strong gender
differences)
Q. Which of the following are you hoping to do or achieve during your working life? - Become the leader/most senior executive within my current organization, Get to a senior position in my current
organization, but not Number 1. Base: All respondents 7,806
59%
47%
53%
Global
70%
65%
62%
45%
38%
Become leader/#1
in current organization
65%
37%
64%
57%
73%
70%
57%
54%
65%
65%
54%
Asia
BRICs
Developed
markets
Emerging
markets
Latin America
North America
Western Europe
Get to a senior position
in current organization
Hope to acheive
Hope to acheive
Hope to acheive Hope to acheive
Hope to acheive
Global: 53% Global: 60%

Figure 10: Large global businesses have less appeal for Millennials in Developed markets, who
are also less inclined to start their own business
Q. If you were to move jobs, what type of organization would be most appealing? Base: All respondents 7,806, Developed markets 3,411, Emerging markets 4,395
44%
22%
17%
8%
6%
35% 32%
11% 11%
6%
51%
14%
22%
5%
6%
A large-scale, well-
established global
business
A medium-sized,
less well-known
business
Your own start-up
business
A small and recent
start-up
Work freelance/
self-employed
consultant
Global Developed markets Emerging markets
‘LARGE SCALE,
WELL-ESTABLISHED
GLOBAL BUSINESS’
APPEALING FOR:
46%
Ambitious
52%
Most
connected
49%
Believe economy
will improve

Figure 11: Skills gained in higher education ‘contribute a third of those required’ to achieve
organizational goals
Q. On balance how useful have the skills you gained in higher education been; compared to those learned in jobs you have had since graduation? Please think of all skills (both ‘harder’ technical
skills and ‘softer’ management/people skills) and distribute 100 points for each objective depending on how useful you think skills gained in higher education have been compared to skills gained
from employment. Base: All respondents 7,806
37%
In achieving the overall goals
of the organization
63%
40%
60%
42%
58%
In fulﬁlling day to day roles
and responsibilities
In fulﬁlling long term
career objectives
Higher education Employment

Figure 12: The ‘Reality gap’: ‘Supply’ of leadership and other core business skills behind
perceived level of employer ‘demand’
Q. Of the following skills and attributes, which do you feel were your strongest when you finished higher education? Which skills and attributes do you feel businesses place the most value on and are
currently prepared to pay the higher salaries for? Base: All respondents 7,806
0%
Personal
traits e.g.,
integrity
Ability to
challenge/
disrupt
Entre-
preneurial
Leadership Profession-
alism
e.g., time-
keeping
Sales &
Marketing
Valued by business/Will pay for Strongest on graduation Gap
Speciﬁc
ideas or
techniques
Flexibility,
team
working
IT &
Technology
Financial,
economic
-15% -15% -12% -10% -4% 11% 17%
Think
creatively
16%
31%
Analytical
skills
-9%
27%
2% 8% 9%
General
business
knowledge
Commun-
ication
skills
14%
26%
15%
24% 25%
28%
33%
17%
12%
27%
Academic
knowledge
30%
35%
39%
14%
24%
25%
16%
15%
17%
33%
26% 27%
38%
39%
36%
19%
25%
-3% -2% -1%
41%

Figure 13: ‘Reality gap’ for Leadership widest in Western Europe
Q. Of the following skills and attributes, which do you feel were your strongest when you finished higher education?
Q. Which skills and attributes do you feel businesses place the most value on and are currently prepared to pay the higher salaries for? Base: All respondents=7,806
33%
32%
25%
24%
22%
21%
21%
20%
20%
20%
18%
17%
17%
16%
15%
14%
13%
12%
12%
12%
11%
11%
11%
10%
8%
8%
6%
5%
4%
1%
Belgium
UK
Chile
Netherlands
Germany
Australia
South Africa
Switzerland
Developed markets
Canada
Italy
Brazil
Japan
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. Which skills and attributes do you feel businesses place the most value on and are currently prepared to pay the higher salaries for? If you were head of a large business and wanted to ensure its long
term success, which would you focus on when hiring new employees? Base: All respondents=7,806
Figure 14: The ‘Hiring gap’: Millennials would hire more on personal attributes than
business development or leadership skills
18%
- -1%
0%
Personal
traits e.g.,
integrity
Ability to
challenge/
disrupt
Entre-
preneurial
Leadership Profession-
alism
e.g., time-
keeping
Sales &
Marketing
Valued by business/Will pay for Millennials’ focus for long-term success Gap
Speciﬁc
ideas or
techniques
Flexibility,
team
working
IT &
Technology
Financial,
economic
-9% -9% -7% -4% -2% 4% 16% 19%
Think
creatively
27%
25%
16%
32%
22%
26%
31%
Analytical
skills
-4%
27%
6%1% 2% 7% 11%
General
business
knowledge
Commun-
ication
skills
18%
26%
15%
24% 25%
22%
28%
33%
19%
17%
13%
27%
Academic
knowledge
39%
25%
26%
30%
37%
44%
33%
49%
45%
38%
Those ambitious for senior positions are more inclined to hire for “leadership” qualities (35% vs. 26%). Those
merely wishing to be comfortable would look to “Professionalism (57% vs. 48%), “Flexibility/team working”
(51% vs. 45%) and to “Personal qualities” (45% vs. 34%)

*Those making relatively highest use of social media in personal and working lives.
Base: Most Connected 1,569
Figure 15: Focus on the ‘Connected’ Millennials*
47%Purpose of business is
to ‘improve society/
protect the environment’
77%My company’s purpose
is part of the reason
I chose to work here
83%Businesses have
a positive impact
54%Optimistic about
economic conditions
38%Business having
positive impact on
‘society/environment’

Stay connected
www.deloitte.com/MillennialSurvey
#MillennialSurvey
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The Deloitte Millennial Survey 2015

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