Latest insights

This Deloitte survey reveals that generative AI use is widespread but still shallow, with most workers using it for familiar tasks rather than rethinking how work gets done.

Deloitte’s 2026 survey reveals the two most important drivers of success for business leaders are accelerating how people and resources are orchestrated to perform work and increasing their organisation’s and workforce’s ability to adapt to change and speed.

Deloitte’s 2026 State of AI in the Enterprise report find that while wider workforce access, early productivity gains and growing confidence in AI are accelerating adoption, a gap remains between experimentation and true enterprise transformation. 

Deloitte’s 2025 survey reveals that Gen Z and millennials are searching for meaningful work, financial security and wellbeing, as well as personal development. Many feel their managers are not meeting their needs and some believe that companies are not doing enough to address workplace stress. Most are also feeling the pressures of the cost of living. The report’s findings demonstrate the need for organisations, senior leaders and managers to create environments where workers can not only attain the trifecta of meaningful work, financial security and well-being, but also achieve the professional growth they are looking for. By supporting these pillars consistently, organisations can uphold the social contract and create a cycle of satisfaction, engagement and success.

Deloitte’s latest report reveals that leaders are finding themselves stuck in a wait-and-see cycle, unsure how to navigate fundamental tensions between business and human outcomes. At the same time, AI is reshaping work – automating tasks, shrinking entry-level roles, and accelerating change. The report finds that this new reality is creating worker, manager and organisational needs that are seemingly at odds – bridging the growing experience gap as entry-level roles disappear, supporting people and their development as middle management evolves, and ensuring that workers and organisations are able to fully realise AI’s potential. The report explores how organisations can rethink talent development beyond traditional experience pathways, reimagine the role of managers, and use AI to create value for organisations and their people, especially as only 6% of workers believe their organisation is making great progress in creating this value.

This Deloitte Global survey of board directors and executives reveals that, so far, board-level engagement with AI has been limited: across industries and geographies, AI is not a topic of discussion that comes up often at board meetings. However, many respondents are cognisant that their board's current level of engagement may not be enough to oversee the opportunities and risks that could manifest by using AI, particularly generative AI. Nearly half (46%) say either they're not satisfied with or they are concerned about the amount of time devoted to discussions on AI. The data shows that boards are eager to spend more time on AI and generative AI, enhance their knowledge and experience, and accelerate the pace of adoption in their organisations. It sets out the immediate actions boards can consider taking to bolster AI governance. 

Recent research from Deloitte reveals that UK workers are taking matters into their own hands when it comes to keeping up to speed with the latest generative AI advances, finding that nearly a third (31%) of UK employees who use generative AI for work access tools which they personally pay for. The survey findings highlight that in order to create more accurate, reliable results and mitigate Gen AI risks, organisations must prioritise ethical considerations, integrate them into the development process, conduct regular audits, and engage with stakeholders to gather diverse perspectives. The bottom line is - if organisations do not start building a strategy to use Gen AI now, they risk falling behind their employees who will start building their own standards.

This report from Deloitte reveals that around one in three young people feel only neutral or feel negative about their work. It identifies that this sentiment reflects the key challenges young people are experiencing at work, including a lack of fair and reasonable pay, lack of opportunities to build skills and experience, and a lack of flexible working hours. The research and insights uncover three critical opportunities that must be unlocked to enable and accelerate ‘meaningful work’ for young people, and these opportunities are critical in driving benefits such as greater health and well-being, stronger skills and increased employability, and progress toward equity and increasing belonging.

Deloitte’s latest report surveyed more than 22,800 respondents across 44 countries, revealing that the cost of living, unemployment, climate change and mental health are among Gen Zs’ and millennials’ top concerns. While respondents feel their employers are making incremental progress in areas such as work/life balance, flexibility at work, societal impact, diversity, equity and inclusion and protecting the environment, these generations are increasingly willing to reject work or employers that don’t align with their values and expectations.   

This study by Deloitte reveals six key insights highlighting the transformative impact of generative AI in the Asia-Pacific region, highlighting the role of younger employees in driving generative AI adoption and underscoring the need for businesses and policymakers to adapt to this rapidly evolving technology. The research reveals that over 11 billion hours per week across Asia Pacific are expected to be impacted by generative AI, with these technologies saving each user almost a day per week and freeing up their time to learn new skills. Generative AI is also found to increase the level of satisfaction of work and study. However, nearly three quarters of businesses are falling behind on generative AI adoption according to their own employees. Drawing on these insights, the report provides a set of recommendations that can help senior business leaders put their organisation in the best possible position.

Deloitte’s latest Women @ Work Global Outlook report reveals that rising stress levels and poor mental health persist, and fewer women report feeling supported by their employers to balance work responsibilities with their commitments outside of work – a trend that is leading some women to switch employers. Although women working in a hybrid model are reporting better experiences this year compared to last, many women still face challenges related to return to office mandates and safety and non-inclusive behaviours in the workplace. 

This report from Deloitte reveals a disconnect between what Generation Z actually wants at work and what their bosses think they want. As Gen Z increasingly enters the workforce, the research identifies the key challenges and gaps that leaders should address to support their newest generation of workers, including (1) contrasting views on the importance empathy, (2) divergent views on the impact of work on mental health, and (3) disparate views on the importance of work to personal identity.

This report from Deloitte explores how generative AI is expected to change the structure of “work” as we know it and notes that technology is not directly replacing jobs; rather its changing the tasks and skills we use to get work done. The report underscores the value of human capital as an organisation's most important capital and suggests a range of strategies to help prepare organisations, including the importance of creating and managing a framework that focuses and supports leadership’s vital role in guiding generative AI-induced changes. 

Deloitte’s latest Global Human Capital Trends report reveals that the more boundaryless work becomes, the more important uniquely human capabilities – like empathy and curiosity – become. The research highlights the need to prioritise human sustainability - the degree to which the organisation creates value for people as human beings, leaving them with greater health and well-being, stronger skills and greater employability, good work, opportunities for advancement, more equity, and heightened feelings of belonging and purpose – which can drive not only better human outcomes, but better business outcomes in a mutually reinforcing cycle.   

Deloitte’s 2023 Gen Z and Millennial survey reveals that while these generations acknowledge some positive change, they remain deeply concerned about their futures. The report underscores continuing concerns about the cost of living, work/life balance, climate change, mental health, and examines Gen Z’s and millennials’ shifting relationship with work. The research emphasises the need for employers to understand these generations and continue to drive progress on the challenges that matter most to them. This will not only help boost productivity and retain talent – it will ultimately build trust and value for business and society more broadly.   

Deloitte's 2023 Human Capital Trends report reveals that more than 80% of organisations reported purpose, diversity, equity and inclusion (DEI), sustainability, and trust as top focus areas. The research explores how the boundaries that delineated job from job, grouping tasks and categorising workers into narrow roles and responsibilities are now limiting organisational outcomes such as innovation and agility. Many organisations are experimenting with using skills, not jobs, as the baseline for how workforce decisions are made. Moreover, the report discusses how the boundary between humans and technology as separate forces continues to disappear as new technologies are entering the workplace that not only automate and augment the work done by humans, but actually enhance human and team performance. It highlights that forward-leaning organisations are exploring how to use technology in ways that encourage humans both to be their best selves and to do better work.   

This report from Deloitte explores how the path towards net zero is giving rise to a new ‘green collar workforce’ and predicts that this could create more than 300 million new jobs globally by 2050. It notes that with around one quarter of global jobs at risk from unchecked climate change, policy action to upskill and retrain workers can realise the potential of economic growth and drive greater equality as the world economy shifts to a low emissions production system.

Deloitte's 2022 Gen Z and Millennial survey reveals that the impact of the last few years has led the youngest generations in the workforce to reassess their priorities, leading to the Great Resignation. The survey findings indicate that the sustained workplace changes these generations are asking for - including higher compensation, more flexibility, better work-life balance, increased learning and development opportunities, better mental health and wellness support, and a greater commitment from business to make a societal impact - are also the strategies that will help employers attract and retain talent. 

Deloitte’s 2021 Millennial and Gen Z survey ¬¬reveals that after a year of intense uncertainty due to the Covid-19 pandemic, political instability, racial discord and severe climate events, millennials and Gen Zs around the world are determined to hold themselves and others accountable on society’s most pressing issues. Key findings include health and employment have climbed to the list of top concerns, and millennials and Gen Zs also remain deeply concerned about climate change and the environment. The data also shows that the stigma around mental health challenges in the workplace remains, with about a third of respondents reporting they have taken time off work due to stress and anxiety caused by the pandemic. The report emphasises that these younger generations want to work for companies with a purpose beyond profit – companies that share their values – and that they feel more empowered to make a difference as part of their organisations. For these reasons, focusing on creating a positive impact in society and giving employees ways to get involved and give back will be key to attract and retain talent.   

This special report from Deloitte considers two factors impacting on the worker-employer relationship - government impact and talent supply - to explore four potential futures that illustrate how the world of work and the worker-employer relationship could evolve. The research calls on organisations to embed the three attributes of purpose, potential, and perspective into all the ways that employers and workers engage with each other.   

This report by Deloitte examines how new trends triggered by the global pandemic are shaping the nature of work, the workforce and the workplace as a whole. It emphasises the need for more transparent and consultative leadership, greater focus from employees on career development amid increasing automation, and more proactive government investment to close the digital divide.  

Deloitte's 2021 Global Human Capital Trends report explores the shift from "survive to thrive" through the lens of five key trends: (1) designing work for well-being; (2) capitalising on worker agency and choice as the means to drive learning, adaptability, and impact; (3) creating teams and superteams that use technology to enhance human ways of working; (4) developing and acting on forward-looking insights using real-time data to harness workforce potential; and (5) shifting HR's role from standardising and enforcing workforce policies to a new responsibility of re-architecting work. The pandemic highlighted the need for flexible, adaptive approaches as circumstances shifted unpredictably. The report highlights that organisations that use disruption as an opportunity to embody human qualities will enable them to thrive through disruption.  

This report by Deloitte looks at the impact of  COVID-19 on automation strategies and the use of cloud and automation-as-a-service for scalability and rapid deployment. It highlights that organisations are increasingly recognising the benefits of intelligent automation for reducing costs, increasing productivity, improving accuracy, and enhancing customer experience, but the pace of innovation continues to outstrip the pace of adoption. Key barriers include process fragmentation, lack of IT readiness and clear strategy, and resistance to change. Addressing these issues requires improved technology integration, strategic vision, and a focus on future-oriented skills and continuous learning. 

Deloitte’s 2020 Global Human Capital Trends report examines the new possibilities arising from the Covid-19 crisis, revealing that the crisis has accelerated a shift to a more purpose-driven and resilient workforce. The report underscores the need for redesigning work to prioritise well-being, leveraging technology as a collaborator rather than a replacement, and adopting a data-driven approach to understand workers’ attributes, needs and dimensions to segment their workforce accordingly. It challenges organisations to reexamine whether humanity and technology are truly in conflict and to consider how it is possible to resolve the seeming paradox of finding ways to remain distinctly human in a technology-driven world.

 This Deloitte report explains the COVID-19 pandemic has impacted an estimated 2.7 billion people globally, affecting over four-fifths of the workforce. Leaders have faced the dual challenge of immediate crisis response and rethinking workforce strategies. Recovery will be dynamic and ongoing, without a set end date due to the uncertain timeline for therapeutics and vaccines. The report looks at how organisations are now shifting to address upcoming workforce challenges as they plan for the next phase of recovery.

This report by Deloitte explores why the future of work is still human in Australia, noting that Australia has the opportunity to make better choices about work, their workers and their workplaces to pave the path to prosperity for all.

This Deloitte article explains that amid continuing skills shortages, what becomes most important are not the skills themselves but the enduring human capabilities that underlie the ability to learn, apply, and effectively adapt them. Across industries, organisations that embrace, nurture, and cultivate enduring human capabilities through their workforce will likely have a strategic advantage, because their people will have the mindset and disposition toward rapid learning that is required to thrive in an environment of constant disruption. It highlights that these capabilities aren't rare, hard to find, or restricted to certain groups however notes that an organisation's mindset, management practices, systems, and work environment can be crafted to encourage and amplify, rather than discourage and dampen, people's use and expression of their capabilities.    

This report from Deloitte reveals that Gen Z will soon surpass Millennials as the most populous generation on earth, with more than one-third of the world's population counting themselves Gen Zers. In the US, Gen Z constitutes more than a quarter of the population and by 2020 will be the most diverse generation in the nation's history.  The report notes that the impact of their entry into the workforce will be swift and profound. Radically different than Millennials, this generation has an entirely unique perspective on careers and how to define success in life and the workforce.     

Deloitte's 2019 Global Human Capital Trends reveals that, faced with the relentless acceleration of artificial intelligence (AI), cognitive technologies, and automation, 86% of the respondents to this year's survey believe they must reinvent their ability to learn. After nearly 10 years of economic growth, and despite a pervasive corporate focus on digital transformation, 84% of respondents report they need to rethink their workforce experience to improve productivity. And in the face of new pressures to move faster and adapt to a far more diverse workforce, 80% believe they need to develop leaders differently.  To help guide organisations through the reinvention, the report proposes a set of five principles to frame the "human focus" for the social enterprise and serve as benchmarks against which to measure any action of business decision that could potentially affect people. These five design principles for the social enterprise explain the why for reinvention. To address where organisations can direct their efforts to make a meaningful impact, this year's human capital trends are organised into the following three actionable categories: (1) The future of the workforce: how organisations should adapt to the forces restructuring job and work design, the open talent economy, and leadership; (2) The future of the organisation: how teams, networks, and new approaches to rewards are driving business performance; and (3) The future of HR: how the function is stepping up to the challenge of redesigning its capabilities, technologies, and focus to lead transformation in HR and across the enterprise.   

This Deloitte article considers how forces of change are affecting three major dimensions of work: the work itself, who does the work, and where the work is done. It provides an overview of these forces for change and offers a perspective on how organisations should begin to respond to the new challenges unfolding.   

Deloitte's 2018 UK Human Capital Trends report looks at the top three human capital trends that are having a significant impact in the UK. The top trend identified in this year's report is 'From careers to experiences: new pathways', reflecting the importance of individual employees and their development. Other top trends identified are 'Wellbeing: a strategy and a responsibility' and 'The hyper-connected workplace'. The research reveals that the 21st century career is becoming more fluid, with individuals taking ownership of their own career development however also finds that a traditional, salaried hourly workforce is still the 'norm' for 32% of organisations and 41% of organisations surveyed have employee development programmes focused on a defined career path. Other key findings include that while wellbeing is increasingly valuable to employees, organisational wellbeing programmes are not yet hitting the mark, with 59% of organisations not working on wellbeing at all, or only offering very basic programmes. Flexible schedules were found to be the most common wellbeing programmes, with 58% of respondents reporting that these exist within their organisation. The survey results further suggest that employers are not harnessing the possibilities presented by the connected workplace, despite being viewed positively, with 72% of respondents stating that connected work tools will have a positive impact on personal productivity.   

This report by Deloitte reveals a clear gap between the expected impact of digital and the reality of how digital is being delivered, finding that only 9% of survey respondents believe that UK headquartered companies lead the way with the use of digital technologies and ways of working. The data shows that currently, digital strategies lack coherence, revealing that 24% of respondents do no believe they have a coherent digital strategy in place while 48% do not see it as central to their corporate strategy.   The report explains that while existing investment has largely focused on improving the customer experience, senior executives also need to consider how digital can transform the supply chain and back-office. Digital skills, at all levels, are in short supply and high demand - sourcing, developing and training talent is a significant challenge even for the most digitally mature organisations. The data shows senior executives do not believe that enough school leavers and graduates enter the labour market with the right mix of digital skills, and emphasises that digital represents a public policy issue which may require changes to curriculums to meet the current and future demands of the UK's digital economy.   

Deloitte's 2017 Global Human Capital Trends report explains that the accelerating rate of change in business, the economy, and society challenges both business and HR to adopt new rules for leading, organising, motivating, managing, and engaging the 21st century workforce. The report identifies 10 areas in which organisations will need to close the gap between the pace of change and the challenges of work and talent management. The top 10 trends identified are: (1) Organisation of the future; (2) Careers and learning; (3) Talent acquisition; (4) Employee experience; (5) Performance management; (6) Leadership; (7) Digital HR; (8) People analytics; (9) Diversity and inclusion; and (10) The augmented workforce. The report highlights the HR function is in the middle of a significant identity change - not only does HR need to structure itself for service delivery efficiency and excellence in talent programmes, but it must now also focus on employee experience, employee productivity, and the entire realm of work, job, and structural design. The new rules provide a mandate for many HR organisations to reorient themselves and focus their people on the changing human capital issues their companies face.   

Deloitte's 2017 Millennial survey reveals that in the current environment, millennials appear more loyal to employers than a year ago - in a period of great uncertainty, stability is appealing and they would be inclined to turn down offers for freelance work or as consultants. In addition, built upon a solid two-way exchange of trust, flexible working continues to encourage loyalty and make a significant contribution to business performance. Other key findings include business is viewed positively and to be behaving in an increasingly responsible manner; but, millennials believe it is not fully realising its potential to alleviate society's biggest challenges. Finally, automation is rapidly becoming a feature of working environments - for some, it encourages creative thinking and provides opportunities to develop new skills whereas for others, automation poses a threat to jobs and is creating sterile workplaces.   

Deloitte's 2016 Millennial survey reveals that 44% of Millennials say, if given the choice, they would like to leave their current employers in the next two years. A perceived lack of leadership-skill development and feelings of being overlooked are compounded by larger issues around work/life balance, the desire for flexibility, and a conflict of values. This remarkable absence of allegiance represents a serious challenge to any business employing a large number of Millennials, especially those in markets - like the United States - where Millennials now represent the largest segment of the workforce. The research also shows that while they continue to express a positive view of business' role in society and have softened their negative perceptions of business' motivation and ethics compared to prior surveys, Millennials still want businesses to focus more on people (employees, customers, and society), products, and purpose - and less on profits. The report emphasises that because most young professionals choose organisations that share their personal values, it's not too late for employers to overcome this "loyalty challenge".

Deloitte's 2016 Human Capital trends report reveals organisational design has rocketed to the top of the agenda among senior executives and HR worldwide, with 92% rating it as a key priority. Perennial issues such as leadership, learning and HR skills continue to rank high in importance, as in previous years. The research shows that culture and engagement are also a major concern for the C-suite, reflecting in part, the rise of social networking tools and apps that leave companies more transparent than ever, whether they like it or not. Top executives increasingly recognise the need for conscious strategy to shape their corporate culture, rather than having it defined for them through Glassdoor or Facebook. Taken together, the trends identified in the report sketch out a vast and varied series of changes and challenges. As the pace of change accelerates, business and HR leaders who move aggressively to address these trends will likely gain an advantage over their competitors and find themselves on the winning side of the global competition for talent.   

Deloitte's 2015 Human Capital Trends report highlights 10 trends that are shaping the nature of work and the ways organisations approach talent management, which reflect four major themes for the year: leading, engaging, reinventing, and reimagining. The research highlights that as the economy grows and skills become more specialised, the competition for talent has increased. This has driven culture and engagement, leadership, and development to the top of the human capital agenda. These challenges consistently ranked as the top three most important issues across regions and industries. The report also presents the capability gaps associated with each of these trends, and offers practical insights to help organisations address each of these challenges.   

Deloitte's 2015 Millennial survey reveals that millennials overwhelmingly believe that business needs a reset in terms of paying as much attention to people and purpose as it does products and profit, and finds that 75% of millennials believe businesses are too fixated on their own agendas and not focused enough on helping to improve society. The 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. It uncovers 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 least of us social media.   

This Deloitte report reveals that although the replacement of people by machines is well understood, the scale and scope of changes yet to come may not be. To understand the potential impact of computers and robots on jobs in the UK, Deloitte has partnered with Carl Benedikt Frey and Michael A Osborne to estimate the types and number of jobs at risk from automation. The research finds that a lower proportion of jobs are at risk in London than in the  rest of the UK, but even here the risks are significant and substantial changes are inevitable. Of particular concern is the assessment that London jobs paying less than £30,000 a year are over eight times more likely to disappear than jobs paying over £100,000. The report emphasises that to develop and maintain the talent pool that London needs, forward planning and successful policy implementation are essential, and sets out an agenda for action for businesses and policy makers as they develop strategies for the future.    

The third edition of Deloitte's Women in the Boardroom report represents one of the most comprehensive and far-reaching surveys of recent efforts - legislative and otherwise - to increase participation of women in boardrooms across the globe. 

This report by Deloitte includes updates from 72 countries on gender diversity in the boardroom, exploring insights on the political, social, and legislative trends behind these numbers. The research reveals a disconnect between women holding roles on boards and in the executive, finding that only 6.7% of board chairs are women, and even fewer CEOs - 5% - are women.