For years, employers have worried about how to attract and retain younger workers.
The conversation usually centres on career development, progression opportunities and workplace culture.
But new research suggests many employees are focused on something far more fundamental.
Can they afford the future they want?
According to Deloitte's 2026 Gen Z and Millennial Survey, more than half of Gen Z (55%) and millennials (52%) have delayed major life decisions because of their financial situation.
Buying a home, starting a family, pursuing further education or launching a business have all been put on hold because the money simply isn't there.
It's a striking finding, but perhaps not a surprising one.
For many younger workers, financial pressure has become a constant backdrop to daily life.
Rising housing costs, higher living expenses and years of economic uncertainty have made it harder to build the financial foundations previous generations often took for granted.
The result is a workforce that isn't necessarily lacking ambition, but is increasingly focused on stability.
Employees aren't rejecting ambition. They're postponing it.
One of the most interesting findings in the report challenges a common assumption about younger workers.
Just a quarter of Gen Z respondents said they wanted rapid progression through promotions, while only 21% of millennials said the same.
Even fewer identified reaching a leadership position as their primary career goal.
It's tempting to interpret this as a lack of ambition.
That would be a mistake.
When someone is worried about paying rent, building a deposit or managing everyday expenses, long-term career aspirations can start to feel distant.
Financial security becomes the immediate priority.
In many ways, this isn't a story about career ambitions at all.
It's a story about financial resilience.
The survey suggests younger employees are increasingly focused on building stable foundations before thinking about the next rung on the career ladder.
Why this matters for employers
Financial worries don't stay at home when employees log on for work.
They influence concentration, confidence and decision-making.
They can affect wellbeing, productivity and engagement.
They can also shape how employees view their employer.
If someone is struggling financially, a pay rise in two years' time may feel less relevant than practical support today.
That's why financial wellbeing is moving up the agenda for employers.
Not because it's the latest workplace trend, but because it addresses a challenge many employees are facing right now.
The organisations seeing the greatest impact are recognising that financial wellbeing isn't separate from employee wellbeing.
It's part of it.
Building confidence, not just capability
The answer isn't simply providing more information.
Most employees already know they should save more, contribute to their pension or plan further ahead.
The challenge is often knowing where to start.
Financial confidence comes from understanding how money works, feeling in control of day-to-day finances and having the tools to make informed decisions.
Without those foundations, long-term goals can feel out of reach.
With them, people are more likely to engage with pensions, build savings and take positive steps towards their future.
A workplace issue, not just a personal one
The Deloitte report highlights a workforce making difficult trade-offs.
When more than half of younger workers are delaying major life decisions because of money, this stops being purely a personal finance issue.
It's a workforce issue.
Employers can't solve the cost-of-living crisis on their own.
They can't make housing more affordable or reduce household bills.
What they can do is help employees build the confidence and understanding needed to navigate financial challenges and make informed decisions about their future.
That's where workplace financial wellbeing can make a real difference.
Because before people can focus on buying a home, starting a family or planning for retirement, they need to feel financially secure enough to believe those goals are achievable.
And increasingly, that starts at work.
Written by Caroline Chell
Head of Communications
