December 2017
Drivers, the second most prevalent type Figure 1: Business Chemistry and generation
among millennials, are characterized
by their focus on outcomes and goals, 18%
which suggests millennials’ preferences 26% 29%
for practicality and action over talk and 23%
theory. Notably, less than one-third of 21%
millennials surveyed are Integrators— 29%
the type known for its focus on people. 32% 24%
The smallest proportion of millennials Pioneer
20%
surveyed are Pioneers, who are known Integrator
for blue-sky thinking, networking, 27% 28% 22% Guardian
and spontaneity. Driver
2017
1
By a factor of at least five to one, millennials believe that when compared with a permanent contract for a single
employer, working as a consultant or freelancer would provide greater job satisfaction, an enhanced sense
of responsibility, more
Q4: If you had a opportunities toyou
choice how long would work abroad,
stay with andemployer
your current more opportunities
before leaving to jointo learn new skills or to work in
a new
different sectors.
organization or do something different?
7
The negative balance of -3 means, in effect, that the proportion of US millennials intending to leave
For more information,
within two yearsview
(32%) the fullthereport
is below at intending
proportion The 2017 Deloitte
to remain Millennial
beyond five (35%) Survey
3
CFO Insights The millennial mix: What leaders should know
Endnotes
1. To explore various Business Chemistry types across generations, Deloitte conducted three online surveys.Between 2013 and 2016, 2,958 U.S.-based participants took an online
Business Chemistry assessment. A second sample of 13,885 participants answered questions about career aspirations and priorities, and a third sample of 2,725 participants
answered questions about stress levels and coping strategies.
2. Brent Green, “Marketing to Leading-Edge Baby Boomers: Perceptions, Principles, Practices, Predictions,” Paramount Marketing Publishing. Inc., 2006.
kmonahan@deloitte.com
This publication contains general information only and is based on the experiences and research of Deloitte practitioners. Deloitte is not,
by means of this publication, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services. This
publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may
affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional
advisor. Deloitte shall not be responsible for any loss sustained by any person who relies on this publication.
About Deloitte
Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee (“DTTL”), its network of
member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. DTTL (also referred
to as “Deloitte Global”) does not provide services to clients. In the United States, Deloitte refers to one or more of the US member firms of
DTTL, their related entities that operate using the “Deloitte” name in the United States and their respective affiliates. Certain services may not
be available to attest clients under the rules and regulations of public accounting. Please see www.deloitte.com/about to learn more about our
global network of member firms.