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Yahoo
11 hours ago
- Business
- Yahoo
New Survey Finds Employers Keen on Hiring Business School Graduates as AI Integration Accelerates
GMAC's latest corporate recruiters survey sends promising signal to recent graduates. RESTON, Va., July 1, 2025 /PRNewswire/ -- Even as employers report ongoing influence of inflation, recession fears, and country leaders on their hiring decisions, recent business school graduates can remain optimistic about their career prospects, buoyed by the accelerating integration of artificial intelligence (AI) across the modern business landscape. According to the latest annual survey of global corporate recruiters released today by the Graduate Management Admission Council (GMAC), problem-solving and strategic thinking remain the top skills employers desire today and tomorrow. In addition, new hires' knowledge of using AI tools has risen measurably in its current importance in the average employer's mind since last year, and it tops the list of the skills employers value the most five years from now. "As AI becomes more integral in a company's decision-making and strategy development, employers continue to turn to business school graduates for their versatility and strategic thinking, along with growing appreciation for their ability to innovate and navigate the challenges and opportunities of technological disruption," says Joy Jones, CEO at GMAC. "I give kudos to business schools' intentional cultivation of these relevant skills in their students, who stand out even more as valuable contributors and future leaders in the ever-evolving business world." This year's survey was conducted with a total of 1,108 corporate recruiters and hiring managers—nearly two thirds of them with Global Fortune 500 companies—participating from organizations and staffing firms in 46 countries. Key findings to note for business school graduates and aspirants Positive employer perceptions of business education: An overwhelming 99% of global employers express confidence in business schools' ability to prepare graduates for success within their organizations. Moreover, nearly two-thirds affirm that the skills gained through a graduate business degree are more critical than ever, as companies increasingly adopt emerging tech. The enduring and rising importance of human skills in the modern workforce: more than half of global employers cite the value of communication skills in their hiring decisions, with employers also valuing candidates' emotional intelligence and adaptability in their current and future hiring decisions. Tech employers the most confident about flexible work and study: 55% of tech employers agree or strongly agree that the skills gained through a business degree are more important than before for businesses using remote or hybrid working arrangements; similarly, employers in the technology sector are the most likely—at 57%—to value graduates of online or predominantly online and in-person programs equally. New "Gen Z" hires' professionalism demystified—somewhat—by employers: 61% of corporate recruiters find recent GME graduates to demonstrate the same level of professionalism—such as reliability, respectfulness, or professional appearance—as graduates from previous years. However, roughly a quarter of the more client-facing consulting and health care/pharmaceutical recruiters disagree. Hiring projection spotlighting popularity of generalist business degrees: 76% of global employers predict that they will hire about the same or more newly minted MBA graduates in 2025 compared to 2024. In fact, 90% of them plan to hire talent with an MBA—even more than prospective employees with bachelor's degrees or those coming directly from other organizations. "As flexibility in work and learning becomes a norm, business school graduates—with degrees or credentials earned in-person or remotely—should feel empowered that their employability continues to outperform those without an advanced management degree, especially when they understand and underscore how they are skilled in strategic thinking, problem-solving, and communications alongside technological savvy," says Christine Murray, associate dean & managing director of McDonough Career Center at Georgetown University's McDonough School of Business. For more than two decades, the Corporate Recruiters Survey has provided the world's graduate business schools and employers with data and insights to understand current trends in skill demand, hiring, compensation, and perceptions of MBA and business master's graduates. GMAC conducted this year's survey, together with survey partners European Foundation for Management Development (EFMD) and the Career Services and Employer Alliance (CSEA), from January to March 2025. To learn more about other key findings from GMAC's 2025 Corporate Recruiters Survey, please visit About GMAC The Graduate Management Admission Council (GMAC) is a mission-driven association of leading graduate business schools worldwide. GMAC provides world-class research, industry conferences, recruiting tools, and assessments for the graduate management education industry as well as resources, events, and services that help guide candidates through their higher education journey. Owned and administered by GMAC, the Graduate Management Admission Test™ (GMAT™) exam is the most widely used graduate business school assessment. More than 13 million prospective students a year trust GMAC's websites, including to learn about MBA and business master's programs, connect with schools around the world, prepare and register for exams and get advice on successfully applying to MBA and business master's programs. BusinessBecause and GMAC Tours are subsidiaries of GMAC, a global organization with offices in China, India, the United Kingdom, and the United States. To learn more about our work, please visit View original content to download multimedia: SOURCE Graduate Management Admission Council
News24
7 days ago
- Business
- News24
Meet the McDonald's power couple that turn employee jobs into careers
At the heart of several vibrant McDonald's restaurants in South Africa sits Saheed and Sayeeda Nasir, who have dedicated nearly two decades to building more than just successful businesses; they have created launchpads for young South Africans seeking meaningful opportunities and career growth. The Nasirs began their journey as Trainee Managers before becoming McDonald's Owner/Operators, bringing a deeply personal understanding to the transformative power of mentorship and opportunity. Their philosophy centres on developing potential and fostering leadership among South Africa's youth. 'When we hire youth, we're not just giving jobs, we're starting journeys,' says Sayeeda Nasir, whose passion for employee development shines through in every aspect of their operation. This commitment to nurturing talent is exemplified by team members like Dorah Mabula. Starting as a part-time crew member, Dorah received consistent mentorship and encouragement from the Nasirs. She progressed to shift leader before being promoted to department manager. Her story represents the approach to development that the Nasirs champion throughout their business. Their impact extends beyond individual success stories. Four out of five current restaurant managers in their system began as part-time crew members, demonstrating the effectiveness of their leadership pipeline and commitment to promoting from within. For the Nasirs, targeted hiring focuses on potential rather than just qualifications or previous experience. They actively seek out individuals who might otherwise be overlooked, providing them with resources, mentorship, and clear pathways to advancement. 'More restaurants mean more opportunities,' Saheed points out, highlighting how their business growth directly translates to increased possibilities for youth employment and development in their communities. This year, their restaurants saw the exciting launch of the McCrispy, bringing new offerings to their customers while continuing to provide valuable work experiences for their teams. The energy within their restaurants reflects the youthful dynamism of their workforce. 'They keep us young,' Sayeeda says with warmth when describing the vibrant atmosphere their young team members create. As McDonald's celebrates 30 years in South Africa, the Nasirs' approach to business ownership exemplifies how the brand has become intertwined with community development and opportunity creation. Their success isn't measured merely in sales but in the transformative impact they have on the lives of those they employ and mentor. Throughout their nearly two decades at McDonald's, Saheed and Sayeeda have shown that when business leadership is paired with a genuine concern for people's development, the outcome is a legacy of opportunity that reaches far beyond the restaurant walls.
Irish Times
24-06-2025
- Business
- Irish Times
Step-by-step guide to getting a place on that grad programme
Graduate programmes are a great starting point for people starting off in the world of work. They provide training, money and a chance to build your career by developing a network and getting support from people in your industry. They're not necessarily the right fit for every graduate, and many closing dates have already passed – but what do college graduates need to know about them, and what's the best way to get on one? Options after college There are three typical routes for college graduates: The first is to either take some time out for travel or jump straight into a postgraduate course. The second option is to get a specific role in a small- to medium-sized company. The third is to get a place on a graduate programme. Step 1: Decide if you want to be on a graduate recruitment programme Graduate programmes are entry-level jobs for recent graduates. There's a focus on structured training, often encompassing multiple aspects of the business. Graduates usually move from one rotation – perhaps in marketing, human resources or a technical area of the business – to another. Most programmes are two years; some are longer or shorter. READ MORE Typically, these programmes are run by larger – often international – companies including in areas such as retail, banking and finance, pharmaceuticals or law. Most graduate programmes are open to graduates of any background, so an arts student could potentially apply to an accounting firm, or an engineering graduate to a law firm, for instance. Step 2: Look for a company you'd like to work for Graduate programmes are highly competitive but the companies that offer them are also competing for the best talent – so the ball is not entirely in their court. 'There may be graduates out there who are looking for a job and worried about security,' says Mary McCarthy, careers adviser at University College Cork . 'My advice is to try not to panic. Research employers and the kind of jobs on offer, before narrowing it down to areas you are more interested in and enthusiastic about. 'Be discerning, and don't just go off a company's reputation – particularly if it's a big, well-known company. Look at their culture, look at LinkedIn pages of their workers and alumni, and get a strong sense of what exactly it is about them that you like, and why you would want to start their career there.' Step 3: Consider what employers are looking for 'Employers want authenticity,' says McCarthy. 'Self-awareness is key for applicants. A student needs to do a real audit of themselves and their skills, and that applies whether they worked as a kitchen porter or in customer service, or as a bartender during college.' Because most students have worked in jobs that don't usually require a degree – such as shop, restaurant or bar work – graduate employers don't expect that they'll be highly skilled and experienced. 'What did you do at your job? Did you train new staff in? Were you responsible for opening up or closing? Did you bring about change? On your CV, describe it – and include metrics – for instance, you may have increased coffee sales by 15 per cent. Or maybe you trained the newcomers. Talk about the knowledge and skills you gained, and highlight the skills and knowledge.' Employers have typically looked at student involvement in college clubs and societies, as it's here that many graduates built up their human (or 'soft') skills, such as working in a team, delivering to deadlines and running a project or event. That is changing, however. 'Not every student can get involved in clubs and societies any more,' says McCarthy. 'Some may not have been able to get accommodation and so have to commute long distances. Or they may just be too busy with part-time work.' But these graduates should not be left behind, as employers are increasingly aware of the barriers to getting involved in student life. 'Look at how you juggled deadlines for college projects, what you did, what the challenges and high points were, and what skills and capabilities you picked up along the way,' McCarthy advises. 'You might pick out some of the key academic modules that you feel help you to showcase yourself. Look at one or two significant projects and flesh them out, perhaps showing how you worked in teams, and what insights and skills you gained from it. 'Employers also love it if you have studied or worked abroad.' Step 4: Prepare your application Many students will have completed a work placement as part of their undergraduate degree, says McCarthy. 'These students will already have done up a CV and targeted employers for work, so they tend to be quite clued in. 'For those who did not do a work placement, the process can, sometimes, be more daunting. But most college career services, including our own, offer plenty of help and support with applications.' The CV remains important, but LinkedIn is at least equally – if not more – important, says McCarthy. 'Think of it like watering a plant, you need to keep your LinkedIn vibrant and up to date. Employers do look at LinkedIn, so make sure it's not just a rehash of the CV.' Sinéad Brady, a career psychologist who works with graduates and companies, says that a good application respects the job description. 'The company has spent time writing the job description in this way. You don't have to have everything they're looking for, but if you hit 60-70 per cent of the requirements, apply. 'Most companies use an applicant tracking system (ATS), an algorithm that searches for the key words and traits employers are seeking, so make sure and repeat key words from the job description or you may not get through this filter,' she says. Brady advises applicants not to use ChatGPT or any other AI programme to write their CV for them. 'You can use it for spelling and grammar, and to check if your application form has any gaps compared to the job description. You have to use it skilfully, as it's only as good as the prompts that you give it.' Make sure that you don't lie in your application, Brady says – and lock down your social media if there's anything you wouldn't love an employer or your future boss to see. Some companies use metrics such as aptitude and personality tests, but these are less common for graduate programmes. Step 5: The interview Interviews are nerve wracking. 'If you're nervous, acknowledge it in the interview,' Brady advises. 'Nerves are okay, because it means it is important to you, so don't scold yourself. 'Preparation is key, so make sure that you've read the application form and job description. And remember, they are not hiring for your track record, but for your potential.' Dr Mary Collins, senior practitioner coach and a chartered psychologist with the RCSI Centre for Positive Health Sciences, agrees that preparation is crucial. She advises: Look at the organisation's strategy and core values, and then map your experience and ambition to them. Focus on your five key strengths and your achievements. Show them what you're proud of: you probably don't have huge work experience, so it's okay to draw from your academic, personal and volunteer life – perhaps you're proud of a difficult situation that you managed well. More enlightened organisations should avoid the 'terrible question' of your biggest weakness. If they do ask, avoid cliched answers, and be authentic. You can be up front about a weakness, but show what you are doing to address it, whether that's through focusing on personal growth, working with a coach or filling a skills gap. Step 6: You're in If you do make the cut, make the most of the opportunity. Ideally, find a mentor within the organisation and, if possible, one outside it. It can help you to understand both the industry and the wider world of work. It usually means meeting, in person or over a call, perhaps once or twice a month. The mentor gets the benefit of sharpening their skills, while the mentee receives the benefit of their wisdom, experience and mistakes. Daniel Plastikovs did an internship with ESB and later joined its graduate recruitment programme My graduate programme: Daniel Plastikovs I studied electrical and electronic engineering at TU Dublin. As part of this, I did an internship in my third year with ESB. Because I did well on the internship, they offered me a place on the graduate recruitment programme, subject to passing exams and meeting their requirements. TU Dublin's career service offered lots of support with CV and interview preparation, and most colleges offer similar services to graduates. The ESB graduate programme is two-and-a-half years, with two rotations. I'm currently in my first rotation, focused on high-voltage substation design, and my main job is to produce physical drawings of the new substations, or substations that we are upgrading. Graduate programmes offer on-the-job training, and it's a great way to learn. After a three-day induction, we did essential skills training and a week of technical training. One of our training modules can be used as a credit for an NFQ level nine (postgraduate) qualification. I'm quite early in my career at this stage, so the second rotation will hopefully give me more of a taste of the industry. Many people here have moved across multiple roles, with some starting in technical roles and, later, moving into areas like marketing or human resources. I feel confident that this programme will lead to plenty of flexible and interesting roles.
Irish Times
24-06-2025
- Business
- Irish Times
From AI threats to bad bosses: why emotional intelligence matters
Fresh out of college , graduates usually have their eye on their first job . And these job applications can be demanding, requiring you to tailor your CV and application to each company, persuading them at interview that you're a good fit and dealing with the – almost inevitable – rejections that will come your way. It's really important, however, that any worker pays attention to the long game. Sure, you've got your first job, but what do you want from it? Should you also be considering your second, third or fourth job? What about your professional development? How can you balance the demands of work, life and family while also making advances in your career? And what attributes do you need to do well at work? READ MORE Dr Mary Collins, a chartered psychologist with the RCSI Centre for Positive Health Sciences and author of the recently published book Emotional Intelligence in Dentistry, says that emotional intelligence is the critical skill that graduates should cultivate in a world of artificial intelligence advancements. 'We're at a crucial moment, on the edge between AI and human interaction,' she says. 'AI is only as good as the information we feed into it and the prompts we use. 'Really, it is the human skills of empathy, self-awareness, flexibility and innovation that we should be honing.' Her view is echoed by Sinéad Brady, a career psychologist and author of Total Reset: Quit Living to Work and Start Working to Live. 'Traditionally, we have set up the world of work to be based on technical skills and other proficiencies,' Brady says. 'And while education, especially third level, gives you this, it is the other, more personal skills, that hold the workplace together. They're often called 'soft skills', but I hate calling them this, as they are the human skills that make us unique. They are really challenging to develop, as there is a maturity attached to them.' [ How AI will really impact your job Opens in new window ] Any more experienced workers reading this will be lucky if they've never experienced a difficult boss. It might be that the person in charge lacks self-awareness and projects their mood on to everyone else, making for a toxic workplace. Or it might be that they're someone you'd love to have a drink with, and they were great at their former role, but they have poor management skills and are scatty. Perhaps they're a micro-manager – and it can be a really undermining and confidence-sapping experience to have someone hire you and then not trust you enough to get on with the job. As you progress through your career, you can learn just as much – more, arguably – from the bad bosses as the good ones. Never forget these early years, never lose sight of who you were starting off and ask yourself: if I am ever a manager or boss, who do I want to be like? Either way, this all comes back to the two key parts of emotional intelligence: empathy and self-awareness. Increasingly, these are the skills that not only graduates and workers need – they're also skills that help us in our personal lives and relationships. Looking around the world and seeing the worst people in the news having such power, it's clear that they lack these two basic skills, and that the whole world would probably be a better place if empathy and self-awareness were fostered and nurtured in children from a young age. But these are skills that can be developed. 'Empathy is at the core of emotional intelligence,' says Collins. 'We have become quite desensitised online, and this leads to depersonalisation and not valuing one another. 'We all need to work on resilience and self-awareness. This means being aware of other's body language, and our own emotions. When we feel frustrated or angry, we should have ways to self-regulate and self-soothe, instead of lashing out at others.' For some who struggle with this, exercise is the answer. For others, talking to friends or medication, meditation or a hobby such as art or cooking. Maybe a mix of all of these. 'The foundation is self-knowing,' says Collins. 'We develop this over a lifetime, so we would generally expect that a graduate has lower levels of this than, say, a 48-year-old.' Brady says that leadership follows on from these skills. 'This is the ability to talk to and engage with people, have challenging conversations without falling out with them. It's not just a nice-to-have – it is essential. That said, it isn't always easy to translate into a job specification, leaving graduates unsure if they have the required skills. 'Ultimately, it is about being able to talk to people and hold opinions that operate in a grey space, understanding that there are nuances to opinions and that different people, with different skills, backgrounds and expertise, will vary on them,' Brady says. [ My first job: How much will I earn – and will I be taxed? Opens in new window ] For Collins, the ability to build and maintain relationships is a core component of emotional intelligence. 'This is essential, especially in a small country like Ireland,' she says. 'We know that Gen Z, who are just coming into the workplace, often struggle with this, as they may have hundreds of digital connections but fewer quality relationships. Brady says that 'career capital' means knowing who you are and where you are going. 'It can be developed through networking, or projects or simply being out there meeting people. If there are event-based groups in your organisation, get involved and get to know people. If there are chances for peer shadowing or courses and learning pathways, use them.' Coping with adversity and being flexible and open in the face of a rapidly-changing world also help. 'We're in a time of incredible change,' says Brady. 'All you have to do is look around and see the turmoil in the world. As this is happening, AI is changing industries and jobs: cars will be able to drive themselves and AI will both help us with spreadsheets and write articles and text that we previously did ourselves.' Collins agrees that adaptability is a crucial skill. 'You can be flexible and adapt your style according to the situation,' she says. 'Be open to new ideas and have a growth mindset – meaning you believe that your potential isn't limited and that you can develop new skills.' What if you're not a naturally adaptable person? 'Many of us like routine, structure and certainty,' Collins says. 'We know, from neuroscience, that we don't really like surprises. One of the world's leading experts in adaptability, Dr Martyn Newman, says to start with small steps, like brushing your teeth with the opposite hand, going a different way to work, trying a new food every day, or simply making small changes in our lives, building in more flexibility.' Brady says there is an intersection where emotional intelligence and the ability to coping with adversity come together. 'It is understanding that, when you look up and look around, you want to look for opportunities to know where you are going, and where you are growing. In a role where you have to deal with tricky people, know that it is not always your fault, and understand that you must work on your career as well as in your career. Be proactive with your decisions and, with time and experience, will come the ability to make strategic decisions.' What if you're the world's most emotionally intelligent person, you're following all the right advice and work is still miserable? 'Have an exit strategy,' says Brady. 'It doesn't mean that you don't accept criticism, but if you're in an organisation that expects you to work to your best ability without also supporting you – is this where you want to be? If the leaders model bad behaviour or the work culture is unhappy, that may be your early warning sign – both for the job and for the type of person you want to be in your career.' How to develop your emotional intelligence and workplace skills If you're prone to anger and moods, step back and consider your own role in any conflicts. Regular journaling can help this, says chartered psychologist Dr Mary Collins. Find a mentor. Career psychologist Sinéad Brady says that, ideally, people might have a workplace mentor who can help show them the ropes, but also someone outside the organisation who isn't embedded in its culture. 'A mentor is future-focused, and perhaps someone who can share their wisdom, advice and suggestions with you,' says Collins. As for finding one – and not to sound like a bad dating app profile – just ask. Many mentors see it as a chance to sharpen and develop their own skills and will be happy to take on this role. Then, find a frequency that works for you – perhaps meeting once a month online or, ideally, in person for a coffee. Collins suggests that, as you progress through your career, you may also consider a coach. This is someone who can help you set goals and be accountable for them. If your communication skills are not where you'd like them to be, Collins recommends joining Toastmasters , an international organisation that has helped thousands of people become better speakers and communicators. It can also help to get involved, perhaps joining a running club or volunteering with a local charity. Collins suggests making time for reflection, perhaps through a 'tactical Thursday', where you sit down and reflect or journal about five key questions: what went well this week? What were the challenges? What was in your control? Who could you ask for help? And what could you do differently to improve on last week? 'These are five simple, powerful questions that quite quickly help you build a snapshot of the company you are in,' says Collins. Don't be afraid to go for therapy – although it can be expensive. Or find other ways to self-soothe: talk, meditate, exercise.
Zawya
23-06-2025
- Business
- Zawya
Deloitte study reveals Middle East youth are rewriting the rules of success, seeking money, meaning, and well-being
Gen Zs and millennials are focused on growth and learning, but they believe their managers are missing the mark on key areas of their development. Only 6% of Gen Zs say their primary career goal is to reach a senior leadership position. Middle East – As one of the world's youngest regions in terms of its demographics, the Middle East is at the forefront of a generational shift in workforce values. Young people in the region are prioritizing financial stability, personal purpose, and mental well-being over traditional markers of success such as climbing the corporate ladder, according to the 14th edition of Deloitte Global's Gen Z and Millennial Survey. The survey findings are particularly relevant for the Middle East, where over 60% of the population is under the age of 30: in Saudi Arabia alone, two-thirds of nationals fall within this age group, while nearly half of the UAE's population is between 15 and 35.[1] Mutasem Dajani, CEO of Deloitte Middle East, commented, 'As our region navigates the ongoing economic and social transformation, as well as the disruption caused by emerging technologies, it's imperative for organizations to recognize and adapt to the priorities of our youth. On top of financial stability our youth today are expressing a need for a sense of personal purpose, which is essential for their mental well-being and career satisfaction. At Deloitte, we are committed to supporting young talent by fostering an environment that empowers them to thrive and enjoy meaningful careers.' Deloitte's global study is based on responses from over 23,000 Gen Z and millennial participants across 44 countries. Three-quarters of respondents in these generations believe GenAI will transform their work in the coming year. Gen Zs and millennials are using GenAI more frequently, prioritizing training to boost their skills, and seeing improvements in their work quality. More than half already use GenAI in their day-to-day work, with 29% of Gen Zs and 30% of millennials using it all or most of the time. However, more than 60% of youth worry GenAI will eliminate jobs and are motivated to seek jobs that they perceive as safe from GenAI-driven disruption. Working alongside GenAI, more than eight in 10 Gen Zs and millennials say developing soft skills, like empathy and leadership, is even more important for career advancement than honing technical skills. Yet only 6% of Gen Zs say reaching senior leadership is their top career goal. Instead, they are gravitating toward roles that allow for learning, growth, and balanced living. Notably, these generations are questioning the value of higher education. Around one-quarter expressed concerns about the relevance of the curriculum to the job market, and the practical experience it offers. The pursuit of money, meaning, and well-being When asked about the factors that impact their career decisions, Gen Zs and millennials gave responses that fell into three categories: money, meaning, and well-being. The Deloitte survey underscores that these areas are tightly interconnected as respondents seek to find the right balance. Financial insecurity is on the rise: nearly half of Gen Zs (48%) and millennials (46%) do not feel financially secure, up from 30% of Gen Zs and 32% of millennials in last year's survey. The survey data also reinforces that without financial security, Gen Zs and millennials are less likely to have a positive sense of mental well-being and less likely to feel their work is meaningful. Moreover, purpose influences job satisfaction. Roughly nine in 10 Gen Zs (89%) and millennials (92%) consider a sense of purpose to be important to their job satisfaction and well-being. Among those who report positive mental well-being, 67% of Gen Zs and 72% of millennials feel their job allows them to make a meaningful contribution to society compared to 44% of Gen Zs and 46% of millennials who report poor mental well-being. Rana Salhab, People & Purpose Managing Partner at Deloitte Middle East said: 'Gen Zs and millennials are rebalancing priorities at work, amid a dynamic business landscape that is being constantly reshaped by technologies such as AI. What we're seeing in the Middle East is a redefinition of ambition, not a lack of it. Younger people want to build careers that are aligned with their aspirations. It's a powerful call for more human-centered leadership, one that is thoughtful about the impact of technology and supporting the workforce while advancing organizational goals.' To learn more, read the full report here: About Deloitte Global 2025 Gen Z and Millennial Survey Deloitte's 2025 Gen Z and Millennial Survey reflects the responses of 14,751 Gen Zs (born between 1995 January and 2006 December*) and 8,731 millennials (born between 1983 January and 1994 December). In total, 23,482 respondents were surveyed from 44 countries across North America, Latin America, Western Europe, Eastern Europe, the Middle East, Africa, and Asia-Pacific. The survey was conducted using an online, self-complete-style interview between 25 October and 24 December 2024. The report includes quotes from survey respondents, attributed by generation and gender, who answered open-ended questions, as well as from participants in one-on-one, ethnography style, qualitative interviews conducted separately from the online survey between 19 December 2024 and 10 January 2025. *Gen Zs are typically defined as being born between January 1995 and December 2010, but this study does not include respondents younger than 18, so each year the definition of Gen Zs in this survey shifts a year to include all adult Gen Zs © 2025 Deloitte & Touche (M.E.). All rights reserved. In this press release references to 'Deloitte' are references to one or more of Deloitte Touche Tohmatsu Limited ('DTTL') a UK private company limited by guarantee, and its network of member firms, each of which is a legally separate and independent entity. Please see for a detailed description of the legal structure of DTTL and its member firms. The information contained in this press release is correct at the time of going to press. About Deloitte & Touche (M.E.) LLP: Deloitte & Touche (M.E.) LLP ('DME') is the affiliate for the territories of the Middle East and Cyprus of Deloitte NSE LLP ('NSE'), a UK limited liability partnership and member firms of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee ('DTTL'). DME is a leading professional services organization established in the Middle East region with uninterrupted presence since 1926. DME's presence in the Middle East region is established through its affiliated independent legal entities, which are licensed to operate and to provide services under the applicable laws and regulations of the relevant country. DME's affiliates and related entities cannot oblige each other and/or DME, and when providing services, each affiliate and related entity engages directly and independently with its own clients and shall only be liable for its own acts or omissions and not those of any other affiliate. DME provides services throughout 23 offices in 15 countries with more than 7,000 partners, directors and staff. About Deloitte: Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited ('DTTL'), its global network of member firms, and their related entities (collectively, the 'Deloitte organization'). DTTL (also referred to as 'Deloitte Global') and each of its member firms and related entities are legally separate and independent entities, which cannot obligate or bind each other in respect of third parties. DTTL and each DTTL member firm sand related entity is liable only for its own acts and omissions, and not those of each other. DTTL, NSE and DME do not provide services to clients. Please see to learn more. Deloitte provides Audit & Assurance, Tax & Legal and Consulting and related services to nearly 90% of the Fortune Global 500® and thousands of private companies. Our professionals deliver measurable and lasting results that help reinforce public trust in capital markets, enable clients to transform and thrive, and lead the way toward a stronger economy, a more equitable society and a sustainable world. Building on its 175-plus year history, Deloitte spans more than 150 countries and territories. Learn how Deloitte's approximately 457,000 people worldwide make an impact that matters at Bassel Barakat External Communications |PR and Media Lead Deloitte & Touche (M.E.) bbarakat@ |
